Wednesday, October 7, 2009

How to Survive Working for a Jerk

I used to have a boss I detested so much I used to envision her falling down a manhole -- not to kill her, but just injure her enough to put her in the hospital long enough for me to find another job.

After I interviewed Kathi Elster and Katherine Crowley for my Gannett column, I realized I wasn't alone in feeling so desperate when it comes to a bad boss. Here's the column:

There is probably nothing that impacts the quality of a job like a boss. Get a good manager, and you like going to work every day. Have a bad boss, and you don’t even want to get out of bed in the morning.

If you’ve ever had a bad boss, you often dream of how to get out working for a jerk, ranging from winning the lottery to getting a better job somewhere else. But in this job market? You’re feeling a bit desperate.

“People who are employed right now and work for a bad boss know they can’t immediately leave, because they know jobs are hard to come by,” says Kathi Elster, a business strategist and consultant. “It’s frustrating and depressing for them.”

Elster spends a lot of time listening to people gripe about their bosses, along with her partner in K Squared Enterprises in New York, psychotherapist Katherine Crowley. They recently put together some strategies for helping employees “manage their boss” called “Working for You Isn’t Working for Me,” (Portfolio, $25.95).

“The fact is, you need to manage the relationship,” Crowley says. “People often feel they don’t have power, and feel victimized. But you do have power in this relationship.”

Adds Elster: “The key is to manage yourself to minimize your boss’s behavior on you.”

In the book, Elster and Crowley say there are four keys to improving a bad boss relationship:

1. Detect. You first must identify exactly what it is that “drives you bonkers” in a bad boss, such as verbal attacks or unwarranted criticism. “Once you can detect it,” the authors say, “you can correct it.”

2. Detach. By learning to see the boss for who he is, and educating yourself on how not to react so strongly to the annoying behavior, then you’ll be able to eliminate the stress a bad boss brings to all areas of your life.

3. Depersonalize. No matter how miserable a boss may make you, you’re not the first person to go through this and you must realize “it’s not about you,” the authors say. By understanding the boss’s behavior existed long before you arrived on the scene and that one of the reasons it is so upsetting to you is because it’s triggering your “worst fears,” then you can learn to view the behavior more objectively.

4. Deal: This involves creating a customized plan so that “when the boss acts out, you can defend yourself” and take a more objective and constructive approach to your job and career, they say.

Crowley says that the bad economy may be triggering even more bad boss behavior, as the stress only emphasizes poor management skills. In other words, the over-controlling or “checked out” boss may become even more so, increasing worker tension.

The authors note that employees typically will try to cope with bad boss behavior with tactics that don’t work such as: avoiding the boss at all costs; sulking; becoming full of self-doubt; obsessing about how to handle the boss; wishing for the boss’s demise; gloating over the boss’s behavior; bad-mouthing the boss; confronting an annoying manager; retaliating; or giving the boss the silent treatment.

But employees need to understand that unless they take steps to resolve problems with a boss in a more constructive way, they may continue to have problems no matter where they work, Crowley says.

“People tend to attract recurring situations unless they learn to resolve them,” Crowley says. “Sometimes bad boss behavior feels familiar – it’s like you’re drawn to that kind of person.”

Elster notes that employees should also learn to “take back their power” in a difficult situation by taking care of themselves physically. She recommends coping with the stress by exercising, eating right, spending time with supportive family and friends, doing enjoyable activities and learning relaxation breathing for tough times.

How do you deal with a bad boss?


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Tuesday, September 1, 2009

4 Ways to Handle Your Childish Boss

There's probably no subject that generates more discussion on this blog than two words: "bad boss."

Personally, I don't know anyone who doesn't have a bad boss story. I know I have more than a few, and no matter how long I've been in the workforce, a bad boss can get to me. I'm always looking for solutions on how to deal with these rotten managers, and some days I'm more successful that others in applying those strategies. (Some days I think about hurling rotten eggs at the manager's house under the cover of night. But then I think of how I don't want to waste a rotten egg.)

Here's a recent story I did for Gannett on how to deal with bad bosses:

Just as child experts often advise exasperated parents to provide strong parameters for their unruly toddlers, workplace expert Lynn Taylor says it’s time we did the same for bratty bosses.

“Just as children with too much power need controls, so do bosses with too much power,” Taylor says. “Otherwise, they just get worse.”

