Frustrating Boss Quotes

Hey, bro, do you think you can put Shorty back on her chain?" I stepped forward with my hands on my hips, only slightly intimidated to find Kaleb almost eye level with me when he was seated and I was standing. "First of all, no one is the boss of me but me. Secondly, if you ever reference my 'chain' again, I will kick your ass." I jabbed him hard in the chest with my finger. Possibly breaking it. "And thirdly, don't call me Shorty." Kaleb sat silently for a second, his eyes wide as he looked at Michael. "Where did you get her? Can you get me one?" I blew out a loud, frustrated sigh and dropped down beside Michael, who didn't even try to hide his smile. "You should probably apologize to Emerson." "I am sorry." Kaleb grinned at me. "Sorry I didn't meet you first.

Why do farmers farm, given their economic adversities on top of the many frustrations and difficulties normal to farming? And always the answer is: "Love. They must do it for love." Farmers farm for the love of farming. They love to watch and nurture the growth of plants. They love to live in the presence of animals. They love to work outdoors. They love the weather, maybe even when it is making them miserable. They love to live where they work and to work where they live. If the scale of their farming is small enough, they like to work in the company of their children and with the help of their children. They love the measure of independence that farm life can still provide. I have an idea that a lot of farmers have gone to a lot of trouble merely to be self-employed to live at least a part of their lives without a boss.

God does not always call us to go back physically to a place we have been. But if for example we have a difficult time submitting to a boss with a certain personality God may call us to continue working with someone who has the same personality until we master the situation in a godly way. God does not want us to be on the run He wants us to confront our fears and frustrations in order to find peace in Him.

If you want to know what’s your boss is really like, go to his office with a resignation letter. You will then see your boss’s true colours. You will then see his emotions without any filters. No boss can ever fake himself in front of an employee who has just resigned.

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.

Ignorance isn’t bliss. It’s completely frustrating. I’m going to read this thing, and then I won’t feel so freaking lost all the time. So no distracting me.” Before I could read one sentence, Dastien yanked the book from my hands. “You don’t need this.” I narrowed my gaze at him. “Just because you’re handsome doesn’t mean you get to boss me around.

Hey,bro, do you think you can put Shorty back on her chain?" I stepped forward with my hands on my hips, only slightly intimidated to find Kaleb almost eye level with me when he was seated and I was standing. "First of all, no one is the boss of me but me.Secondly, if you ever reference my 'chain' again, I will kick your ass." I jabbed him hard in the chest with my finger. Possibly breaking it. "And thirdly, don't call me Shorty." Kaleb sat silently for a second, his eyes wide as he looked at Michael. "Where did you find her? Can you get me one?" I blew out a loud, frustrated sigh and dropped down beside Michael, who didn't even try to hide his smile. "You should probably apologize to Emerson." "I am sorry." Kaleb grinned at me. "Sorry I didn't meet you first.

If you respond to a child who’s having difficulty putting his emotions aside so as to think through solutions by imposing your will more intensively and “teaching him who’s the boss,” you probably won’t help him manage his emotions. Quite the opposite, in fact.

We often notice a similar sensation of confusion and helplessness when it comes to ourselves and our own behavior. For instance, we suddenly say something that offends our boss or colleague or friend—we are not quite sure where it came from, but we are frustrated to find that some anger and tension from within has leaked out in a way that we regret.

Don’t be frustrated if it’s not happening your way on your timetable. God knows what he’s doing. He is getting you prepared.

There’s no rule that says public opinion has to be consistent.” Gus found his boss’s calm admirable, but a bit frustrating. “How the heck do you deal with that?” Wilson smiled, showing his bad teeth. “Gus, did someone tell you politics was easy?

Odi wanted to leap over the desk, grab his boss by the ears and put a knee through his smug face, but he knew that would not help his team. Instead he bit back his frustration and tried to suck it up like a good soldier. “That won’t be necessary, sir.

As sure as she is becoming a woman, she is also being indoctrinated into a system I recognize- one that rewards female martyrdom with adoration and gratitude but leaves little room for her to air her frustration. I told her its as ok to be angry and to say so.

You have one energy resource that is used for all kinds of acts for self-control. That includes not just resisting food temptations, but also controlling your thought processes, controlling your emotions, all forms of impulse control, and trying to perform well at your job or other tasks. Even more surprisingly, it is used for decision making, so when you make choices you are (temporarily) using up some of what you need for self-control. Hard thinking, like logical reasoning, also uses it.” Over the course of a day, dealing with traffic, frustrating bosses, and bickering children, plus—more insidiously—electronic temptations that are as alluring as fresh-baked chocolate chip cookies, a person’s supply of willpower is simply used up.

conflicting metamessages inherent in giving help become especially apparent when people are in a hierarchical relationship to each other by virtue of their jobs. Just as parents are often frustrated in attempts to be their children’s “friends,” so bosses who try to give friendly advice to subordinates may find that their words, intended symmetrically, are interpreted through an asymmetrical filter.

Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

On tough days we might say, “My work is overwhelming,” or “My boss is really frustrating.” If only we could understand that this is impossible. Someone can’t frustrate you, work can’t overwhelm you—these are external objects, and they have no access to your mind. Those emotions you feel, as real as they are, come from the inside, not the outside. The Stoics use the word hypolêpsis, which means “taking up”—of perceptions, thoughts, and judgments by our mind. What we assume, what we willingly generate in our mind, that’s on us. We can’t blame other people for making us feel stressed or frustrated any more than we can blame them for our jealousy. The cause is within us. They’re just the target.

Dominic, with the powerful aura, got under my skin before I had a chance to ward him off and now I’m screwed. Even more now I know his taste and how hard he feels against the soft, wet parts of me. Dominic just introduced me to the most dangerous man in New York. Fuck. Fuck. Clarity pours over me. Does this mean Dominic is a member of the mafia after all? Only it wasn’t only a little kiss, was it? I’m sexually frustrated and Dom is standing there with his hands in his tailored pants pockets, aroused. The bulge is unmistakable. “Gabriella…” God, I’m wet too. If I rub my thighs together, I’ll feel how much. He’s hard, I’m wet… it’s a match made in heaven. “Gabriella…” he says again, thick and tarnished as I look him up and down. “Yeah?” “I said you’re too far away,” he murmurs, cutting his dark gaze my way. Stirring me. “Come here to me, cara.” he hooks two fingers with a motion and smirks like a devil with the key to all my desires. I swear my belly bottoms out as my feet carry me forward. Unable to refuse the invisible rope he has around my waist, pulling me closer. “Bossy aren’t you?” “I am your boss.” “I don’t think you want to remind me of that.” He hums and the rumble hurtles down between my thighs. How does he do that? Turn me on with just a noise. “I guess you’d like it if I called you sir, wouldn’t you?” His eyes flare and then darken, he drops his chin to his chest. “Do you really wish to turn me on right this moment?” Oh, fuck. Do I? I do. Yeah, I really do.

The day we visited, mothers were chatting comfortably on one of the benches while their children ran around happily exploring and playing games. The beauty of natural playgrounds is that they tap directly into children’s passions. In traditional playspaces constructed of metal and plastic, decisions about what to play are made by the designers. First you swing. Then you go down the slide. Too often, the result is competition, with kids arguing over who gets to do what, followed by frustration and tears. Conversely, in natural play areas, the child is boss. Imaginations are fired up as kids invent games with the available loose parts. Studies show that interactions tend to be more cooperative as well. Bullying is greatly decreased, and both vandalism and aggressive behavior also go down if there is a tree canopy. And with greater engagement comes longer play intervals, about three times longer compared with old-style play equipment.

knew she wanted to know the reaction of the casting director. She was always so anxious after it was over: “So? How did it go? What’d they say?” Most of the time I didn’t even look at her. Occasionally I threw her a bone and say flatly, “I dunno. They said, ‘Thanks, fine, good.’ ” Sometimes I put on the shy act instead. It was my way of selfishly doing what I wanted and showing my parents I was in charge by not talking—exactly what some married couples do. If I don’t talk, then I win. I’ve got the power! What a jerk! Why did I do that? I think it was partly a way of punishing her for taking me away from my friends. Partly it was a control thing. It was my way of being in charge, of being the boss. I can do what I want, it silently conveyed. What could she do to me? I was so awful to her, yet I don’t remember her ever getting frustrated with me. She tirelessly drove me an hour each way—sometimes longer in traffic—and waited hours for me to finish. I was so unappreciative of all she did.

