How To Work For An Idiot Revised And Expanded With More Idiots More Insanity And More Incompetency

Was it a typo when the CEO mandated that the organization “institutionalize incompetents”? If not, how did the company wind up institutionalizing incompetence instead? How to Work for an Idiot is still the confessions of a recovering Idiot Boss. After decades of writing and consulting, Dr. Hoover finally realized that many of the people he kept trying to “energize” and “enlighten” were, well, idiots. More importantly, he was an idiot for thinking he could change them. This new edition of How to Work for an Idiot is bigger and better—and filled with even more idiots—than before. The same technology that has enabled cluelessness from the corner office to go viral can help you protect yourself and keep your inner idiot in check. Yes, the book goes that deep. Not every boss is an idiot, and not every idiot is a boss. Let Dr. Hoover help you find the wisdom to know the difference.

John Hoover, an organizational leadership consultant, discusses how to deal with an "Idiot Boss" - or I-Boss - who does stupid things. Hoover distinguishes idiots from other tricky bosses, including those who think they are God, or who are paranoid, sadistic or Machiavellian. He leaves the reader with a couple of issues. First, you'll think no good, caring bosses still exist. Second, he doesn't tell you clearly where to set boundaries or when enough is finally enough. He often advocates appeasing bad bosses, although his other counsel on how to deal with them has some effective pointers. To his credit, Hoover is very candid about how he has learned from experience, including his mistakes. He offers personal examples from his experiences at Disney and elsewhere, and tries to write in a light-hearted or whimsical vein. getAbstract.com finds the book strongest when it is strategic and weakest when it tries to be funny, given that with bad bosses you only laugh to keep from crying.

Two well-respected management experts deliver an authoritative manual that provides valuable insights for turning conflicts in the workplace into productive working relationships. The toughest part of any job is dealing with the people around you. Scratch the surface of any company and uncover a hotbed of emotions—people feeling anxious about performance, angry at co-workers, and misunderstood by management. Now, in WORKING WITH YOU IS KILLING ME, readers learn how to “unhook” from these emotional pitfalls and gain valuable strategies for confronting workplace conflicts in a healthy, productive way. They’ll discover how to: Manage an ill-tempered boss before he or she explodes Defend themselves against idea-pilfering rivals before they steal all the credit Detach from those annoying co-workers whose irritating habits ruin the day And much, much more.

Don’t let a bad boss or manager hold you back from being successful! Every day millions of people with high potential are frustrated and held back by incompetent leaders. New York Times bestselling author and leadership expert John C. Maxwell knows this because the number one question he gets asked is about how to lead when the boss isn’t a good leader. You don’t have to be trapped in your work situation. In this book, adapted from the million-selling The 360-Degree Leader, and now distilled down for busy professionals, Maxwell unveils the keys to successfully navigating the challenges of working for a bad boss. In How to Lead When Your Boss Can’t (or Won’t), Maxwell teaches you how to: position yourself for current and future success, take the high road with a poor leader, avoid common pitfalls, work well with teammates, and develop influence wherever you find yourself. Practicing the principles taught in this book will result in endless opportunities—for your organization, your career, and your life. You can learn how to lead when your boss can’t (or won’t).

Idiocy is all around us, whether it's the uncle spouting conspiracy theories, the colleagues who repeat your point but louder, or the commuters who still don't know how to use an escalator. But what is the answer to this perpetual scourge? Here, philosopher Maxime Rovere turns his attention to the murkiest of intellectual corners. With warmth, wit and wisdom, he illuminates a new understanding of idiots, one which examines our relations to others and our own ego, offers tools and strategies to dismantle the most desperate of idiotic situations, and even reveals how to stop being the idiots ourselves (because we're always someone else's idiot). Expertly translated by David Bellos, this is an erudite, enjoyable and much-needed solution to a most familiar vexation.

This book captures stories from leaders from various business sectors. In a lighthearted way, through exploring five bad leadership characters, and at times in some heavyhearted ways, this book effectually draws upon history, Scripture, and personal experiences to provide insights into what to avoid or not do if you want to be a great leader. Most leaders have ample opportunities for training to learn and, with the addition of experience, to tell and guide them on what it means to be a good leader. Plenty of excellent books, articles, studies, and videos have been published on how to be a good, effective leader. But what about learning from our experiences of what NOT to do to be an effective, good leader? What if leaders were to consider and value the stories of what to avoid, what not to do, how not to be hated, and how not to destroy a team or organization? Readers of this book will realize they have likely experienced what is captured in its pages, either in part or whole. Take heart. You are not alone in what you have experienced, and rather than engage in a comparison game of whether you have experienced worse situations, this book focuses on learning opportunities from leadership principles and stories. Experience can be a great teacher, even when it is a negative experience. If nothing else, we understand what not to do. Or, when we observe or experience someone in leadership do something destructive, we say and commit to practice that “I will never do that when I lead.”

The sad fact is that the majority of people in the workforce have a less than perfect relationship with their supervisor and many of them consider themselves to be working for "a bad boss". But what can they do about it, short of leaving their job? "A Survival Guide for Working with Bad Bosses" gives readers all the guidance they so desperately need not just to survive, but thrive while reporting to someone incompetent, mean, unethical, or even worse.