Bad behavior may mean calling employees at all hours of the day and night, pitching hissy fits, being stubborn, bullying, bragging and generally making employees uncomfortable and stressed. Not exactly the kind of manager that generates productivity, creativity and efficiency.

“Any kind of stressful situation – such as this bad economy – can make it worse,” Taylor says. “It’s going to put this kind of boss into overdrive.”

Taylor says she was so struck by the resemblances between a tyrant toddler and a terrible boss that she calls these kinds of bosses the “terrible office tyrant” or “TOT.” Her new book, “Tame Your Terrible Office Tyrant,” (Wiley, $21.95) draws direct correlations between the fussy and uncooperative child and the adult version roaming the cubicles at work.

Rather than caving into these kinds of leaders, Taylor says, more employees need a plan of action to deal with such childish behavior that can arise when bosses “act out” under the pressures of their job. She says her plan involves employees staying “calm,” another acronym that stands for:

• Communicate. “Bravely talk to your boss,” she says. “Hiding your light under a bushel won’t be doing anyone a favor.” She suggests by talking to the boss and showing what you have to offer, it also will help your own career.
• Anticipate. Know the hot-button issues for your boss, and steer clear or head them off. Know good times to speak with him, and what helps calm him.
• Laugh. “Humor is a great diffuser, and in these tough times we need them more than ever,” she says. For example, when times are tense, you might ask, “Anyone need a donut?” as a way to show “we’re all human.”
• Manage. “Managing up doesn’t mean kissing up,” Taylor says. “It means you set boundaries and you stand your ground. Employees often fear reprisals for setting boundaries, but managers respect them. Otherwise, you’re going to have them calling you at midnight. They appreciate being told not to do that.”

Taylor says that when bosses are “lost little lambs”, they can make employee lives miserable because their own insecurities make them clingy and helpless, depending on workers to do tasks for them.

“At least with little kids, you know that helping them usually leads to a burst of independence and pride in accomplishing a new skill,” she says.

But a boss can always pull rank and force you to help, so Taylor advises employees – seeking a more self-sufficient manager – should privately tell the boss that while they would like to help, they have their own workload to tackle.

“You can help break the dependency cycle,” Taylor says. “You’d be surprised at how often (the boss) doesn’t realize she’s being needy to the point of distraction.”

Finally, Taylor cautions workers not to believe the childish boss will improve with the economy. “They also behave this way during any period of stress – even in good times,” she says. “That’s why it’s important that when you interview for jobs, make sure you are alert for these kinds of bosses.”

At the same time, Taylor believes that companies must do more to end this cycle of bad boss behavior and provide good management training, a supportive environment for employees and a company culture that emphasizes childish behavior will not be tolerated. If not, employers will watch talented employees walk out the door and tyrant bosses continue their reign of terror, she says.

Have you developed strategies for dealing with a bad boss?

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Wednesday, August 13, 2008

Is Your Manager Setting You Up to Fail?

Recently I ran into a friend of mine who told me he's quitting his job and going back to school to become a registered nurse. I was a bit surprised: Quit a job in this economy? Take on more student loan debt?

When I asked him why he was leaving a job that he seemed to love the last time I spoke to him about a year ago, he told me that he was simply exhausted, both emotionally and mentally. The position that he had fought so hard to get had become an anvil around his neck.

Over cold drinks at a nearby cafe, he told me that the job he was leaving in no way, shape or form resembled the position he had accepted two years ago.

"We had two people leave, so I took on a lot of their stuff. Then, a third was laid off," he said. "I was given those duties in addition to what I was already doing."

While he said the boss often assured him that he would get some help, it never materialized. When he would remind the boss that he was being spread too thin and he worried about the quality of the product, the boss told him that better time management -- and better use of technology -- would solve the problem.

That's why a recent story about companies combining mid-level and lower-level jobs -- and then hiring someone at the junior level for a lower salary -- really struck a chord.

I have been hearing similar stories for a while: Companies laying off workers, then rehiring one person with what I call a "kitchen sink" job description to do the work of many.

Let me give you another example: A woman I have known professionally for years works for a company that has been bought and sold so many times she jokes that she's not even sure who she works for anymore. But under that humor is a lot of stress: In the last three years, at least five people have been laid off in her department, and each time she has been given their duties.

I asked her whether she's received additional compensation for her additional duties. She told me no. Instead, she's been continually reprimanded for missing deadlines and not meeting goals. I have to wonder why the company doesn't fire her for her "poor performance," but I suspect it's because they can pile on the work -- and keep those notes critical of her performance in her personnel file to drag out when she wants to discuss more money.