to be open and straightforward about their needs for attention in a social setting. It is equally rare for members of a group in American culture to honestly and openly express needs that might be in conflict with that individual’s needs. This value of not just honestly but also openly fully revealing the true feelings and needs present in the group is vital for it’s members to feel emotional safe. It is also vital to keeping the group energy up and for giving the feedback that allows it’s members to know themselves, where they stand in relation to others and for spiritual/psychological growth. Usually group members will simply not object to an individual’s request to take the floor—but then act out in a passive-aggressive manner, by making noise or jokes, or looking at their watches. Sometimes they will take the even more violent and insidious action of going brain-dead while pasting a jack-o’-lantern smile on their faces. Often when someone asks to read something or play a song in a social setting, the response is a polite, lifeless “That would be nice.” In this case, N.I.C.E. means “No Integrity or Congruence Expressed” or “Not Into Communicating Emotion.” So while the sharer is exposing his or her vulnerable creation, others are talking, whispering to each other, or sitting looking like they are waiting for the dental assistant to tell them to come on back. No wonder it’s so scary to ask for people’s attention. In “nice” cultures, you are probably not going to get a straight, open answer. People let themselves be oppressed by someone’s request—and then blame that someone for not being psychic enough to know that “Yes” meant “No.” When were we ever taught to negotiate our needs in relation to a group of people? In a classroom? Never! The teacher is expected to take all the responsibility for controlling who gets heard, about what, and for how long. There is no real opportunity to learn how to nonviolently negotiate for the floor. The only way I was able to pirate away a little of the group’s attention in the school I attended was through adolescent antics like making myself fart to get a few giggles, or asking the teacher questions like, “Why do they call them hemorrhoids and not asteroids?” or “If a number two pencil is so popular, why is it still number two,” or “What is another word for thesaurus?” Some educational psychologists say that western culture schools are designed to socialize children into what is really a caste system disguised as a democracy. And in once sense it is probably good preparation for the lack of true democratic dynamics in our culture’s daily living. I can remember several bosses in my past reminding me “This is not a democracy, this is a job.” I remember many experiences in social groups, church groups, and volunteer organizations in which the person with the loudest voice, most shaming language, or outstanding skills for guilting others, controlled the direction of the group. Other times the pain and chaos of the group discussion becomes so great that people start begging for a tyrant to take charge. Many times people become so frustrated, confused and anxious that they would prefer the order that oppression brings to the struggle that goes on in groups without “democracy skills.” I have much different experiences in groups I work with in Europe and in certain intentional communities such as the Lost Valley Educational Center in Eugene, Oregon, where the majority of people have learned “democracy skills.” I can not remember one job, school, church group, volunteer organization or town meeting in mainstream America where “democracy skills” were taught or practiced.

One of the many real-life examples comes from Charlie Jones, a well-respected broadcaster for NBC-TV, who revealed that hearing the story of Who Moved My Cheese? saved his career. His job as a broadcaster is unique, but the principles he learned can be used by anyone. Here’s what happened: Charlie had worked hard and had done a great job of broadcasting Track and Field events at an earlier Olympic Games, so he was surprised and upset when his boss told him he’d been removed from these showcase events for the next Olympics and assigned to Swimming and Diving. Not knowing these sports as well, he was frustrated. He felt unappreciated and he became angry. He said he felt it wasn’t fair! His anger began to affect everything he did. Then, he heard the story of Who Moved My Cheese? After that he said he laughed at himself and changed his attitude. He realized his boss had just “moved his Cheese.” So he adapted. He learned the two new sports, and in the process, found that doing something new made him feel young. It wasn’t long before his boss recognized his new attitude and energy, and he soon got better assignments. He went on to enjoy more success than ever and was later inducted into Pro Football’s Hall of Fame—Broadcasters’ Alley. That’s

Power is seeping away from autocrats and single-party systems whether they embrace reform or not. It is spreading from large and long-established political parties to small ones with narrow agendas or niche constituencies. Even within parties, party bosses who make decisions, pick candidates, and hammer out platforms behind closed doors are giving way to insurgents and outsiders—to new politicians who haven’t risen up in the party machine, who never bothered to kiss the ring. People entirely outside the party structure—charismatic individuals, some with wealthy backers from outside the political class, others simply catching a wave of support thanks to new messaging and mobilization tools that don’t require parties—are blazing a new path to political power. Whatever path they followed to get there, politicians in government are finding that their tenure is getting shorter and their power to shape policy is decaying. Politics was always the art of the compromise, but now politics is downright frustrating—sometimes it feels like the art of nothing at all. Gridlock is more common at every level of decision-making in the political system, in all areas of government, and in most countries. Coalitions collapse, elections take place more often, and “mandates” prove ever more elusive. Decentralization and devolution are creating new legislative and executive bodies. In turn, more politicians and elected or appointed officials are emerging from these stronger municipalities and regional assemblies, eating into the power of top politicians in national capitals. Even the judicial branch is contributing: judges are getting friskier and more likely to investigate political leaders, block or reverse their actions, or drag them into corruption inquiries that divert them from passing laws and making policy. Winning an election may still be one of life’s great thrills, but the afterglow is diminishing. Even being at the top of an authoritarian government is no longer as safe and powerful a perch as it once was. As Professor Minxin Pei, one of the world’s most respected experts on China, told me: “The members of the politburo now openly talk about the old good times when their predecessors at the top of the Chinese Communist Party did not have to worry about bloggers, hackers, transnational criminals, rogue provincial leaders or activists that stage 180,000 public protests each year. When challengers appeared, the old leaders had more power to deal with them. Today’s leaders are still very powerful but not as much as those of a few decades back and their powers are constantly declining.”3

