The Hindu Business Line : Navigating with knotty bosses

THERE are too many things over which we have no choice, we often despair. But Meena Nanda writes in Boss Management, a book from Vikas Publishing, that there are just two such things: "One, selecting or deciding our parentage, and two, choosing the boss." That is right, because both are just given.

"There is a silver lining to every dark cloud." So? "Even in these two cases where the die is always cast without our consent, we have some hope provided we know the path wherein the mental energy of the other party is flowing."

The boss, for instance, could be the `simple cold' one because "he thinks to be the smartest chess player in the world to checkmate everybody." Nanda suggests: "Show the mirror." Meaning, reflect the same nonchalant behaviour. "The best method is to win out by out-doing him in patience and reticence."

Then, there is the `frosting cold' type where the boss suffers from some kind of a complex. Or, he could be the type that thinks he has a less or two to teach others and has come to this world with a mission. In such instances, silence is golden. "Be wary of such a person's friendship for there is a danger of getting into a quicksand."

The `blizzard cold' boss has the `hooded look' and behind it he might be "a scorpion trying to catch you on the wrong foot." What's the tip, if you are faced with a `dismissive smoking pipe'? Be alert, because "this fellow is a sleeping volcano with pent up anger, frustration, and nervous energy. The best antidote is a sense of humour, according to the author.

There are dozens of commandments in the book. To illustrate, the fourteenth one reads: "Mind the finishing touch." This emphasises doing things with ease and style. "It is a select few who master the art of doing things in an artful manner. People who practise this art appear to be a little bit eccentric at times, or slightly deviating from the theoretical or even applied theories. In fact, if one observes how they do things or get things done, one may find their method of doing things a bit puzzling." That is insightful.

The book takes a Tantric route — through three paths, seven circuits and so forth — before concluding in the three knots — the `mischief centres that cause tricky situations'. These are about the three phases of activity — start, run and finish.

The first says, "To succeed one has to make a new beginning. No amount of theorising or idealising or armchair thinking would help in moving ahead." This brings into focus time management. "Time is a commodity, which once lost is irrecoverable for it operates in a particular direction without any reverse gear."

Second knot is about "your ability to chain-link one thing to another to sustain and further your cause". Mostly people do not succeed in holding on to good fortune and prosperity in spite of their strong will and dedication, observes Nanda.

"It is very easy to start any work but very difficult to maintain the motivation level and carry the team along during the incubation period."

Third knot is about completion. This requires tying up loose ends, smoothening the rough edges and severing the umbilical cord.

"Once the execution process reaches a conclusion, one should gradually withdraw the supply of raw material and other resources, for overshooting is an ailment that affects productivity and creativity."

Remember, however, that this knot requires great care in handling and utmost dedication to the goal. "For it is the result that makes the difference between the victor and the vanquished, between success and failure."

Read it on the sly, even as the boss reads books on worker management.

ManageMentor@hotmail.com

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