Dr John Demartini, human behaviourist, offers help for dealing with your boss’s personality – in the best possible way …

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 on how they suggest that you might be able to fulfil their desired task in the time they have allotted.

Let 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 unrealistic expectations and idealisms such as theirs, onto others, with unplanned and urgent time frames.

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

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 allowed to get back to your work, in order to use the remaining company time that day for your most urgent and high-priority tasks.

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 he or she would prefer you to put off – or pay less attention to in the meantime – until the primary projects are achieved and concluded.

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

Ask how else you might be of service to help him or her achieve his or her aim and be recognised.

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  what specific, grounded actions they feel would be the most meaningful and productive steps to help them fulfil their highest needs.

By you levelling 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 fulfill his or her needs the most.

Don’t guess and feel uncertain. Ask and clarify what is most important, to confirm that you and they are on the same page with the primary objectives.

Don’t guess and feel uncertain.

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 wrong about something, consider gathering 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 centre 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 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 over 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.