Is Mr. Huntley safe?” Bethany’s composed voice sounded through the connection. “He is. Are you?” “I’m fine. Jeff and I went for a drive around the block. I had to tell him to stay to the left twice.” Liev laughed in spite of himself. “Did you keep him close?” Bethany’s question sent tight ropes of tension through Liev’s chest. “I did.” “Why didn’t you answer the phone when I first rang?” Because I was tongue-fucking our boss against a door. The confession played through Liev’s mind like a wicked taunt. “I was dealing with the situation.” “I want details later.” He snorted at Bethany’s calm demand. “Tough. You’re not going to get them.” Bethany chuckled. “Yes, I will,” she said, and then hung up. Suppressing a growl, Liev shoved his phone back into his pocket. Chris’s P.A. was an enigma. A frustrating, feisty enigma who seemed to have an agenda regarding their boss that Liev couldn’t decipher but somehow seemed to be a part of. Which made her his new favourite woman in the world. Or his least.

We tend to get distracted and disturbed over little things. They don’t feel little, of course—they feel like matters of life and death. Like when you are having trouble with your boss, who is a shady, under-the-table sort of guy. And all of a sudden, the meaning of life is about being right. It’s about you being promoted over your boss. You deserve the corner office, not him. And you get agitated and frustrated, and before you know it, you’ve lost the point of life. You think the point is proving your boss wrong and getting the corner office and doubling your income. So, finally, you prove your boss wrong. He gets demoted, and you get promoted. You get the corner office. You are earning twice what you used to. But you will still sit in that corner office and find something to be upset about. Now, instead of the boss, it’s the CEO you don’t like. And the cycle continues. If we really want to find what matters in this life, we will consider eternity. What matters most is what matters in eternity. And what matters in eternity is not income, or friendship, or fame, or pleasure. Those things are fine in themselves. God created them, and he loves to bless you with them. But they will not outlast death.

To serve our earthly superiors is to serve our heavenly Superior; therefore, our attention, efficiency, and diligence are to be motivated not by whether the boss shows enough respect for our work, but by the fact that God our heavenly Father is pleased when we help build a good car or house, use our time at work efficiently, or read and pray with our family. We can endure many of the frustrations of working conditions when we realize that the dignity of our work is measured by God’s satisfaction, not merely by our employer’s.

If you don’t know what you’re doing, it’s easy to get frustrated and give up.

Learn That Your Feelings Are as Important as Theirs. Some of us can’t see our own feelings because we have learned somewhere along the way that other people’s feelings are more important than ours. For example, it was always assumed that your father would move in with your family when his health began to fail. But now that he has, his constant demands and crankiness are beginning to take a toll, especially on top of managing his medications and frequent doctor’s visits. You are exhausted and frustrated, and wonder why your brother isn’t willing to do his share. Yet you don’t raise it with parent or sibling. “It’s hard, but it’s not that hard,” you reason. “Besides, I don’t want to rock the boat.” Your girlfriend calls and says she can’t have dinner on Friday after all. She’s wondering whether Saturday is okay. She says a friend of hers is in town and wants to see a movie on Friday. You say, “Sure, if that’s better for you.” Although you said yes, Saturday is actually not as good for you, because you had planned to go to a baseball game. Still, you’d rather see your girlfriend, so you give your ticket away. In each of these situations, you’ve chosen to put someone else’s feelings ahead of your own. Does this make sense? Is your father’s frustration or your brother’s peace of mind more important than yours? Is your girlfriend’s desire to see a movie with her friend more important than your desire to see a baseball game? Why is it that they express their feelings and preferences, but you cope with yours privately? There are several reasons why you may choose to honor others’ feelings even when it means dishonoring your own. The implicit rule you are following is that you should put other people’s happiness before your own. If your friends or loved ones or colleagues don’t get their way, they’ll feel bad, and then you’ll have to deal with the consequences. That may be true, but it’s unfair to you. Their anger is no better or worse than yours. “Well, it’s just easier not to rock the boat,” you think. “I don’t like it when they’re mad at me.” If you’re thinking this, then you are undervaluing your own feelings and interests. Friends, neighbors, and bosses will recognize this and begin to see you as someone they can manipulate. When you are more concerned about others’ feelings than your own, you teach others to ignore your feelings too. And beware: one of the reasons you haven’t raised the issue is that you don’t want to jeopardize the relationship. Yet by not raising it, the resentment you feel will grow and slowly erode the relationship anyway.

results. Many managers are perpetually frustrated that it seems harder than it should be to get things done. We just doubled the size of the team, but the results are not twice as good.

