Ted had a difficult boss named Ken who micro-managed and criticized all of Ted's work. This caused Ted a lot of stress that affected his health. After his year-end performance review, Ted received a poor rating from Ken despite meeting all deadlines. Ted then proposed meeting with Ken every three months to discuss his ongoing work and accomplishments. At these meetings, Ken began to understand Ted's contributions better. The following year, Ted received a higher performance rating and salary increase, and he and Ken developed a mutual respect.

1. HOW TO DEAL WITH A BULLY BOSS--THE PERFORMANCE APPRAISAL STORY
Chances are good that you have or will have experienced a bad boss in your career. Some
surveys indicated that almost 50 percent of employees had some experience with these bad
bosses. One survey estimates that these bozos cost companies $84 billion (USD). This doesn’t
include the human costs, stress, heart conditions and sick days that devastate individuals.
Storytelling is becoming a business tool that can be used in a variety of business issues. This
story illustrates how an employee, Ted, dealt with his bad boss. There are lessons to be learned
from Ted’s story. The story is adapted from an actual encounter.
Ted’s Story
The year just started and was already getting rough. Ted had just survived the latest layoff; his
divorce started and now was assigned to a job with a guy who was known to be a ―boss from
hell.‖Micro-management, nit-picking, nasty, Ken had it all. Just like about everyone else, he was
jockeying for position within a new organization. This may have been the reason for his
behavior.
It seemed Ted couldn’t do anything right. Everything he did was criticized. There were
continuous calls for updates; one day when he had to hide in an unoccupied office to get some
relief. He felt so much stress he had to go to a doctor; his blood pressure was high. He bought
what seemed to be every book about working for a difficult boss. His colleagues were great, but
the pressure continued. He met the deadlines but that wasn’t enough.
Ken didn’t care about my personal matters. This was a time when corporate concern about
balancing work-life matters didn’t exist.
Somehow Ted got through the year. The divorce was completed at the end of the year. New
Year’s Eve was tough; He moved into a new house. The rough year was over, so he thought. Yet
looming was his performance appraisal.
Ted foolishly thought that he would get at least an average rating and qualify for a modest pay
increase so he could start paying off the debts that ran up. The time came for Ted’s appraisal
feedback; everyone got theirs but not Ted. He got my feedback one night when I went to an
ATM machine. His paychecks were directly deposited to his bank account. When the little
receipt came out Ted knew the appraisal was not good.
Ken finally called Ted into his office and told him what he already knew: he gave him a ―less
than acceptable‖ rating, and all Ted got was the Team award that everyone received—no salary
increase. Ted even had to endure Ken’s critique.
He was angry and foolishly went to talk with Ken’s boss. This was a risky move. He listened but
nothing was done. Ted wouldn’t let the issue rest. He decided that he would not let a year pass
before getting performance feedback. Ted met with Ken and proposed that they meet every three
months to calibrate where he stood.
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2. Ted kept careful records of work that he did and relevant information, memos that would show
what accomplished during the next three months. Ted organized this information into a report
and scheduled the first meeting. At first the discussion was difficult. It was like they both were in
uncharted territory. The next meetings got increasingly better. Ken seemed to get a better
understanding of Ted’s accomplishments.
The next year brought a two-step increase in Ted’s rating with a salary increase and a bonus. Ken
and Ted eventually developed a mutual respect for each other and it seemed that they became
friends.
Ted learned that if you are going to be a leader, you need to face up to conflict and manage it.
Lessons You Can Use
 Deal with tough issues as they face you. If you don’t or if you delay, they become
demons that will haunt you. Leaders have the courage to continuously face conflict and
tough issues. The worst thing is to do nothing. Bad bosses will only change their behavior
if you become a ―squeaky wheel‖.
 Forget about appealing to the HR department, using any whistleblowing resources or
going to the boss’s boss. This is like trying to get out of a ticket in municipal traffic
courts – the judge is more willing listen to the police and your boss is the police. This is
an issue you must handle yourself.
 You have more options to approach a difficult boss than you might think. Put emotions
aside, even though this is tough. Carefully think through the points you want to review
with your boss. Have them typed on a one page agenda and keep to it. If you follow a
rational, businesslike manner, your chances of making progress are improve. Unless your
boss is a total jerk, your image will be enhanced.
 Most people facing a bad boss encounter have a natural tendency to become insular. Be
assured you are not alone. There are many resources available (see below).
 Leaders know and understand their people. Leading in the current economy means that
helping people cope with personal matters is good business.

Keep the bigger picture in mind. This will help you put your current dilemma in
perspective. Your job is important but don’t let become your whole life. Your world is
meant to be accepted, managed and enjoyed.
Useful References
Baldoni, John ―Managing Bully Bosses‖, Harvard Management Update, Sep2005, Vol. 10 Issue
9.
Deblauwe, Tony ―Tangling with Tyrants: Managing the Balance of Power at Work‖, Pagefree
Publishing, 2009.
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3. Johnson, Davida Sharpe and Elinor. Managing Conflict with Your Boss. Greensboro: Center for
Creative Leadership, 2007.
Rose, Barbara, ―Dealing with a bad boss turns work into nightmare‖ Chicago Tribune (IL), Nov
24, 2007.
Srivastava, Mehul, ―Think your boss is bad? Think again -- meet the worst‖ Sacramento Bee,
The (CA), Aug 12, 2006.
Scott, Gini Graham, A Survival Guide For Working With Bad Bosses Ph.D. AMACOM, 2008
Terez, Tom, ―You Could Just Spit: Tales of Bad Bosses‖ Workforce, 10928332, Dec2001, Vol.
80, Issue 12.
Torres, Blanca, ―Stand up to bully bosses, experts say‖ Baltimore Sun, The (MD), Jul 06, 2005.
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