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Chapter 17. Silly Boss Behaviors—Specifi... > The Unreasonable-Demands Boss - Pg. 183

Silly Boss Behaviors--Specific Situations 183 There's an indirect approach that takes the focus away from how Bob behaves and aims attention at how the work gets done. Here's what you do. Sit down by yourself and figure out what you might need to reduce unnecessary work caused by Bob's bad habits. Let's say you come up with the following list: · · · · Greater advance warning of work Fewer surprises More regular (but brief) communication between the two of you Clear, stable priorities Then work out a plan that includes Bob as an actor. Lay out a better way of processing work, setting priorities, and improving work planning. Perhaps that plan might include you (a good planner) being more active in the work process. Or it might involve more regular meetings. Then you pitch it to Bob. The Pitch Again, we come down to a pitch. You have a plan that benefits you, your team, and Bob. You have to convince Bob that it is in his interest to change his behavior or allow you to help him out. It's back to that sales thing. Figure out the benefits to him, from his point of view, and tout the idea as a solution to his problems. For the demanding, frenetic boss, it could be the bottom line, less work, less fuss, more efficiency, less stress, or more time to play golf (just kidding). Then you pitch it. Here's an example: "Bob, I know we're all under the gun here and feel overwhelmed, including you. I've been thinking about how we might reduce some of the load by becoming more efficient. Can I tell you about