At first, it made me so angry that she, as I saw it, took this gross offense to both her and her career lying down. She should have made a giant stink, she should have fought back, she should have, she should have, she should have. So often, the onus of these situations is placed on the victims. You shouldn’t have been wearing that miniskirt if you didn’t want to get groped. You shouldn’t have been rude to that cop if you didn’t want to get harassed. You should have said something when your boss was making sexual advances. You should have fought harder, been smarter, been more careful. The truth is that these situations shouldn’t happen at all. Milicent Patrick should have triumphantly returned from the Creature tour and gone on to a long and successful career designing monsters for Universal Studios. Yes, it would have been absolutely badass if she marched into Bud Westmore’s office and dumped a bucket of manure on his head. Yes, it would have been amazing if she went back to all those newspapers who interviewed her and gave them a new story about what a turd Bud Westmore was. But why was I being so hard on her? Wasn’t she allowed to say “fuck this”? At what point are women forgiven for not being supernaturally resilient Amazons who spend all their waking hours fighting injustice? Milicent was thirty-seven and had been working in and out of male-dominated artistic industries for fifteen years. She had a more successful and varied creative career than many people could dream of. My frustration with her was just a way of protecting my broken heart. I needed to forgive her and direct my anger at a place where, instead of corroding my insides like battery acid, it could actually accomplish something.

If you hadn’t been there, I’m not entirely sure I would’ve been able to stop myself from hurting the guy worse. That’s why I need to get to the lake house and be alone.” She sniffed. There was so much in that one little derisive sound that he had to look her way. “What?” Her expression went deadpan. “You realize that is a completely ridiculous plan, right?” He frowned. “Come on, Finn.” She pursed those red-glossed lips like she could barely tolerate his foolishness. “That is such a man plan.” “A man plan.” “Yes. You don’t know how to be among the living anymore so you’re going to…go live alone in a cave. Right. Good thinking. That will pop your how-to-be-human skills right back into place.” He made a frustrated sound and pulled into the lot of the hotel to park so he could face her, make her understand. “You saw what happened today. I’m not fit to be around other people right now. I beat a guy down for taking a picture. And I was…aggressive with you last night.” “Aggressive?” Her mouth flattened, and she put a finger to her chest. “I kissed you. I was the aggressor. You were just…complicit in the aggressiveness. And you’re lucky I haven’t gone two years’ celibate, because had I been in your shoes, I would’ve convinced you to go up to my room and used you eight ways to Sunday and back again by now. You’d be limping.” His libido gave a hard kick and knocked the logical thoughts out of his head for a moment. “I—” “You need to be around people.” That snapped his attention back to where it needed to be—mostly. “No.” “You promised your boss you’d be around friends. You made me promise your boss that I’d make sure you did that. You made me lie to the FBI. That’s got to be a federal offense or something.” “Made is a strong word.” “Finn.” He groaned. “What would you have me do? You want to babysit me, Livvy? Come stay at my lake house and make sure I don’t turn into a deviant?” She stared at him, her gaze way too sharp, and then tipped her chin up in challenge. “Is that an invitation? Because you know you shouldn’t test me. I could babysit the hell out of you, Finn Dorsey. I know who you used to be. You don’t get to become a bad guy. I will make you do slumber-party things like play charades or watch crappy nineties movies or incessant reruns of Friends. You won’t be able to fight your old goofy side. It will emerge like a freaking butterfly and smother scary Finn.” He blinked and stared, and then he couldn’t help it—he laughed. “A freaking butterfly?” She smiled triumphantly. “A goofy freaking butterfly.” He let out a long breath, some of the tension from the morning draining out of him. “You’re weird.” “So are you.

Jack sure didn’t have this problem. He wasn’t embarrassed by his feelings. Frustrated by them, yes. Embarrassed? Pah.” “Maybe Jack is the guy I should be talking to….” Mel lost every trace of humor. “Okay, I have to draw the line there. You can’t do that. Jack might say too much—he’s been known to do that once or twice. And I can’t have you conjuring up pictures of me in—” She straightened her spine. “I’m your boss, I think. I am, yes I am. You’re the doctor, but it’s my clinic. I can’t have you picturing me in compromising positions, even if they might help your pathetic sex life, because I’m your boss.” He just grinned largely, happily. As of her last words, he didn’t need Jack’s input to drum up an image or two. Her turn to squirm. She’d certainly enjoyed his discomfort, but all he said with regards to hers was, “Why, Melinda. Hmm.” *

Everybody dreams of punching out their boss, their landlord or a cop. And every so often people actually do it. These largely spontaneous acts of individual resistance are self-limiting because they can never succeed in really striking effectively at the roots of the frustration that gives rise to them. But as soon as a group of people begins to come together on the basis of revolutionary consciousness, the question of collective direct action immediately comes to the fore: how do we strike our enemies?

