Manage your career

Dealing With a Rotten Boss

There are good bosses, bad bosses, and downright Rotten Bosses. Below we offer some suggestions as to how to deal with a Rotten Boss.

Ways You Can Deal With a Rotten Boss

Throw your Rotten Boss “under the bus”.
Hug it out with your Rotten Boss
Give your Rotten Boss the “It’s not you, it’s me” speech.
Leave your Rotten Boss behind.

Throw Your Rotten Boss “Under the Bus”.

You have to think very carefully before you attempt to take down your Rotten Boss. There are some significant risks:

Be prepared for nothing to change. You expose yourself to some professional risk, and nothing may change. Unless you boss has done something illegal or against policy, there may be little the organization can do.
Be prepared for it to get worse. If you undermine your boss, it is very possible s/he will discover from whom the complaint originated, in which case, it may be even less comfortable for you.

If you have considered the risk, and still want to complain about your boss, you can do some things to increase your chances of success:

Strength in numbers: If you can find a number of others to come forward, you avoid the “he said, she said” situation, and the organization may have to act.
Documentation. Much like a problem employee, you should begin a paper trail. Write down incidents and occurrences with you boss including who was involved, as well as the date and time.

Hug it Out With Your Rotten Boss

A less risky strategy is for you to attempt to resolve your situation with your boss without involving the larger organization:

Sit down with your boss and discuss exactly how you are feeling. It is possible your boss does not understand how you feel. It is also possible you have misunderstood or misinterpreted some events. Leave your mind open to this possibility.
You may also want to invite your boss to share his or her work preferences with you. By better defining expectations about what work s/he wants done, and how it should be conducted, you may be able to resolve your Rotten Boss issues.

Give Your Rotten Boss the “It’s not you, it’s me” Speech.

If you take on more than your fair share of the “blame” for a dysfunctional relationship, it could be viewed as a display of humility that may begin to heal the situation:

Ask yourself honestly how you are contributing to the relationship with your boss. You could very well be doing things that contribute to the dysfunction.
Remember that you only control you own behavior, so once you begin to act differently, your Rotten Boss may respond differently.
Learn what your boss wants and doesn’t want, likes and doesn’t like, and how to do the kind of job your boss is looking for.

Leave Your Rotten Boss Behind

In some cases, all your efforts to repair your relationship with your boss will fail. If this is the case, you cannot count on your boss leaving anytime soon, so you should make the decision to look for alternatives:

Look for an internal transfer
Ask for a lateral move
Leave the organization.

Only in the Movies

Many victims of a Rotten Boss may fantasize about completely inappropriate things they might do to solve the problem. The list below is purely for entertainment value, and should not be attempted:

Take him out for a drink after work, then call the cops and report a drunk driver when he leaves.
When he leaves his desk, send offensive emails from his computer in his name. Suggestions include pornographic pictures and videos, sexual and racist jokes, and complaints about senior management.
Log on to his computer and visit numerous sites of illegal activity, then tip off IT.
Write anonymous letters to your local paper, your CEO, websites, and anyone else you can think of, outlining all of the offenses committed by your Rotten Boss.

Three Things to Remember About Dealing With a Rotten Boss:

Proceed with caution. Don’t underestimate the risk to your career.
Once you start, be prepared to leave. If the organization doesn’t do away with your boss, they may choose to do away with you.
Make sure your own backyard is squeaky clean. If you make accusations, you should ensure that you cannot be targeted for any inappropriate behavior.

Watch the ‘3-Minute Crash Course’ about Dealing With a Rotten Boss (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Working for Idiots

Believe it or not, it is possible that you are a very nice person, but a horrible boss. The stuff of Hollywood legends, and blog anti-heroes is that of the grand-mal, asshole boss. The person who is evil incarnate, and takes great pleasure in making others miserable.

I’ve worked in dozens of organizations either as an employee, contractor or consultant – and I’ve never met this person. I have met a number of horrible bosses, and usually they qualify as horrible for much more subtle reasons than sitting in a corner office, and laughing like Dr. Evil while pulling the wings off living insects. Below are some of the most common horrible boss types.

