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Wondering how to solve a challenging management issue, humanize your workplace™ or keep your team motivated? Do you ever feel like you're running a pre-school, not a professional department or firm? Maybe you're an employee or looking for advice from peers or managers. If so, you've come to the right place. Lynn is the founder of Lynn Taylor Consulting and this community forum. She is the author of the best-selling Tame Your Terrible Office Tyrant™ (TOT): How to Manage Childish Boss Behavior and Thrive in Your Job (John Wiley & Sons) Order here: Amazon, Barnes & Noble. Post a comment with your story and/or Q, and she'll try her best to address it! in an upcoming blog or article.
Drawing the line between assertiveness and aggressiveness is always a difficult proposition. While the former is often admired, even if sometimes begrudgingly, the latter is usually loathed, as it basically turns the person into a Terrible Office Tyrant. So when the situation requires taking a stand, you may second-guess yourself: “Will I step over the […]
(Like People You Work With) Companies are not built of brick and mortar; they are “built” of people, and losing that “most valuable asset” can cause a major setback. Not just in terms of lost time on projects, but also in restarting the hiring and training process; potential lost business or corporate practices shared with […]
The workplace can be a breeding ground for conflict because when you get two or more people together in any situation there are can be disagreements. My book, Tame Your Terrible Office Tyrant™: How to Manage Childish Boss Behavior and Thrive in Your Job deals with conflict resolution in the workplace, but the fact is, […]
Bosses and employees seem to have a legacy of dichotomy in the workplace. When I hear them discuss each other, I often feel this dynamic has burrowed too deep into workplace culture. It seems that each side sees the other as a problem to solve, rather than an opportunity to build on. Both sides spend […]
An employee who’s managing up is a proactive problem solver using diplomacy and people skills to help you, the boss, see the big picture. Meet them halfway—the New Year is the perfect time to make sure good cheer carries over into 2016. In my recent article on PsychologyToday.com I describe 6 ways to manage up […]
Managing Up With Bad Bosses, Tough Coworker and Clients is a Win-Win Working with challenging behavior, be it bad bosses, challenging coworkers or clients, takes a lot of diplomacy; the ability to see the backstory before reacting; and setting boundaries when necessary. Managing up techniques can result in a much better work life, for everyone. […]
The Test That Really Matters “Boss” is a word that has so many negative connotations, people sometimes forget “good bosses” even exist. No-one is going to make a movie called “Wonderful Bosses” anytime soon, or remake “The Office” with Tom Hanks as a team leader that’s just so darn loveable. Anybody who has dealt with […]
(Even If He Hates You) You’ve heard the phrase, “When the going get’s tough, the tough get going.” Well that applies to managing up with a tough boss. Don’t just sit there. This is your opportunity to take the high road and role model good behavior (assuming, of course that your boss’s behavior is tolerable […]
The interviews went well; you like the applicant – he seems to have been born for the job. Now there comes a point in the application process where you are going to tell him how much you actually like him – through the numbers of his proposed salary. If the prospective employee is happy with […]
There is a certain important aspect of a job interview that is not getting proper attention. It is something that will have the most profound impact on the prospective employee’s career and their productivity – yet it is often neglected. I’m talking about boss-employee compatibility. It’s true that people don’t leave jobs, they leave managers. […]
The advice and strategies contained herein may not be suitable for your particular situation. The author shall not be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.