By the time I got back to my desk, I had no time or emotional reserves to think about pricing. I cared about each of these people, but I also felt worn out- frustrated that I couldn't get any "real" work done. Later that day, I called my CEO coach, Leslie Koch, to complain. "Is my job to build a great company," I asked, "or am I really just some sort of emotional babysitter?" Leslie, a fiercely opinionated ex-Microsoft executive, could barely contain herself. "This is not babysitting," she said. "It's called management, and it is your job!" Every time I feel I have something more "important" to do than listen to people, I remember Leslie's words: "It is your job!" I've used Leslie's line on dozens of new managers who've come to me after a few weeks in their new role, moaning that they feel like "babysitters" or "shrinks."p4

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you. What is it, that concern, that care, that irritation, that distraction? It is not the call to happiness. It is the call to the action and adventure that make up a real life.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

How frustrated the impatient carpenter, whose tools have legs and free will.

I don’t understand what you’re asking of us then,” Dominic says, once again proving that he has more courage than I do when it comes to our boss. He makes no attempt to curve his frustration while I’m always eager to please Kent anyway I can.

Workers are desperate for more autonomy over their lives. They crave more balance and less precarity. They also, crucially, want to work. But they want to work for places that treat them as human beings and that invest in them and their futures. They want to be a part of organizations that recognize that meaningful and collaborative work can bring dignity and create value but that work is by no means the only way to cultivate satisfaction and self-worth. We know that workers who are overextended become too tired, frustrated, and anxious to do their best work; they’re too busy trying to tread water, look busy, and keep poorly communicating bosses happy.

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you.

At least part of the friction and frustration in a lot of meetings results from the fact that half the room thinks they are there to make a decision, the other half to debate. The would-be deciders are furious that the debaters don’t seem to be driving toward an answer. The would-be debaters are furious that the deciders are refusing to think things through carefully enough, to consider every angle of the argument. When everybody knows that the meeting will end with no decision, this source of tension is eliminated.

As it turns out, Brian thrived in a high-Clarity culture. When handed a playbook, he knew exactly what to do. And did it flawlessly. But in the whirlwind of a fast-growing start-up, he was completely lost. He had trouble transferring what he had learned in his old role to his new job. Frustrated by the lack of guidelines and procedures, he kept going to his boss for help in making every little decision. He was too overwhelmed to innovate. He was lucky to just get through the day. In the interview, Violet had been so focused on what his company was doing, she didn’t get a good sense of Brian’s capacity to replicate it on his own.

In the summer of 1966, Seale was hired to run a youth work program at the North Oakland Neighborhood Anti-Poverty Center funded by the federal War on Poverty. Through his role as a social service provider, he came to understand even more clearly the economic and social needs of black youth. Beyond delivering services, Bobby brought his revolutionary nationalist theory to the job and used the opportunity to push up against the ideological bias in the government program. Rather than merely guiding young blacks into a government-prescribed path, he used his authority to help them stand up against oppressive authority, particularly against police brutality. One day Seale’s boss instructed him to take a group of young black men and women on a tour of the local police station. When the group arrived, the police officers pulled out notepads and pencils and started to interview the teenagers about the character of gangs in the neighborhood. Seale protested, instructing his group to remain silent and announcing that his program would not be used as a spy network to inform on people in the community. The officers claimed that they simply wanted to foster better relations with the community. In response, Seale turned the conversation around, creating an opportunity for the teenagers to describe their experiences with police brutality in the neighborhood. It was the first time the young people had had the opportunity to look white police officers in the eye and express their anger and frustration. One teenager berated the police for an incident in which several officers had thrown a woman down and beaten her in the head with billy clubs. “Say you!” said a sixteen-year-old girl, pointing at a policeman. “You don’t have to treat him like that,” Seale said to the girl. “I’ll treat him like I want to, because they done treated me so bad,” she replied. Bobby sat back as the girl grilled the officer about whether he had received proper psychiatric treatment. The officer turned red and started to shake. “The way you’re shaking now,” she said, “the way you’re shaking now and carrying on, you must be guilty of a whole lot! And I haven’t got no weapon or nothin.’”69 The poverty program provided a paycheck, some skills, and an opportunity to work with young people. But Newton and Seale were still searching for a way to galvanize the rage of the “brothers on the block.” They wanted to mobilize the ghetto the way that the Civil Rights Movement had mobilized blacks in the South. They dreamt of creating an unstoppable force that would transform the urban landscape forever. The problem was now clear to Huey and Bobby, but they did not yet have a solution. Huey and Bobby were not the only ones looking for answers.

As I watched Emily, I thought, Of course. This is what we all need—a manual for how things work when our own cognitive abilities leave us bewildered and our coping skills have reached their limit. All of us are like Max at times. We can’t figure out what’s happening to our world, why we’re feeling tense and frustrated. So we throw our own kind of tantrum: We gossip or assert our superiority; we get drunk or have an affair; we go on a credit-card shopping spree; we irritate the boss until he’s obliged to fire us. We thrash around in the face of a world that we can’t understand and can’t manage. The many ways people “act out” prove what a challenge life is. Our difficulty in understanding how the world works and how we fit into it has been aggravated, I believe, by the false expectations our culture breeds. We are like people trying to go up the down escalator. We huff and puff and go nowhere. The problem is, the culture is pushing one way, and we haven’t figured out it’s the wrong direction. When we ask the basic questions about our purpose and meaning, we receive false answers. Our attempts to live by these misleading answers inevitably leave us angry and terrified. What we need is to seek the true picture of how the world really works and what we need to live well.

