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DR JOHN DERMARTINI TELLS US HOW TO DEAL WITH THE DIFFERENT MANAGEMENT STYLES THAT YOUR BOSS MAY HAVE.

The Idealist: The sky is the limit

Clearly define what portions of their request you believe to be truly realistic and doable and go and get them done efficiently and effectively while being grateful for the opportunity to achieve such tasks and be of service and value. 


Then clearly define what portions of their request you believe to be clearly unrealistic and undoable within their requested time frames and ask them for feedback tips on how they suggest that you might be able to fulfil their desired task in the time they have allotted. 

Letting them know that you would love to fulfil their expectations, but could use their assistance and their years of experience to help you? Introspect and reflect on where and when and to whom you have expected and imposed possibly some unrealistic expectations and idealisms such as theirs onto others. 

Reflective awareness enhances communication.

The Panicker: It’s urgent and we don’t have a plan

Clearly define what portions of their request you believe to be truly realistic and doable and go and get them done efficiently and effectively while being grateful for the opportunity to achieve such tasks and be of value. 

Clearly define what portions of their request you believe to be truly unrealistic and undoable within their requested time frames and ask them for feedback tips on how they suggest that you might be able to fulfil their desired task in the time they have allotted. 


Letting them know that you would love to fulfil their expectations but could use their assistance and their years of expertise to help you? 

Introspect and reflect on where and when and to whom you have expected and imposed possibly some unrealistic expectations and idealisms such as theirs onto others with unplanned and urgent time frames.

The People lover: Have you heard the latest?

Politely thank your people-loving manager for their attention, conversation and information. Let them know that it might be wise, considerate and most respectful to speak directly with the individual they are discussing. 


Suggest or request that you now be able to get back to your work so as to use the remaining company time that day for your most urgent and highest priority tasks at hand. 

Introspect and reflect on where and when and to whom you have played the role of the people loving manager. Reflective awareness empowers relations.

The Results-driven boss: What’s in it for me and will it make me look good?

Respectfully ask your results-driven manager what specific outcomes he or she intends to achieve and how you could most effectively and efficiently assist him in achieving them, with the time available within your current responsibility load. 


Also, ask what other projects would he or she prefer you to put off or put less attention on in the meantime until the primary projects were achieved and concluded. 

Ask how else you might you be of service to help him or her achieve his or her aim and be recognized. If you help other fulfil what they would love it helps you ultimately achieve what you would love. 

Introspect and reflect on where and when and to whom you have played the role of the results-driven manager.

The Charisma Queen: Do we really need to get things done?

Thank your charisma queen manager for their inspiring words, actions and insights, but also ask them for what specific, grounded actions do they feel would be the most meaningful and productive steps to help them fulfil their highest needs. 


By you grounding the playing field you assist them with having clearer, more concise and more grounded intentions and objectives. Introspect and reflect on where and when and to whom you have played the role of the charisma queen manager.

The Methodical Manager: We all know exactly where we stand and what is expected

Ask for your methodical manager’s detailed opinion about what is the most important, highest priority project or action step to be working on to help fulfil his or her needs the most. Don’t guess and feel uncertain. 


Ask and get clear on what is most important to confirm that you and they are on the same page with the primary objectives. 

Introspect and reflect on where and when and to whom you have played the role of the methodical manager.

The Bullish Boss: Of course I’m right!

If you feel that your boss is in error about something, consider gathering truly factual and more objectively balanced data in advance and then ask him to clarify his view because of the confusion on what is accurate and highest in priority. 

Objective facts can calm down subjective bias. The more evolved and objective executive center in the brain can calm the more primitive and subjective amygdala. 


Facts will stand and your boss will become more respectful of your sincere service to the company. Introspect and reflect on where and when and to whom you have played the role of the bullish manager.

The People Pleaser: Everything is just fine.

Respectfully ask your people-pleasing manager to provide you with a more balanced and believable feedback of your performance that includes both positive, supportive and negative, challenging input. 

Feedback assessments providing both praise and reprimand are more believable and help build more respect and more refined working skills. One-sided feedback is seldom believed and generally leads to the other side through time. 


Introspect and reflect on where and when and to whom you have played the role of the people pleaser. Again, reflective awareness empowers relations.