Everybody’s Best Friend – this is the most common type of horrible boss. This person has a high need to be liked by others, and should therefore never be put in a position of leadership. Unfortunately, we usually promote people who are good technically at the work, and rarely test a person’s ability to be disliked by others – a core skill for leaders.

Mr. Insecure – This poor guy feels pressure from above because he’s probably not very good at what he does. He also thinks this peers and his direct reports are out to get him. As a result, he takes irrational actions and makes poor decisions. If you wait it out long enough, this guy usually manages to get himself fired.

Ms. Moody – This person is delightful one day, and a nightmare the next. You need to look for the cues in the morning as to what kind of day she is having. You can also be rest assured that when she’s having a bad day, you’ll have a bad day.

The Visionary – this person can be a good leader if and when he has a brilliant manager back him up. When this ingredient is missing, this is the person that comes up with a bunch of great ideas, but has no ability to implement them. One tell-tale sign of this type of horrible boss is assigning the same task to several different people.

The Prince of Darkness – this type of horrible boss desperately reinforces the hierarchy at every chance. She will usually do this because she never really expected to amount to much, and probably feels like an imposter much of the time. She’s so desperate not to be discovered, that she’ll do anything not to compromise her place on the corporate food chain.

Armed with this information, it is now your job to ensure that YOU are not any of these types of horrible boss. You can’t change their behavior (unless of course you choose to commit bossicide), but you can make sure that your direct reports are never exposed to such things.

Top 10 Stupid Things Smart Managers Do

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It is quite possible for smart managers to do stupid things. This often happens because smart managers get busy doing the things they have always done without critical evaluation. This is a standard occupational hazard for anyone that manages a business or leads other people.

In no particular order, we suggest below Ten Stupid Things that we’ve seen Smart Managers do:

They diffuse their focus too broadly. The most successful managers quickly learn what are the most critical items, and then execute against those items. These same managers will have no more than seven priorities at a time, and they are very specific about what they won’t do. Most importantly, they do work and tasks that are appropriate to their level, and delegate other tasks away.
They work too much. If you’re completely overwhelmed by the volume of work, then working harder won’t help. It is possible there are exceptional circumstances for some limited period of time that will require you to work more, but as an ongoing solution, working harder doesn’t work. You need to assess what things you may be able to give up, and what things to do differently.
They Don’t Think. It is very easy to become completely overcome with tasks. When that happens, you are probably not taking the time to think about the business, and the strategies and systems that will propel success.
They think everyone should operate at their level. Smart managers are usually in the position they are in for good reason: they are smart and hard working. They cannot project their own abilities onto others. It is quite possible that others will not be able to get as much done, or get it done as quickly as the smart manager. Managers need to accept this.
They don’t listen. Listening is an active skill, and needs to be practiced. It takes time to listen to your people, and if a manager is always in too much of a hurry to listen to her people, she will end up missing opportunities.
They “buy-it-back”. One of the most important skills for managers is delegating. Many managers delegate tasks, but then end up getting those tasks back on their desks. Make sure you delegate appropriate tasks to the right people, and don’t let them off the hook. It is important to be a coach and teach, but not to come rushing in to save people at the last minute every time.
They don’t teach/develop/mentor their people. A manager’s first priority is to develop and build skills in others. It is important to share knowledge and move others forward.
They don’t say “no”. It is not often possible to do everything that everyone wants you to do as a manager. Those most successful are very clear on what they’ll do, and what they won’t do.
They don’t have a mentor or “board of directors”. Good managers have people they can trust to seek out advice and feedback. In the absence of a good mentor, managers should establish a “board of directors” – a group of people that they go to for advice and feedback on the technical, political and organizational aspects of their jobs.
They try to be everybody’s friend. The best way to upset everybody is to try to keep everyone happy. It is important to always treat people with respect, but it’s rarely possible to keep all the people happy all the time – so don’t try.

3 Things to remember about Stupid Things that Smart Managers do:

It’s possible to be really smart, but still do stupid things. Your not immune just because you think you’re smart
You need to get honest feedback. Find someone who will tell you the brutal truth when you’re doing something stupid.
Pick your favorite one thing of the ten, and do something about it. Check the list above, and pick one stupid think that you think you may be at risk of committing, and make plans to do something about it.

