1. Lesson 9
Managing Your Boss
Introduction
It is becoming more and more important to study this topic; managing your boss, for
a number of reasons. Firstly, most managers have been promoted from a technical
background and have no management skills, hence, they are far from the ideal boss’
who are easy to work under. Secondly, we are seeing an increasing role of expert
power today. This means that more and more young smart individuals are being
promoted because of their expertise regardless of their lack of vast years of corporate
experience. This means there is more interaction taking place across age and cultural
barriers. There is a resultant clash of management styles present in the workplace. By
simply looking at some book titles in the last 15 years it becomes clear that
managing one’s boss is a major need in our organisations. Each time I mention this
topic to executives it’s a winner! Look at these books mentioned below:
“Managing Up:59 Ways to Build a Career-Advancing Relationship with Your Boss”
(Michael & Deborah Dobson, 2000)
“I Hate My Boss! How to Survive and Get Ahead When Your Boss is a Tyrant,
Control Freak, or Just Plain Nuts (Bob Weinstein, 1997)
It’s easy to see why the word “boss” has so many negative connotations. Although
it’s a word which is no longer politically correct to use, it is a word which
encapsulates the understanding that there is always that one (or two or three) person
who you report to.
Organisations are also starting to appreciate the value of upward influence. This is
where people lead from the middle. They are seen as sources to learn from and their
contribution is valued regardless of their position. “Leading Up” is also a term used
to describe this phenomenon. It is defined by Michael Useem as “the act of working
with people above you – whether one boss, several bosses, a chief executive, a board
of directors or even stockholders – to help them and you get a better job done”
The upcoming leader of the future has this mindset. He or she wants to influence. He
or she lives in a constant state of tension between wanting to please and obey one’s
boss and trusting in one’s instincts for the benefit of the company. With all this in
mind, let’s examine some key principles in managing one’s boss.
I. What does the bible instruct concerning the relationship between
subordinates and bosses?
Colossians 3: 22-25; 4:1 (NKJV)
Business God’s Way © Paul Nyamuda, City Life Church (Student Notes with 48
Answers)

2. 22
Bondservants, obey in all things your masters according to the flesh, not with
eyeservice, as men-pleasers, but in sincerity of heart, fearing God. 23 And whatever
you do, do it heartily, as to the Lord and not to men, 24 knowing that from the Lord
you will receive the reward of the inheritance; for[a] you serve the Lord Christ. 25 But
he who does wrong will be repaid for what he has done, and there is no partiality.
4:1
Masters, give your bondservants what is just and fair, knowing that you also have
a Master in heaven.
A. We should obey our bosses (Col. 3:22).
B. We should prioritise God as our ultimate authority (Col. 3:23; Col. 4:1).
C. We should serve with consistent excellence even when they are not
present (Col. 3:22).
D. We should do our work from sincere heart motive (Col. 3:22).
E. We should conduct our work from a standpoint of the fear of the Lord
(Col. 3:22).
F. We should be more God-conscious than man-conscious as we go about
our daily work (Col. 3:23).
G. We should ultimately look to the Lord for the reward of our service. Col.
3:24).
H. We should remember that we will have to give account of all wrong
doing, even when it goes unnoticed by man (Col 3:25).
I. Our bosses are expected to be just and fair (Col. 4:1).
J. Our bosses are also ultimately accountable to God for how they treat
their subordinates (Col. 4:1).
II. What does the bible illustrate concerning the attitude of a good
subordinate?
The experience of Jacob’s work experience in Haran under his uncle Laban is a great
example of the attitude of a God-honouring subordinate.
Gen 29:7; 31:6, 38-42
Genesis 29:7: "Look, the day is still long; it is not yet time to bring in the cattle.
Water the sheep and go on grazing."
Genesis 31:6: "You know that I have served your father with all my strength." Jacob
also described to Laban the kind of work he did for him (Genesis 31: 38-41): "These
twenty years that I have been with you, your ewes and your she-goats have not
Business God’s Way © Paul Nyamuda, City Life Church (Student Notes with 49
Answers)

