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Chapter 17. Silly Boss Behaviors—Specifi... > The Unreasonable-Demands Boss - Pg. 181

Silly Boss Behaviors--Specific Situations 181 When you don't get help and support from your boss, your boss's boss, and so on, you need to weigh the pros and cons of staying and leaving. Without the support of management, you may experience huge amounts of frustration. How can you recognize this boss? The obvious point is that the demanding boss expects more work than is reasonable for a particular period of time. Typically, every request you get will be urgent, and your boss will continually be changing deadlines (usually earlier, sometimes delayed). It's not that demanding bosses are intentionally nasty, although a few are. They often lack (or have forgotten) the reality of getting work done. Perhaps your demanding boss has never had the chance to actually do the kind of work he expects "yesterday." Tie that in with a lack of organizational skills, and the demanding boss actually creates huge amounts of work through failures to communicate and plan. The disorganization results in inefficiency and crisis after crisis. Employee Handbook The unreasonably demanding boss is someone who, through cluelessness or inefficiency, makes impossible demands to get work done in an unrealistic time frame. Let's Put You in the Driver's Seat Let's say you work for Bob, who fits this profile. It's not that he's stupid--quite the contrary. He's an otherwise reasonable guy, not difficult in a nasty way, but he's got a tendency to run you off your feet. Every day Bob asks for something "right away." And he shows another characteristic of many demanding bosses. He's frenetic, appears stressed out, and is always in a rush. Because he's always rushing around, he misses details, and that's part of the reason he needs to demand so much. He messes up and creates more work, often work that is done two and three times as his needs change. So, where do you start? Think . You need to get a feel for the situation. First, you decide whether this is a situation serious enough to warrant attention. Of course it is. If demands increase, you and your employees get set up for failure, which affects how you are perceived by others within the company as well as customers. There's a second reason. Bob's style of creating crisis and unnec- essary work is expensive. It's not good for you, your employees, or the company to run things this way. This Won't Work!