Watch the ‘3-Minute Crash Course’ about Stupid Things Smart Managers Do (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Education versus Experience

Every now and then I get drawn into the age-old argument about education versus experience. On one side of the argument are people who seem to have an irrational resentment towards others’ educational credentials. They ask, “how is it that smart people can do such stupid things?”

The answer, quite simply is that education and intelligence are not necessarily correlated.

On the other side of the argument are those that wave their communications degree from the local community college around like it was a ticket to success. They ask, “I studied hard, why won’t they make me a vice-president of something?”

The answer, quite simply, is because you don’t know anything yet.

People who want to seriously argue whether education or experience is better, apparently have neither. It is an argument for brain-dead people. Here are a few points to ponder:

Education is simply a different form of experience. If this is all you have, it is limited at best.
People who have 25 years experience at something need to be questioned as to whether they have 25 years experience (like a neurosurgeon) or one year’s experience 25 times (like a barista). Sometimes anything past the first year is a waste of experience.
When things don’t happen the way you want them to, it’s not necessarily a knowledge (education) gap. If education was the only thing that mattered, then nobody would smoke, very few would be fat, and nobody would watch TV (or use any other recreational drugs).

The bottom line is that any education or development is going to make an individual better than s/he would be without it; it won’t make one individual better than another. So stop fixating over education versus experience, and go improve one or the other.

Are You an Imposter? Don’t Flatter Yourself

This week we’re talking about Imposters here at Wily Manager, so I thought I’d do a bit of research on great imposters of note to see if there was anything instructional for the occasional manager that finds herself with a case of Imposter Syndrome.

As I researched famous imposters, there were four names that kept coming up:

Charles Ponzi (after which any crooked finance scheme since has been named).
Frank Abagnale Jr. (the guy portrayed by Leo Dicaprio in Catch me if You Can)
Milli Vanilli (the duo who won a Grammy in the 90s, only to be discovered later as lip-syncers
George Bush Jr. (The 43^rd President of the United States)

Most of the managers I’ve talked to who suspect they have a case of Imposter Syndrome are worried because they don’t do stand-up presentations very well. Or maybe they’re put in charge of a department where they don’t have the technical expertise.

When you compare these managerial challenges to the accomplishments of the list above, you don’t have anything to worry about. You’re not even in the same league as these guys. So don’t flatter yourself!

Based on the infamous list above, an imposter is someone who goes out of his way to deceive people; a person who pretends to be someone he is not, and does so with flash. True imposters have an over-abundance of self-confidence – something most managers with Imposter Syndrome do not.

So… if you’re going to be an imposter, do it with some flair. Can you take down a whole country’s economy? Can you start a war? Can you separate old age pensioners from their life’s savings? Can you disgrace an entire industry?

If not, you probably don’t have what it takes to be an imposter, so you’ll have to try to find some other way allow your insecurities to manifest themselves.

If it’s any comfort be aware that everyone has some insecurity. Many years ago when Johnny Carson was the host of the Tonight Show, a heart monitor was put on him to test his anxiety level right before the show started.

As it turns out, even the mighty Carson suffered some anxiety and self-doubt: his heart rate doubled right before the curtain came up.

If Johnny Carson can be a bit nervous, surely you can too. And don’t call me Shirley.

Overcoming Imposter Syndrome

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What is Imposter Syndrome?

All managers and leaders have doubts about their abilities at some point or other in their careers, however Imposter Syndrome is more that this:

More than occasional self-doubt, but rather a constant feeling of being unable to live up to expectations
Imposter Syndrome is a form of self-sabotage. Managers who do not address Imposter Syndrome will ultimately fail
Imposter Syndrome is the anticipation of failure as an inevitiability

Diagnosis of Imposter Syndrome

It is a fine line between humility and Imposter Syndrome. Here is a tool to diagnose Imposter Syndrome:

Do You Feel…
*Humility*	OR	*Imposter Syndrome*
Gratitude for the good luck you’ve had	OR	Feel the only reason you’ve got this far is dumb luck
Are thankful for help or mentoring from others	OR	Think the only reason you’ve gotten ahead is because of others
Are motivated and excited by new challenges	OR	Don’t ever get comfortable before moving on to next challenge
Move laterally to expand your skills and advance your career	OR	Move often before anyone discovers you as the fraud you feel yourself to be

Reactions to Imposter Syndrome

A Purdue University Study found that women and men that experienced Imposter Syndrome reacted in different ways:
- Women with Imposter Syndrome strive to out-perform others, and work excessively hard to do this.
- Men with Imposter Syndrome avoid situations where they might be exposed.

