It's Okay to Manage Your Boss

The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work

by Bruce L. Tulgan

Number of pages: 208

Publisher: Jossey-Bass

BBB Library: Personal Success, Operations Management

ISBN: 978-0470605301



About the Author

Bruce L. Tulgan is an internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author specializing in business topics. an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.

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Editorial Review

Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving their own private purposes. The book discusses trust, networks, and communities, social space and time, and communication, and the kinds of benefits organizations can derive from these elements and supports.

Book Reviews

“Tulgan doesn't waste time tooting his own horn, telling stories, or cracking jokes. He just gives advice, and good advice it is.”— Publishers Weekly

“Based on his extensive research Bruce suggests another way—a clear, step-by-step guide to becoming the strong manager employees need. It challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly.”— SIGNiX.

“This book takes a totally different approach from any other books on "managing up" by empowering employees with real world techniques for helping the manager do the hard work of managing.” — Shrm-Atlanta

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Wisdom to Share

Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.

Social capital makes an organization, or any cooperative group, more than a collection of individuals intent on achieving their own private purposes.

Social capital bridges the space between people. Its characteristic elements and indicators include high levels of trust, robust personal networks and vibrant communities, shared under-standings, and a sense of equitable participation in a joint enterprise—all things that draw individuals together into a group.

Merely having shared values and a shared worldview guarantees nothing about a group's quality, rationality, or usefulness.

Leaders set the tone of an organization; they more than anyone else establish and maintain its values and norms through their own actions.

Promotions to leadership positions act as firmwide signals; the fact that employee A won out over employee B shows people what values, approaches, and ways of working management looks for.

When promoted individuals have demonstrated their untrustworthiness, everyone absorbs a noxious lesson: crime does pay, or nice guys finish last.

Knowing who people are and what they are doing builds social connections and trust, just as secrecy tends to create suspicion. Openness and trust are tightly coupled.

The glue that holds networks and communities together includes several ingredients. Shared interests and shared tasks are among them. Trust is the key ingredient.

Space and time for people to gather and make connections with one another are the seedbed and sunlight of social capital. By providing them, leaders can foster conditions that help social capital thrive.

Shared interests and tasks can help develop trust, but when trust is lacking or has been betrayed, no amount of enthusiasm for a subject or advantage in joint work can hold these collective entities together.

If you want people to connect, to talk, to begin to understand and depend on one another, give them places and occasions for meeting, and enough time to develop networks and communities. Social capital needs breathing room—social space and time—within work and surrounding work.

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