Most people get stuck on the career ladder just because they lack the skills to effectively manage their boss. For those who experience a career setback despite having the necessary skills to succeed, they need to review their relationship with their boss. If they know it’s not friendly, then they urgently need to do something about it. And I have provided solution in this interrogatively titled text “Is your boss difficult?”
It is written by Richard Dare Ajiboye, a HR professional holding a Higher National Diploma (HND) from Federal Polytechnic, Ado Ekiti, Ekiti State; Postgraduate Diploma from Nigerian Institute of Journalism, Lagos, Lagos State and Master of Business Administration from Ambrose Alli University, Ekpoma, Edo State, all in Nigeria.
Ajiboye is an Associate Member of the Nigerian Chartered Institute of Personnel Management. A motivational speaker, the author is Assistant Secretary General, Corporate Affairs of the Nigerian Bible Society.
Please note that background information on the book is embedded in chapter one.
Structurally, this text is segmented into ten chapters. As already stated, the introduction constitutes chapter one of the text. In this chapter, the author, through a random survey conducted in mid-2006 in some Nigerian companies, offers an aggregation of subordinates’ opinions on who is a boss, based on the relationship between them and their bosses.
According to one respondent, “A boss is a person of authority in a workplace or situation. He or she is responsible for actions taken in a department or organization. My relationship with my previous and current bosses has been cordial, and This has helped shape my corporate life.”
Another respondent said: “Usually my current boss is an autocrat. He throws paper at me when I do something wrong, yells, insults and throws me out of his office. He likes to ask questions even when I’m expected to talk to him.” me… The only option to get out of the pressure from him would be to seek a transfer or change my job.”
According to Ajiboye, it is quite obvious that if more people were allowed to express their views, they would still revolve around positive or negative comments about who is a boss and the relationships that exist between them and their bosses.
The author adds that what is obvious is that individuals have described their relationships with their bosses and who is a boss based on their personal history. Ajiboye asks if any of the negative respondents’ views describe the relationship with their current boss, emphasizing that if that is the case, all hope is not lost.
The author says that it is easy to manage subordinates by virtue of the power and authority that a leader has. Ajiboye educates that the boss has the carrot that dangles for good performance and the stick that he uses when subordinates break organizational or work rules.
He explains that most people are good at managing their subordinates, although sometimes there are problems in doing so due to human complexities. Managing the boss is often more problematic because influence in this case can only be persuasive and not directive, Ajiboye says.
He adds that the boss reserves the right to give in or not to the persuasion of subordinates. Ajiboye advises that if you are aware of the simple fact that your boss’s success is yours in some way, you will do everything you can to succeed.
Chapter two builds on the topic of bump types. According to the author here, just as human beings are different in personality, so are bosses from each other. He explains that no two people have exactly the same personality traits. Such differences, however small, would make a big difference in relationships, perception, decision-making, and problem-solving approaches, Ajiboye adds.
In his words, “You can make a serious mistake by comparing your boss to others or to any of your former bosses. He is a unique and completely different person. The sooner you realize this and treat him accordingly, the better. The Secret to have success”. in any relationship, even in the workplace, is the ability to understand and appreciate the differences between people.
The different types of bosses identified by Ajiboye are the autocratic/achievement-oriented boss; people-oriented boss; laissez-faire boss and situational boss. This author says that an autocratic/achievement oriented boss is one who is result driven and doesn’t care how results are achieved, especially since he has a dictatorial bent.
As for a people-oriented boss, Ajiboye educates that this type of boss, although interested in obtaining results, is primarily concerned with the well-being of the staff and is democratic in nature and aware of collective commitment or teamwork.
According to the author, a laissez-faire boss is indifferent in his style of doing things and often sees his subordinates as technocrats who should know what to do at any given time. As for a situational boss, Ajiboye educates that this is a complete person in the leadership of subordinates. The author highlights that a situational boss is a combination of the three types of bosses mentioned above and leads according to the situation, the person and the time.
In chapters three through six, Ajiboye analytically analyzes concepts such as the functions of an executive; how to understand your boss; manage your relationship with your boss and the skills required to manage your boss.
Chapter seven is titled “Tips for Managing Yourself.” According to the author here, it’s pretty obvious that successfully managing his boss starts with how well he can manage himself. The author adds that it will be quite difficult for a person who lacks the right qualities to manage himself to properly manage another person.
He says that most of the leadership problems that have been experienced are not unconnected to the fact that people who are not mature enough to manage themselves, for one wrong reason or another, are forced to manage others.
Ajiboye emphasizes that to be a good manager, you need to be able to plan your days and activities; be calm under pressure; develop yourself; Maintain good health and minimize your expectations of people.
In chapters eight through ten, he discusses tips for managing your boss; why your boss might be tough and conclusion on how to achieve effective relationship with people.
Stylistically, this text is on the top rung of the ladder. For example, the language of the text is standard and graced with good word order and accurate diction. The concepts also reflect a high level of primary and secondary forms of inquiry, as well as a logical presentation.
To reinforce readers’ understanding and constantly remind them of the text’s thematic direction, Ajiboye employs a paraphrasing technique to achieve conceptual restatement. In addition, the interrogative mood of the title builds suspense, easily arouses and maintains readers’ interest, while the exterior design of the cover reinforces the title.
However, some punctuation and interpretation errors are noted in the text, eg “CEO Human Resources, Cadbury Nigeria Plc” (page 28), instead of “CEO, Human Resources, Cadbury Nigeria Plc”; “He is the AGS – BSN Corporate Affairs” (page 28), instead of “He is the Assistant General Secretary, Nigerian Bible Society Corporate Affairs”, etc.
Overall, this text is a specimen of a high level of intellectual interface, reflecting the perfect combination of human resource management and motivational forms of discourse. It is a must-read for all subordinates, managers, CEOs, entrepreneurs, and organizations who value business success and harmony.