How to Remedy Imposter Syndrome

If you suspect you may have Imposter Syndrome, you need to identify and recognize the feelings for what they are:
- Fear of failure – A healthy attitude towards failure is that it is part of the process of being successful, and there is always something to be learned from a failure. Those with Imposter Syndrome have a mortal fear of failure.
- Excessive risk aversion – those with Imposter Syndrome have extreme aversion to risk, as more risk increases the chances of failure, which may expose them as a fraud in their mind.
- Perfectionist tendencies – No one expects perfection except perfectionists, and as such their inability to achieve it can result in Imposter Syndrome.
- By addressing these root causes (fear of failure, risk aversion, perfectionism) you may be able to overcome Imposter Syndrome.

Keep a list of things you do well, and good feedback that you have received. It is helpful to remind yourself regularly of what your strengths are.
Be self-aware — Figure out if you actually are an imposter. The best case scenario for someone with Imposter Syndrome is to recognize it for what it is, address the root causes, and move forward with confidence. In other cases, people may have, in fact, gotten themselves into a situation that they are ill-equipped to handle. If this is the case, you need to recognize it, and make an appropriate change.

3 things to Remember About Overcoming Imposter Syndrome

Everyone has self-doubt – this is healthy and normal.
Identify the root cause of any insecurities. If you find yourself with seemingly excessive insecurities, figure out why you are feeling that way.
Keep an “I love *(Insert your name here) file”. Collect good feedback and successes you have had, and be ready to recall them frequently.

Watch the ‘3-Minute Crash Course’ about Overcoming Imposter Syndrome (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

The Myth of Work-Life Balance

I was out for lunch recently on a weekend with an old family friend. Our lunch, on a beautiful autumn afternoon, overlooking the ocean was repeatedly interrupted by a Blackberry – and not the thorny cane-fruit type. I finally asked if my friend’s wife was eleven months pregnant, and if he was waiting on the call to rush to the hospital.

“No”, he replied without looking up. “We’re well beyond our child-rearing days”.

Apparently, my attempt to diffuse the situation with some sarcastic humor had failed.

Some people find themselves in jobs where they really are on call over a weekend. For the vast majority, however, they voluntarily place themselves on constant standby regardless of their position. They then have the nerve to whine about not getting any time to themselves.

Suck it up, Princess, you’re doing it to yourself.

My friend above is a public school teacher. I have great respect for the work that teachers do, but I’ve got to think that one of the perks of the job has got to be the fact that outside of the occasional basketball game, you are largely left alone on the weekends. Does a public school teacher really need to be monitoring email messages on a Saturday afternoon?

The honest answer is “No”. People, like my friend, end up doing so for a variety of reasons. First, it makes us feel important if we believe we are indispensible. Second is the addictive nature of being continually connected – what if we are the last ones on the block to know that the Joneses are having ice-cream with their apple pie for desert tonight? Third, it fits right in with what we’ve always been taught to do – not to hold your attention on anyone or anything for more than 30 seconds.

The myth of work-life balance is not that it doesn’t exist, but rather that most people do not allow it to exist. It is true that organizations need to reduce explicit and tacit pressure for employees to be connected at all times, but employees have some accountability here too.

The reality is that people love to complain that they work long hours, and never get a break, when in fact a large portion of the dysfunctional behavior is entirely self-imposed. If you want work-life balance, then turn off your phone, and be completely present with whomever or whatever you are dealing with at that moment. Unless you’re on call for the next space shuttle launch, nobody is going to notice anyway.

Top 10 Work-Life Balance Tips

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In addition to the Top 10 Work-Life Balance Tips, we also address:

What is Work-Life Balance?
Why what you usually hear about Work-Life Balance is inadequate.

What is Work-Life Balance?

Quite simply, Work-Life Balance is successfully reconciling the demands made upon you by your work, and the demands made upon you by other aspects of your life.

What Work-Life Balance is Not

Contrary to much of the discussion out there, Work-Life Balance is NOT about figuring out how to cram more leisure activities into your already busy schedule. The most balanced people find themselves happier doing less, not more.