(You may think this woman should have bailed on this job a long time ago, but because of her personal circumstances, she needed to stay in the position and try and make it work.)

I just don't get it. Why would companies set employees up to fail? If they hire lower-level workers, pile on the work until they break, then what's the point? They may have saved some money in the beginning, but it takes time and money to recruit and train a new body, so it seems that's pretty short-sighted.

At the same time, how can you ever make a good hire if you're using job descriptions that are laundry lists of so many disparate duties that no one human being can meet it?

I know that many employees rise to the challenge. But what I'm hearing goes beyond that. If we've got workers limping for the exits, where does that leave us in terms of training the next generation of managers? If we think that only time management and technology is the answer to overworked staff, then how can current managers create a team that's capable of competing in a global economy?

Please, someone clue me in. I just don't get it.


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Monday, July 21, 2008

Going Over the Boss's Head: Like Swimming With Sharks While a T-bone is Strapped to Your Butt

Before I get into discussing the issue of whether you can -- or should -- go over your boss's head, I'd like to share a little story with you....

Once upon a time there was a young woman named Letitia Hood. Because her hair was a vibrant auburn color, and she was a bit vertically challenged, she was known in her office as Little Red Riding Hood -- or "Red" for short.

Red was a diligent worker. So diligent, in fact, that she felt she deserved a promotion and a raise. But her boss, Jack Wolfson (know as "Wolf"), believed that Red still had some work to do before he could grant her wish.

One day, Red became very frustrated with Wolf, and decided to pay a visit to Granson Mayer III, who was Wolf's boss. She thought that if she just explained to Granson Mayer III (known as Grandma) that Wolf was being short-sighted, she could get the raise and the promotion, and everyone would live happily ever after.

But Grandma, having been in the business world a long, long time, knew that he couldn't grant Red's wish because that would be breaking the management code of honor, which states that no employee can ever, ever go over a boss's head. (It just isn't done.) He did not, however, share this information with Red.

"Thank you for coming to see me, Ms. Red. You've given me a lot to think about. Please return to your cubicle. I need time to ponder your request," Grandma said.

Red, believing she had victory close at hand, nearly skipped back to the elevator that would take her to the lower levels where employees labored. But as she left the elevator on her floor (13), Wolfson emerged from his office.

"Well, hello Red! How are you today?" he said, grinning widely.

Red noticed that Wolf's teeth seemed a bit larger on this day, but she felt so optimistic from her meeting with Grandma that she smiled in return and said, "Well, Wolf, I'm just terrific! Thanks for asking!"

As she started to continue on her way, Wolf said, "Wait, just one minute, Red. Can I see you in my office for a moment?"

At this point, Red felt her beautiful auburn tresses begin to stand up on the back of her neck. But she ignored the feeling, and instead said, "Sure!"

She entered her boss's office, where he gently -- but firmly -- closed the door behind her.

Later that day, a co-worker went looking for Red to ask her a question. But he could not find her. He searched the lunchroom, the conference room and even asked another female employee to check the women's restroom. But no one could find Red.

Days later, Red still was missing. Her lunch remained uneaten (and frankly, began to smell) in the offfice refrigerator. Her frumpy sweater, used when the air conditioning chilled her delicate shoulders, hung forgotten on the back of her chair.

After a while, someone new moved into Red's cubicle, donated her sweater to charity and dumped her wilted ficus into the trash. Her rancid lunch was swept away, and her e-mail bounced a "recipient not found" to anyone who tried to reach her.

Soon, no one mentioned Red's name aloud, referring to her only in hushed tones and usually only late on Friday afternoons when the bosses had already left for their golf courses and lake houses.

It was often the new employees who would bring up Red's name, having heard whispers about her. Older employees would tell the tale of Red, how she had visited Grandma with her request and then been lured into Wolf's office. The moral of the story, the elders warned, was this:

"No one goes over the boss's head and lives to tell the tale."

Red's story is just that -- a story. But it is one that rings all too true with many people who have tried to go over the boss's head and ended up losing.

Why? Because managers -- even if they don't really like one another -- will stick together. They won't tolerate an employee trying to "undermine" their authority. Such mutiny is seen as not only detrimental to the management ranks, but disloyal to the company as a whole. So, as in Red's case, trying such a strategy can be extemely risky.

Sort of like jumping into shark-infested waters with a T-bone strapped to your butt.