We live in a culture where we don’t always mean what we say. Consequently we do not believe others mean what they say to us. A person’s word is not taken seriously. It begins in childhood. A parent tells a child, “If you do that again, you’ll get a spanking.” The child not only does it again but several times more after that. Following each episode the child receives the same warning from his parent. Usually no corrective action is taken. If correction does take place, it is either lighter than what was promised or more severe because the parent is frustrated. Both responses send a message to the child that you don’t mean what you say or what you say isn’t true. The child learns to think that not everything authority figures say is true. So he becomes confused about when and if he should take authority figures seriously. This attitude is projected onto other areas of his life. He views his teachers, friends, leaders, and bosses through this same frame of reference. By the time he becomes an adult he has accepted this as normal. His conversations now consist of promises and statements in which he says things he doesn’t mean.

See if you can recognize any of these patterns from your own life or from the lives of your friends and family members: Only being able to earn a certain amount of money each month, no matter how hard or how much you work Only being attracted to partners who turn out to bear an uncanny resemblance to your asshole dad (or to your asshole mom, or to the first person who broke your heart, or whatever) Hearing the mean voice of your third-grade teacher in your head whenever you sit down to create, so you avoid creating Overeating (or overindulging in drugs, alcohol, etc.) to cover up feelings of guilt, shame, loneliness, frustration that seem endless Disliking yourself/your body no matter what your shape Perpetually feeling victimized and like your life would be good if only rude other people (your family, your boss, your spouse, your employees, the government, the blacks, the gays, the straights, the whites, the Jews, the Christians, the capitalists, the hippies, etc., etc.) would stop messing with you

and listened to one of Michael Connelly’s Harry Bosch crime novels. Bosch was an LAPD detective who, over a thirty-year career that spanned about as many books, solved one major murder after another and yet his bosses still doubted his skill and integrity, regularly undermined his work, and repeatedly investigated him for misconduct. It frustrated her even more than it did him. His problem, she thought, was that he didn’t know how to play politics.

Here’s a common scenario. You’re working with a frustrating coworker or a difficult boss. They ask you to do something and, because you dislike the messenger, you immediately object. There’s this problem or that one, or their request is obnoxious and rude. So you tell them, “No, I’m not going to do it.” Then they retaliate by not doing something that you had previously asked of them. And so the conflict escalates. Meanwhile, if you could step back and see it objectively, you’d probably see that not everything they’re asking for is unreasonable. In fact, some of it is pretty easy to do or is, at least, agreeable. And if you did it, it might make the rest of the tasks a bit more tolerable too. Pretty soon, you’ve done the entire thing. Life (and our job) is difficult enough. Let’s not make it harder by getting emotional about insignificant matters or digging in for battles we don’t actually care about. Let’s not let emotion get in the way of kathêkon, the simple, appropriate actions on the path to virtue.

In fact capital has a dual policy, one for the middle class and one for the working class family. It is no accident that we find the most unsophisticated machismo in the latter: the more blows the man gets at work the more his wife must be trained to absorb them, the more he is allowed to recover his ego at her expense. You beat your wife and vent your rage against her when you are frustrated or overtired by your work or when you are defeated in a struggle (but to work in a factory is already a defeat). The more the man serves and is bossed around, the more he bosses around. A man’s home is his castle and his wife has to learn: to wait in silence when he is moody, to put him back together when he is broken down and swears at the world, to turn around in bed when he says, “I’m too tired tonight,” or when he goes so fast at lovemaking that, as one woman put it, he might as well make it with a mayonnaise jar. Women have always found ways of fighting back, or getting back at them, but always in an isolated and privatized way. The problem, then, becomes how to bring this struggle out of the kitchen and the bedroom and into the streets.

When children are rude or even downright defiant, parents have two choices: we can view the behavior through the lens of disrespect for us (“My child does not respect me!”) or through the lens of emotion dysregulation for them (“My child is having a hard time right now”). It’s tempting to default to that first lens—it’s the easier, often more ingrained route. But think about yourself—why are you rude to people sometimes? Why would you talk back to or disobey your boss? I come up with the same reason, every time: I feel misunderstood. I am looking to feel seen and don’t. I feel frustrated that someone else isn’t really hearing me, and my relationship with that person isn’t as strong as it could be in that moment. Knowing what would make me act out helps guide my approach to rudeness or defiance in kids.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

changing the definition of productivity for a team from functional excellence—excellence in marketing, sales, or product development—to validated learning will cause problems. As was indicated earlier, functional specialists are accustomed to measuring their efficiency by looking at the proportion of time they are busy doing their work. A programmer expects to be coding all day long, for example. That is why many traditional work environments frustrate these experts: the constant interruption of meetings, cross-functional handoffs, and explanations for endless numbers of bosses all act as a drag on efficiency.