What You Usually Hear About Work-Life Balance

“Work-Life Balance will enhance workplace productivity”. This is true in many cases, but such statements imply that sole responsibility for achieving Work-Life Balance is that of the employer. This is not true, and irresponsible, as employees need to share accountability to make it happen.
“Many people self-identify as workoholics”. This is true – in fact a 2011 General Social Survey (StatsCan) revealed that nearly one-third of people self-identified as workoholics. The problem here is that this is the very last form of self-destructive behavior that people still admire. You don’t hear people bragging about their drinking problem, or their gambling addiction, but people will entertain others around the water cooler with their self-perceived status as a martyr because they worked 80 hours last week. Employers definitely have a responsibility here, but the employees’ accountability is definitely often over-looked.
“There are increasing demands on people to take care of children and elders, etc.” This is also true, but no more so than in previous generations. It is true that many households have two people working outside the home, which creates more challenges, but it can only be perceived as a conflict, if taking care of one’s family is considered “work” rather than “life”. Such statements reinforce the fallacy that the opposite of work is leisure, when in fact that is not true.

Top 10 Work-Life Balance Tips

Don’t be a Perfectionist. If you need to dot every “i” and cross every “t”, you won’t have a lot of extra time on your hands. The most successful people are satisfied with 80% on most things, and save their need for 100% for the few, truly important things.
Disconnect. Many people voluntarily check their work email at all hours, and find themselves “multi-tasking.” For the vast majority of people, this is voluntary. With the exception of when you are “on-call”, there is no need to bring work to your evenings and weekends on a regular basis.
Say “No”. You don’t actually have to be on every project or committee, and you may want to be selective with your volunteer activities. Contrary to popular belief, you CAN’T do it all.
Minimize & Mitigate “Drive-bys”. If you work in an open office, or are otherwise prone to many interruptions, use headphones, or some other method to signal you are not available. If you do not have an office door – create one.
Delegate. Many people, particularly in positions of leadership do not do this well. Identify some things you can get off your plate, and get someone else to do them. What might be boring and routine for you, could be a stretch assignment that someone else might be able to pour some real energy into.
Reel Back Your Expectations. The romantic notion of being a corporate executive working 100 hours per week, participating in the triathalon, and coaching each of your six children’s soccer teams works only on TV sitcoms. In real life it is not possible, and people have to make adult choices about what is most important to them. The most successful people make these trade-offs in a way that fulfills them.
Don’t Think You’re Indispensible. You may be very valuable to your organization, but no one is indispensible. It may make you feel important, but any company that has an over-reliance on any one (or small group of) individual(s), is not properly managing its risk. If you feel indispensible, consider it a business problem, not an ego boost.
Block Your Time. Be completely present at your kid’s soccer game – block that time for him/her. Most of the time multi-tasking doesn’t work, so don’t try.
Indulge in Some Small Pleasure Daily. This might be a simple as leaving your office for coffee for 20 minutes every morning, or perhaps going to the gym at lunch. Whatever it is, find something that you love, or relaxes you, and try to do that thing daily.
Exercise Discipline. Reading the above, it would easy to conclude that we’re suggesting it’s easy – it is not. Just like being a performance athlete, it takes a lot of work to get into the shape you want to be in, and just as much work to maintain it. Stick with it – it will be worth it.

3 Things to Remember About Work-Life Balance

The people who say this is easy are lying.
Much of this pressure is self-imposed.
You can’t have it all – you will have to give-up something.

Watch the ‘3-Minute Crash Course’ about Top 10 Work-Life Balance Tips (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

When Your Buddy Becomes Your Boss

I spent much of my early adult years working the graveyard shift in a grocery store to work my way through University. I’m not really sure why any thinking employer would leave four or five twenty-year-olds unattended in the middle of the night with several hundred thousand dollars worth of inventory, but they did. It’s a good thing we didn’t sell booze.

There was a camaraderie on the Night Crew that comes when a group of like-minded individuals works closely together. All was fine until one of the guys figured out he was in charge. I suspect the store manager worked night crew once himself, and knew it was a debacle, and figured out how to solve the problem: make someone accountable.