But if you do decide to go over your boss's head, make sure you have a very clear idea of why you're doing it and what you want to accomplish.

You're going to need documentation to take to your boss's boss to prove your point, and you're going to have to be very clear, professional and unemotional.

But here's the most important point: Never take this step unless you are prepared to lose your job. Because that is a very real risk. You might not lose it immediately, but once you've gone over the boss's head, there is a real chance that your boss will not want to have a thing to do with you -- and neither will any other manager in the company. So, you may find yourself on a career track to nowhere in that company. In other words, even if you win the battle, you may lose the war.

Of course, anytime your boss is doing something unethical or illegal, you really have no choice but to take it to the next level, leave, or do both. Not only is this a professional obligation, but if the boss is doing something that serious, then you don't want to be associated with it.

The decision cannot be made lightly. Some people have done it and gone on to be productive employees. But remember: You've got to make sure that what you might lose isn't greater than what you might gain.

What do you think about going over the boss's head? Can it be done?

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Wednesday, February 20, 2008

Being Right Doesn't Mean You Win

In the working world, we try not to show our weaknesses, concentrating instead on displaying our strengths. We respond to others with confident tones, argue our point of view firmly and lead with authority.

Too bad we’re not always right.

This may be a hard concept to grasp for some people, especially those who have risen in the ranks because they are always right. But it is true that those who become the most rigid in their attitudes -- who always have to have the right answer and must always prove others wrong -- are not only annoying, but well, wrong.

While it is ingrained in us from the time we are young that we must strive for the “right” answer, must sit “right” and look “right” -- and we will somehow be shamed for being wrong, we start to confuse being right with winning. And it's not the same thing at all.

Often, managers are the most guilty of the “always right” atittude, and can be very defensive if they are challenged. But by denying there is anything left to learn, we undermine ourselves and our companies. Failing to acknowledge that other people may have the right answer can lose the respect of others and cause real morale problems.

The most successful teams and the most successful individuals challenge each other to come up with the best idea and the best process. The key is being able to say to someone: "You were right. That is a better idea. Thank you.’”

Still,letting go of being right all the time takes courage. You may have to admit that you are insecure about being "wrong", but are willing to make yourself vulnerable so that you can learn and grow.

If you realize that your “right” attitude has gone too far, the first thing you need to do is admit you have a problem -- that's often half the battle. Then:
* Define what winning looks like to you. Think about what you really want, considering how you feel about an issue and what personal experiences come into play.
* Look at how often your need to be right really interferes with what you want. If you shut people down by interrupting them with your “right” solution, or they turn away because you have proven them “wrong,” write it down. Note what happened and what the result was (damaged relationship, less creative interactions, etc.) The key will be to later figure out what would have been a better response.
* Define your fear or anxiety. If you can’t be right, what will be your strategy to deal with that? Tell yourself over and over that it’s okay to win, but you don’t have to be right.
* Ask more questions. Become curious. Those who are always right don’t try to find out what other people may know. Only after someone has given you an answer do you respond with your perspective. That starts a dialogue, and that begins the learning process.
* Step into the unknown. Focus on the shades of gray. Notice how often your thinking is automatically right versus wrong. Argue the other side of the issue first, and look to see the larger perspective.


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Friday, December 21, 2007

Overcoming Predicted Failures

It's often an unhappy reality, but true: Once a boss decides a worker cannot succeed, then it becomes very difficult -- if not downright impossible -- to break that opinion. The manager often makes it more difficult for the employee’s suggestions to see the light of day, or argues with every idea the employee makes so that it is less likely others will pick up on the idea.

It finally can become so bad that the employee becomes transparent -- and the job becomes so difficult that the worker must leave in order to achieve anything.

The fallout is not only damaging to individual careers, but in a work dynamic calling on team efforts, group innovations and shared information, such actions can damage other workers and ultimately, the company.

Many bosses won't deny that they behave this way. They say they are just more controlling with what they perceive as "low" performers. In other words, they do what they want and get what they expect.

As a result, even though an employee may be capable of great things, once targeted as a low performer they may begin to act that way. The person begins to doubt his or her own judgement, withdrawing and offering fewer ideas for consideration. Still others may swing the other way and begin taking on huge workloads in order to prove their worth -- but quality suffers, and that only emphasizes the negative label.

