By Roy H. Lubit
Many managers have interaction in harmful habit that does significant damage to their subordinates, their association and finally themselves. whether or not they are narcissistic, unethical, inflexible or competitive, or just depressed/anxious/burned out, operating with them could be a nightmare. additionally, they could do critical harm to their companies by way of diverting strength from efficient paintings, harmful cooperation and data sharing, impairing retention of the easiest humans, weakening morale, and making bad enterprise judgements. In dealing with poisonous Managers, psychiatrist and organizational advisor Dr. Roy Lubit exhibits you the way to improve your emotional intelligence and guard yourself and your company from the damaging effect of poisonous managers. whereas there are numerous organizational specialists who make the most of mental insights of their paintings and psychologists who seek advice to agencies, Dr. Lubit's intensity of educating and event in psychiatry, organizational habit and organizational consulting presents a foundation for distinctive insights
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Extra resources for Coping with Toxic Managers, Subordinates ... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Financial Times Prentice Hall Books)
People can make changes themselves and can effect change in others. You are unlikely to bring about wholesale personality change, but you do not need to. Rounding off rough spots and bringing greater flexibility and responsiveness to situations that most seriously affect your colleagues is all that is needed to make a significant improvement in the quality of the work environment and work output. This is very doable if handled with skill and understanding of what is needed for change. Roots of Toxic Behavior Underneath toxic behaviors are either toxic personality traits or disorders of mood or impulsivity.
At the same time, you do not want to get rid of a potentially fine manager who is suffering from readily treatable anxiety, depression, stress, or abuse by a toxic manager. The more you understand about personality types, the impact of anxiety and depression, and the problematic behaviors that can be evoked by being placed in difficult situations (such as being scapegoated or bullied or placed in a job requiring the wrong set of skills), the better you will be able to determine whether to keep a manager who is currently having a problem or to have him or her find a new position.
It doesn’t do any harm. Closing our eyes to the harm being done may provide a temporary and uneasy sense of peace, but it doesn’t last and isn’t real. She deserves it. No one deserves to be screamed at, insulted, or treated badly. They may deserve to be taken aside and told the ways in which they need to change. They may deserve to miss out on a promotion or bonus. You may need to fire them. They do not, however, deserve abuse, particularly because we never know what is going on inside them, what pressures they are under, what good things they are doing, or what trauma they suffered earlier in life.
Coping with Toxic Managers, Subordinates ... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Financial Times Prentice Hall Books) by Roy H. Lubit