This was fine, except that because he was accountable, he, in turn, wanted all of us to be accountable. I didn’t want to be accountable, I wanted to be at home, in my bed, asleep. This guy took us to task on the length of our breaks, and how many bananas we consumed in the middle of the night without ringing them through the register.

In short, he did exactly what he should have, as our boss. The problem was, this guy was our buddy a short time ago, and all of sudden he was the boss. What happened to all those drunken stoopers where we’d backstab the management bozos? Now he was one of those management bozos.

In some cases, when two highly-professional people decide to make it work, a new boss and his/her former peers can make it work. Most of the time, however, you have to choose between being a buddy or being a boss.

If you are doing your job well as a manager, you’re not there to make friends. You’re there to do your job to the best of your ability, which occasionally may mean pissing off former peers.

The bottom line is if your friendships at work are really important to you, you may want to think long and hard about how badly you want that promotion to becoming the boss.

Managing Former Peers: What Happens After Your Promotion

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Managing former peers is probably your most immediate challenge if you’ve just been promoted. Below we suggest five key steps to managing peers.

“Congratulations… you’ve got that promotion you wanted so badly. Now go fire your best friend.”

5 Steps to Managing Peers

Decide if you actually want the job of managing peers
Reach out to all stakeholders
Establish one on ones with your new direct reports
Strike the balance between over and under managing peers
Be a professional

Decide if You Actually Want the Job of Managing Peers

Just because you are offered a promotion, doesn’t mean you necessarily have to take it. You need to think through whether you want the added burden of managing peers. Some things to keep in mind:

Your peer relationships will change whether you want them to or not. Don’t be naïve enough to think they won’t.
You can’t control others’ attitudes and/ behavior. Even if you are ready to make the new relationship work, that doesn’t mean others will be as willing.
If your personal relationships at work are really important to you, you may want to decline your new role of managing peers.

Reach Out to Stakeholders

For anyone in a new position of leadership, it is crucial to reach out to important stakeholders. It is especially important when managing former peers. You should speak with your new direct reports, your boss, and other people you interface with often. Here are some thoughts as to what to ask them:

What would you focus on if you were me?
What can be done better?
What would you suggest is the top priority?

Be systematic and thorough – even when it becomes onerous and time consuming

Establish One on One Meetings With New Direct Reports

When managing peers, it is important to establish structured and regular one on one meetings with these people. Well-executed one on one meetings will ultimately save you time, and make managing peers easier. These meetings provide an opportunity to:

Set expectations
Reinforce and reward desired behaviors and performance
Communicate and clarify roles and goals
Update status on action plans.

Best of all, regular one on one meetings significantly reduce the number of “drive-bys” or drop-in meetings when managing peers.

Strike the Balance When Managing Peers

Do not come on too strong and micromanage your new situation. BUT… you are no longer “one of the girls”, either. If you experience any significant challenge to your authority, you need to deal with it directly and quickly. Also make sure you delegate appropriate when managing peers. If you hoard all the work yourself, you will ultimately fail.

Be Professional

Professionalism is paramount when managing peers. In order to do so effectively, you need to detach yourself from your personality, and rather view yourself as the new manager of the group or department. Here are some guidelines for maintaining professionalism when managing peers.

Stay focused on facts
Maintain confidences
Tow the company line. You are management’s representative in your work group. You undermine your own credibility, and are not doing your job if you don’t properly represent management views.
You need to refrain from company gossip and going out for cocktails with you direct reports should be done with extreme caution.
Don’t play favorites

3 Things to Remember About Managing Peers:

Figure out if you really do want the opportunity. Most often you do have the opportunity to say “no”.
Your friendships will change. It won’t be the same once you are the boss.
Communicate several times. Everyone in a new leadership role should look to over-communicate by a factor of ten.

Watch the ‘3-Minute Crash Course’ about Managing Former Peers (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Dealing With a Rotten Boss

Working for Idiots

Top 10 Stupid Things Smart Managers Do

Education versus Experience

Are You an Imposter? Don’t Flatter Yourself

Overcoming Imposter Syndrome

The Myth of Work-Life Balance

Top 10 Work-Life Balance Tips

When Your Buddy Becomes Your Boss

Managing Former Peers: What Happens After Your Promotion

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