You’re going wild because of our boss. They don’t seem to get what it’s like to put in the hours. Those people aren’t thinking about the ramifications of what they say or do. They engage in politics far too frequently to be relied upon. They have a self-serving or misguided view of the world.
However, it’s not always possible to put together teams of like-minded individuals with a servant leader as their boss. A lousy boss’s ego is frequently the largest of all.
The ability to control one’s ego is a necessity in both the workplace and one’s personal life. A connection between a boss and a direct report involves the existence of two egos: the boss’s and yours. Anticipate what they’ll do and control what you do. To do this, you’ll have to let go of your insatiable drive to be correct. Being right isn’t a requirement here. Things’s all about getting it right.
Your boss may also need to hear some criticism if they aren’t getting it.
In today’s workplace, “negative feedback” is a misnomer. The goal of giving and receiving feedback in the workplace is to assist employees become better communicators and strategic thinkers so that they can do their jobs better. In order for someone to progress, they must believe that any criticism is meant to lift them up rather than bring them down.
How to Avoid Giving Your Boss Bad News
How can you give constructive comments without sacrificing your integrity or eroding your credibility?
We all have to pull our weight from time to time. In other words, treat your boss the same way a good leader would treat any one of his or her subordinates. Instead of dwelling on the consequences of a bad relationship, put your energy into building a good one.
Ask yourself, “What am I hoping to accomplish with my input?” before delivering any kind of feedback to your supervisor or anybody else. The tone of the talk will be determined by this. Whether you want to rant, blame, control or chastise, it will be perceived as such.
What are you hoping to get out of a conversation with an unfavourable employer in terms of feedback? It does no good to shame your coworkers into better behaviour if you want to improve the workplace. It’s up to you whether your ultimate goal is to gain the team’s respect, demonstrate that their behaviour is inappropriate, or remove a stereotype you’ve been cast in. With these words, you might begin a conversation with them.
Use these two phrases whenever you’re giving your boss a negative review:
Let me express my displeasure over an event from the day before
The conversation will focus on you rather than the other person if you begin by saying this. To further position people to listen, ask this inquiry in the form of a question they can agree with. This query does not imply an allegation.
Don’t let anything change your perspective on what happened. Nobody has the right to question your convictions. What do you think about what was said or done in response to the first question? Don’t speculate on what they said or did; stick to the facts. There are no interpretations and no judgments here. “When you said…..it made me feel…” is an example of this type of sentence structure.
Don’t characterise or judge the other person, such as “you were rude” or “you ignored my opinion,” in your responses. These ambiguous interpretations won’t help you achieve your goals. Don’t lose sight of what’s most important to you: a more productive workplace.
Pose a question instead of stating a fact if you wish to dispel a misconception. “Because of this, I’m aware that I may be perceived as underperforming by certain people. I’d like to undo that. What would it look like if I exceeded your expectations?” When you do this, they have to tell you exactly what they expect from you. Ask them to be as descriptive as possible because they may not be able to give you an answer. Then you’ll report on what they tell you on a regular basis.
People who lack emotional maturity may try to mislead you and make you doubt your own perceptions of what happened. When you speak the truth, there is no room for debate. They can’t argue with the evidence.
Assume that they have concerns and worries. Their faith in you grows as you allay their anxieties and fulfil their desires. Encourage them to hear the criticism so that they will be more likely to get what they desire. Assert your trustworthiness by aligning their aims with the feedback you want to offer.
In light of your interest in X, may I share something that may be obstructing your progress??”
It’s all about them succeeding in this. This manner, everything you say after that is geared at helping them achieve their goal, rather than criticising them for their bad behaviour or pointing out their mistakes.
It’s essential to gain your boss’ trust and avoid attracting his or her attention if you have a challenging boss. You’ll have more freedom this way. Direct reports often make the mistake of trying to become their boss’s personal confidant. Those with large egos have a hard time trusting others. Become someone they can trust and who will not cause them any concern. Before they inquire, tell them what you’ve been up to. Everything you say should be framed in a way that resonates with your audience. Stay out of the way. Don’t argue with them or try to win their approval. Their egos are unbound.