3. miscarried their young, and I have not eaten the rams of your flocks. That which was
torn of beasts I did not bring to you; I bore the loss of it... In the day, scorching heat
consumed me, and the frost by night, and my sleep fled from my eyes."
Genesis 31:42: “If the God of my father, the God of Abraham and the Fear of Isaac,
had not been with me, you would surely have sent me away empty-handed. But God
has seen my hardship and the toil of my hands, and last night he rebuked you."
Jacob sets a good example for us in seven significant ways:
A. He recognized what it meant to do an honest day’s work (Gen.29:7).
B. He was not half-hearted about his work, despite how he had been treated
(Gen. 31:6).
C. He operated with excellence (Gen 31:38-41).
D. He did not abuse his authority by taking advantage of his role (Gen.
31:38).
E. He was willing to take personal responsibility for losses (Gen 31:38-41).
F. He was willing to deliver good results even at the loss of personal
comfort. (Gen. 31:41)
G. He recognized God as his source and sustainer (Gen. 31:42).
III. How should one handle interactions with one’s boss?
In the context of question and answer sessions with one’s boss, Hamlin (1988)
outlines the dynamics of power that take place. She states that the fact that you are
called into a questioning session, the fact that he or she can ask you to come, that you
will come, and that you must answer questions makes the balance of power a little
different from that in the usual question/answer session after a presentation, where
you have just demonstrated your power and continue it by inviting them to ask you
for more. Hamlin (1988) goes on to state that the key is to know and study your boss
well enough to discover how he or she deals with his or her power. She outlines a
variety of predictable and understandable needs which bosses tend to have in the
world concerning power. Understanding these may be useful when handling
questions from them:
A. Leadership
In order to establish and maintain effective leadership, a boss needs to know that he
or she is in charge. No matter how flexible, this ‘last word’ leadership must finally
be unchallenged.
B. High profile
Leaders need to be visible to their troops. They tend to rely in part on the visible
trappings of their power.
C. Comparison
Since power is relative in any organisation, your boss may feel powerless before
his/her boss. This can cause extra pressure and power-wielding on the staff whenever
Business God’s Way © Paul Nyamuda, City Life Church (Student Notes with 50
Answers)

4. your boss is in the presence of someone who wields power over him/her. Also the
desire to show his boss he is not too soft on the troops.
D. Pleasure
Power feels delicious to many of us, and as a result there can be the abuse of power
for its own sake.
E. Respect
Power brings with it an automatic respect. This may not always be heartfelt, and is
often for the office and not the person. Nevertheless, the person in charge does get
deference from his/her staff and a certain sense of the effect his power has over them.
F. Fear
People wield their power unduly when they are afraid they do not have it or are
losing it. “Get it done because I say so” is a typical ‘retreat to power’ whenever a
boss feels unable to deal with a situation or senses the power slipping away.
Therefore whilst your boss’s ego, vulnerabilities and needs may not change, your
behaviour is what you are responsible for and what you can change.
Activity 1
Reflect on this statement by Peter Block and assess to what extent it may apply to
you.
Our initial willingness to be dependent also helps to create the cycle. After twelve
or so years of school systems and family that treat us fundamentally as children,
we are conditioned for more of the same. We may not wish to be dependent, but
dangle a reward system in front of our eyes and we are ripe for the picking.
IV. What factors will influence the degree to which we manage our
bosses effectively?
A. Corporate culture
B. National cultural factors
C. Perceived power
D. Personal history
E. Entitlement mentality
F. Inferiority complex
V. How does one develop the art of managing one’s Boss?
An art is human creative skill or its application. Managing one’s boss is an art which
develops over time. Outlined below are some keys in developing this art.
A. Study your boss’ behavioural and personality profile.
Make time to try to understand your boss; is weaknesses, strengths and pressures
he may face from his boss. In other words, be attuned to your boss's changing
needs and issues.
Business God’s Way © Paul Nyamuda, City Life Church (Student Notes with 51
Answers)

5. B. Aim to meet your boss’ needs as best as you can.
You will best meet your needs if you help your boss meet his/hers.
If you put your own needs too much to the fore, it may result in manipulation.
C. Exceed your boss' expectations just as you do your customer's.
D. Find out what would further your boss' success - help deliver it.
E. Make yourself indispensable by learning what your boss needs to know.
This gives you more power to negotiate priorities with difficult bosses.
G. Be proactive in giving your boss necessary feedback on your work
schedule.
Do not simply agree to do more work - ask for something in return - more time
on a project, some help, other resources.
H. Manage your own performance.
Initiate regular reviews If not, your boss may not initiate feedback until
something goes wrong. It is important to be proactive in one's relationship with
one's boss.
I. Understand your boss' problems.
Ask your boss what kind of pressures he or she is under, it can make a great
difference in your understanding why your boss is not managing you properly.
J. Compliment what is working.
Give your boss positive feedback on what is working in your relationship. For
example, say "Thanks for your valuable feedback," when he or she gives you a
useful response.
K. Be a role model.
If you want your boss to do certain things, do them yourself. For example, if he
or she doesn't listen well, practice active listening in your interactions. He or she
will probably match your positive behaviour. This sis a subtle way of mentoring
your boss.
L. Understand the boundaries.
Let him or her be wrong. Don’t be a martyr or rescuer. Remember that your boss
has the right to be wrong or make a mistake. Try to correct something a few
times and if it doesn't work, let it go. You won't always be able to save him or
her.
Business God’s Way © Paul Nyamuda, City Life Church (Student Notes with 52
Answers)