Managing our bosses? Isn't that merely manipulation? Corporate cozying up? Out-andout apple polishing? In fact, we manage our bosses for very good reasons: to get resources to do the best job, not only for ourselves, but for our bosses and our companies as well. We actively pursue a healthy and productive working relationship based on mutual respect and understanding our own and our bosses' strengths, weaknesses, goals, work styles, and needs. That dreaded moment has come: You're delivering critical feedback to an employee. Despite your best efforts, the conversation is a disaster: tempers flare, the employee gets defensive, and your relationship grows strained. Critiquing weak performance is a job nobody likes. But by taking a more open approach, you can be a better boss and get a lot more from your team. To improve your performance and interpersonal skills, this collection includes path breaking tools through articles, i.e.

"Are You A Good Boss Or a Great One?," "Crucibles Skills of Leadership," "Managing Your Boss," "Be a Great Intimidators Leader," "Interpersonal Barriers to Decision Making," "Listening to People," "A Better Way to Deliver Bad News," "How to Win the Blame Game," "Leading in Times of Trauma" and "Fear of Feedback.".