Bythoughts of an ongoing MBA

I am almost finished now with my training at a German-Japanese Financial company. One thing which really puzzled me was that question of how to manage your boss. You may find a lot of articles on this topic, especially one of famous Peter Drucker. He wrote about two basic characters 30 years ago, the reader and the listener, and how to handle them properly. But first you need to handle yourself, your countenance and your attitude.

Through time, other ideas of personality testing emerged and the most renown such as the Myers-Briggs counts 16 personalities now. Many personality advisors refer to this scheme, like the 4 temperaments of Keirsey (very good explanations can be found at keirsey.com).
However, when asking for managerial capabilities, things are getting difficult.
How do you ascertain which temperament or personality is supposed to be a manager or leader? Aren’t there any examples? Are leading “inspectors” an exception or the rule? Or do such rules depend on sample size and personal judgement?
I do not want to jump into statistical questions but underneath my contemplation is a much more interesting question:

What does your boss-management style, i.e. how you manage your boss, tell about your management style of subordinates and vice versa?

I feel you can learn more about yourself and your prospects by answering this little question.
To press this issue a bit more: is managing a Japanese or an Asian boss different from a German, Dutch, or British one – at least from the standpoint of action and outcome? Is it “easier” in an SME or “the system” (a corporate)?

I do not think so since every human being – even the biggest tyrant – wants to be loved somehow.
Markets are touted for their viability – fads excluded – but do we actually know managerial market where good and bad managers are told from each other? Maybe, but since people bring all themselves to their daily work place and since their appraisal depends on the mindset of others, traits, education, preferences, even hidden agendas and behavioural patterns rule that subject.

Management is craftsmenship according to Peter Drucker. For others it’s the highly admired art of making the world a better place with sophisticated and benevolent judgement of any human being. You may find hundreds of contradictive and unreachable attributes for what it means being a manager.

However, it’s a choice which is up to any of us.
You decide with who you want to work, how, when and where.
And whatever happens and independent from the degree of frustration you feel, one question should be worth a thought: to which extend did I (not) contribute to this, my, situation? Could I have foreseen it and if yes which signals may I have overlooked? How can I contribute now and in the future and does it help me and who else?

Stop complaining about your circumstances, such as a deferred promotion, until you have learned the lessons from your own experience in managing your boss and subordinates. Do not turn away by sticking your head into a heap of professional problems. Make a contribution by starting with you.

You will probably make the same mistake over and over again until you eventually realize that you cannot change your character. Then it’s no mistake or defect anymore, it’s you – and you should know for what to look next.
Again, if it’s you stop thinking about error-correction – get out there.
Otherwise you may end up as a boiled frog which could eventually not withstand a higher degree of heat.

On the other hand, and there is your chance, if you manage to turnaround your mistakes of the past into a contribution of the present you might have lived too long with your quirks.
There you go, you managed yourself.
It’s like in Quantum Physics. Every single second, the world offers lots of opportunities and it’s up to us to make our choice and to interact with that.

Are you curious now?

Then you may visit similarminds to learn your MBTI indicator.

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