But because it's so difficult for an employee to combat such actions, companies must learn to target such behavior by bosses who drive away workers simply because they have put their own prejudices into play. Some ways to do that include:

* Addressing the relationship. A meeting between the employee and the boss should not be a chance to give “feedback” to the employee (that often bodes ill for the worker), but rather a chance to address the relationship in an open and honest way. The boss can admit there is tension -- and that he may be responsible for problems in the employee’s performance. The worker should be free to discuss the manager’s behavior.
* Admitting that no one sets out to fail. Sometimes employees are not as capable in some areas as in others, so the boss and the worker need to decide the specific areas of weakness, and the manager needs to provide evidence that these flaws exist. This is a chance for the employee to compare his performance with others, pointing out strengths and capabilities.
* Owning up to assumptions. Understanding what each person's attitude is toward the other and how those tensions can be alleviated is important in moving forward.
* Moving forward. Once the dirty laundry has been aired, then the manager and employee should agree on performance objectives, and how their relationship can move forward. While new objectives may require some monitoring by the boss, an employee should be free of intense scrutiny as the performance improves.
* Continuing to talk. The employee and boss should agree to address any problems in the future right away, opening the door to more honest communication.


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Tuesday, December 18, 2007

The Power of Lists

Even though Jay Leno has been begging me to come write for his show, I'm the daughter of a union man and not about to cross that writer's strike picket line. So, that leaves me free to offer you these gems for Tidbit Tuesday:

* What's in a list? Time magazine's list-laden issue also has a dart to throw at the lists we all seem to love (ahem, 45 Things...). Writer James Poniewozik notes that one of the reasons we love things like Letterman's Top 10 lists is because they give us a chance to challenge authority, to point out that the other guy is a moron. "A list isn't truly right unless it's a little bit wrong," he writes. If you want to see the other nine reasons we go list-crazy at the end of the year, check out the story. No. 1 is the real kicker.

* Working makes me sick: If you think that work is taking it's toll on your psyche, it could be that your body is also taking a beating just by showing up every day. Newsweek reports that the workplace may be hurting everything from your eyes to your back to your ears, and provides some insights on how to combat that toll, noting that "small adjustments can make a suprising difference in the quality of your day."

* What your boss says and what he really and Second City Communications have put together a list of how to truly understand what your boss is saying. It's sort of like a translation service for anyone entering the executive suite. Some examples:

Boss: "Great job on the report!"
Translation: "I'm taking credit for your work."

Boss: "I have to attend an off-site meeting."
Translation: "I'm having an affair."

Boss: "Let me give you some broadstroke ideas and you can fill in the rest."
Translation: "I still haven't learned how to create an Excel document."

Boss: "Headquarters has assured me we will not be affected by the merger."
Translation: "You are going to be fired."

Boss: "I'm not sure if what you are suggesting is in alignment with our core competencies."
Translation: "What exactly do we do again?"


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Monday, October 8, 2007

Bad Bosses Are No Laughing Matter

Anyone who has ever worked for a bad boss knows that, despite such lighthearted looks at these people through comics such as “Dilbert” and television shows such as “The Office”, it really is no laughing matter.

I’ve had two really bad bosses in my life, and I can tell you it is truly a painful experience, both physically and emotionally. At times I was depressed, at times angry – and suffered from headaches and stomachaches, not to mention waking at 3 a.m. every night and re-running every horrible encounter through my head.

It’s probably little consolation to anyone going through this experience that there are plenty of people going through the same thing, but I think it’s important to show that these bad bosses are at least being exposed more and more to the sunlight. First, there are websites devoted to outing bad bosses and providing helpful advice to employees going through a rough time. Second, more press has been given to the fact that a lack of management training means we’re putting ill-prepared and poorly qualified people into these upper positions where they can become abusive. Third, rising healthcare costs mean that companies cannot afford to have employees sickened by bad bosses, plus face high employee turnover because bully bosses drive away the talent.

One of the latest looks at the problems of butthead managers is a study by Florida State University study, which shows that 31 percent of 700 respondents said their supervisor had given them the “silent treatment” in the past year. (This was a favorite tactic of one of my bad bosses, lasting one time for six months.)

Further, 37 percent of the respondents reported that their supervisor failed to give credit when it was due, and 39 percent noted that their supervisor failed to keep promises. And on the truly smarmy scale, 27 percent noted that their supervisor made negative comments about them to other employees or managers, while 23 percent said that their supervisor blamed others to cover up or to minimize their own embarrassment.