ANT Species of ANT Kill the ANT You never listen to me. “Always/Never” Thinking I get frustrated when you don’t listen to me, but I know you have listened to me and will again. The boss doesn’t like me. Mind Reading I don’t know that. Maybe she’s just having a bad day. Bosses are people, too. The whole class will laugh at me. Fortune-telling I don’t know that. Maybe they’ll really like my speech.

Despite the horseshit spewed out by too many management gurus, there are no magic bullets, instant cures, or easy shortcuts to becoming a great boss. Anyone who tells you otherwise is a liar. The best bosses succeed because they keep chipping away at a huge pile of dull, interesting, fun, rewarding, trivial, frustrating, and often ridiculous chores. That’s why this book is called Good Boss, Bad Boss. Devoting relentless attention to doing one good thing after another – however small – is the only path I know to becoming and remaining a great boss.

BE THE MAN Set a good example. Even if you’ve got to fake it. Your kids observe everything you do. And even though it may not seem like it at the time, your kids want to be like you. They want to be proud of you and brag about their dad at school and to their friends. Be observant of your own actions around them kids. Listen to your girl. We men sometimes get frustrated when our ladies talk. We will try to actually converse when she is deep into a story about the boss being a dick, or some other friend of hers doing your girl wrong. Do not even try to fix this situation! Your sweetie just wants you to listen. Hell, you don’t even have to agree. Just listen. This is black-belt-level man stuff. Do the dishes. Hell, take it one level further: cook the dinner and do the dishes. Doing laundry is man’s work too, as well as cleaning up after the dogs and cuddling your kids. Having a home life where you get the opportunity to be a family man and partake in all these things is a very good thing. It means that you have elevated your man thing to the very top level. Keep it up. Don’t be a pussy. Don’t shy away from a situation just because it’s tough. If you need to protect the one you love or things are tough at work . . . pin those ears back and remember who the fuck you are. Get smart. Educate yourself on what is going on in culture and politics. Read some books about history. Don’t be a pawn, be a scholar. Evolve. Our dads and granddads grew up in a different time. Communication and tenderness were not necessarily components of their age groups’ makeup. You don’t have to be exactly like them. Even though we saw good examples of man stuff in them, the times, they are a-changing.

The scripture talks about those who loved the praise of people more than the praise of God. One of the tests we all have to pass is when someone in our lives that we respect and look up to--a boss, a friend, a colleague, a relative--wants us to go one direction, when we know in our hearts that we should take another path. We don’t want to hurt their feelings. We don’t want to lose their friendship. We want their approval. But if we are to fulfill our destinies, we have to be strong. We have to have this attitude: “I want the praise of God more than the praise of people. I have an assignment. I have a purpose. I will become who God created me to be.” I’ve learned if you please God and stay true to what He’s put in your heart, eventually you will have the praise of people. His favor, His anointing, His blessing, will cause you to excel. You may lose a few friends early on. People may not understand why you don’t take their advice. They may think you’re making a big mistake, but later they’ll see you walking in the fullness of your destiny. You will see new opportunities, new relationships, God’s favor on your life will increase if you quit worrying about what everyone thinks and do what God has put in your heart. Everyone has an opinion. People will tell you how to run your life. They’ll have opinions on what you should wear, what you should drive, how you should spend your money, and how you should raise your children. If you try to please everyone, I can guarantee you one thing 100 percent: You’ll be confused. You’ll be frustrated. Life will be miserable. I live by this motto: Everyone has a right to an opinion, and I have every right to not listen to it. If what others say doesn’t match what God has put in your heart, let it go in one ear and out the other.

We often notice a similar sensation of confusion and helplessness when it comes to ourselves and our own behavior. For instance, we suddenly say something that offends our boss or colleague or friend— we are not quite sure where it came from, but we are frustrated to find that some anger and tension from within has leaked out in a way that we regret.

The need for such cathartic relief derives from the fact that even the best of organizations generate “toxins”—frustrations with the boss, tensions over missed targets, destructive competition with peers, scarce resources, exhaustion from overwork, and so on (Frost, 2003; Goldman, 2008).

In business, as in school, people from principles-first cultures generally want to understand the why behind their boss’s request before they move to action. Meanwhile, applications-first learners tend to focus less on the why and more on the how. One of the most common frustrations among French employees with American bosses is that the American tells them what to do without explaining why they need to do it.