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  • Atricle Dump - Bossology: The Eight Techniques You Need to Manage Your Boss

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    s corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breas
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    Research inside companies consistently reveals that most employees quit or move on because of a poor relationship with their immediate supervisor. In other words, people don't quit jobs--they quit bosses. Most new managers and supervisors move into their roles because they have demonstrated technical expertise in their industry or field. They rarely begin their management careers with the experience, training and support they need to effectively manage others.

    I am certainly not alone in working for some memorably bad bosses over my career. Indeed, it was rather cathartic to describe them all in writing:

  • The boss who bit me on the neck hard enough to draw blood
  • The boss who gave me a ride home from work going 90 mph down the freeway in his corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breast
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    uit bosses. Most new managers and supervisors move into their roles because they have demonstrated technical expertise in their industry or field. They rarely begin their management careers with the experience, training and support they need to effectively manage others.

    I am certainly not alone in working for some memorably bad bosses over my career. Indeed, it was rather cathartic to describe them all in writing:

  • The boss who bit me on the neck hard enough to draw blood
  • The boss who gave me a ride home from work going 90 mph down the freeway in his corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breas
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    the experience, training and support they need to effectively manage others.

    I am certainly not alone in working for some memorably bad bosses over my career. Indeed, it was rather cathartic to describe them all in writing:

  • The boss who bit me on the neck hard enough to draw blood
  • The boss who gave me a ride home from work going 90 mph down the freeway in his corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breas
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    rtic to describe them all in writing:

  • The boss who bit me on the neck hard enough to draw blood
  • The boss who gave me a ride home from work going 90 mph down the freeway in his corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breas
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    s corvette
  • The boss who stood up and heatedly contradicted me (erroneously) during a training session on company policies that I was leading for 40 supervisors
  • The boss who breast fed her baby while conducting my performance review
  • The boss who always took his wife's calls during meetings while I sat there listening
  • The boss who had another employee secretly call my clients to unearth anything she could use to fire me (she wasn't able to find anything)
  • The boss who had the legs on the guest chairs in his office sawed off by several inches, allowing him to tower over anyone sitting before him
  • Here are some strategies for how to manage your boss well, manage that all important relationship, and keep your job (or at least land on your feet in the next job):

    1. Get to know your boss' work preferences and expectations.
    Does she like weekly meetings? Written reports? Email or face-to-fac

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