At the same time, the abuse took its toll on employees in physical ways, such as increased exhaustion, job tension, nervousness, depression and mistrust.

Wayne Hochwarter, the professor who did the study along with a couple of his doctoral students, offered some advice to suffering employees:

Stay visible at work. While it’s common for the employee to blame himself or herself for the situation, hiding out can hurt a career because it can prevent others from noticing individual talent and contributions. And remember, bullies have often subjected others to this treatment, so their history is probably already known to others.
Keep focused on the future. While it may seem that you’ll never break free of the boss, chances are good that you will eventually work for someone else, and you want to make sure your performance will impress others. “You want the next boss to know what you can do for the company,” Hochwarter says.
Know when to draw the line. No one should take abuse that is physical or would be considered harassment or discrimination. Such complaints should be made through formal channels, such as internal grievance committees or law enforcement.


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Monday, July 16, 2007

Rate Your Boss

I once had a job where the boss was so toxic that I would feel my stomach start to roil as I entered the building where I worked. I couldn’t focus on anything that gave me pleasure – in the middle of a movie I would think about this boss and feel great anger. When I was having dinner with a friend I would think about my boss and feel so depressed I didn’t want to eat.

The job lasted 1 ½ years before I managed to get another one. By the time I left, I felt I had aged 20 years. I never laughed anymore, the joy had gone out of something I had always loved to do – write.

I remember after I turned in my resignation, my boss began interviewing people to replace me. One day, I stopped a job candidate outside the office and said, “Look, I don’t know you, but I feel I have to warn you. You don’t want to work here. The boss is really toxic – she does everything she can to demean people, and will never recognize or reward you for your contributions. We’ve had enormous turnover here, and the reason is because people are treated like dirt.”

The woman look at me and said, “Oh, I appreciate you telling me. But I think I can handle it.”

It was like watching someone jump in a shark tank and say, “Oh, I can survive just fine. It’s just YOU they didn’t like.”

I don’t know whatever happened to this woman, if she got the job or if she survived that boss. I just know that I wish someone had filled me in on the boss.

And that brings us to Asher Adelman, 33, a Californian currently living in Israel and founder of, which allows people to anonymously name their boss and then rate his or her performance based on a set number of questions. The overall rating is then available – for a fee – to users who want to check out a boss.

I recently asked Adelman, a former sales and marketing guy, a few questions about his Web site:

1. Am I to assume that you had an abusive boss sometime in your life?Is that who inspired you to set up this Web site?

The inspiration for eBossWatch was born out of a painful personal experience
several years ago working under what some former colleagues called "a reign
of terror" perpetuated by the company CEO. The frequent and ongoing abuses
consisted of loud and public humiliations of employees, name-calling laced
with vulgarity and the throwing of objects at employees. Before I started
working there, I had no idea about the true state of the work environment,
and I firmly believed that this was a respectable company that treated its
employees well. I was ultimately fired in less than two months after
confronting the CEO and complaining about his abusive behavior.

2. What's the purpose of the site? Who is it aimed at, specifically?
The mission of eBossWatch is to improve the lives of people by helping them
avoid hostile workplaces and abusive bosses. I see eBossWatch as being a
useful tool for any job applicant to have during their interview process to
help them evaluate the prospective employers. The applicants shouldn't be
the only ones being evaluated during the recruiting process.

3. What about the criticism that it's not really fair to "rate" a boss
like this...that anyone with a beef can give a boss a bad rating,without giving the boss a chance to respond?Is it really fair?

The idea behind eBossWatch is to use the ratings as a resource to spot any
warning signs about a potential employer so that the job candidate know to
do some additional due diligence into the work environment. If someone
seeking revenge gives a boss a bad (but inaccurate) rating, then the truth
will come out when the job candidate inquires further about the negative
rating or speaks with some current or former employees to find out what kind
of manager this person is.

The "Boss Report" survey results show both the combined evaluation score
averages as well as each individual rating by itself.

4. Do you think anyone will report "good" bosses,or is it much more likely this site will target only the bad bosses we hear so much about?

A significant amount of the evaluations that have been submitted have been
positive, so apparently the people lucky enough to be working for an
excellent boss recognize how fortunate they are and are interested in
showing their appreciation and support for their manager.

5. What's your goal for this Web site?

Our goal for eBossWatch is to make a difference in people's quality of life
by helping to spare them from the nightmare of working for an abusive boss.
Life is short, and it's unfortunate that so many people are stuck in hostile
work environments for months or even years.

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