| We all have had to confront an angry boss once in | | | | issuing a blank apology (should he or she be correct) |
| our lives, and many of us have this on a daily basis. | | | | and say "I was not aware that my actions caused |
| The anger is the bosses, and not ours, and the worst | | | | such a reaction. If I in anyway made the error you |
| thing that can happen is to react to wrongly. Follow our | | | | describe, please give me the chance to correct it or |
| advise on confronting an angry boss and instead of | | | | make up for it". It is very difficult to maintain a |
| being fired, you might even get a raise. | | | | belligerent attitude to someone who is trying to redress |
| The Real Relations between Boss and Employee | | | | the error. |
| One is reminded to listen to the song of Bob Dylan, | | | | Reaction to the Angry Boss in Error |
| "Everybody Got to Serve Somebody" . Even if you | | | | It could be your angry boss has erred, and you are not |
| are self-employed there will be people you answer to. | | | | responsible for the anger being projected. Even more |
| The presidents of great countries are answerable to | | | | than in the initial reaction, your reaction in this case has |
| many besides themselves. We all, in this life, will serve | | | | to be silence. It tales two to tango and should you |
| somebody else. Given this fact, and looking objectively | | | | choose not to dance here, the tango will quickly end. |
| at the boss-employee relationship, the matter of | | | | Your next reaction can be, "I understand why you are |
| servitude it only relative. | | | | so angered, and justifiably so. However I assure you |
| The Angry Boss | | | | that I as far as I know, I am not responsible for this |
| Without full knowledge of the boss's psychology, and | | | | situation. Perhaps I can assist you in discovering how |
| motives, the angry boss can be real enigma. As an | | | | such an error was made, and help you correct it if |
| employee you might have erred, and in fact, caused | | | | possible" |
| the boss a great deal of trouble. When he or she | | | | Unless your boss is void of intelligence (which is not |
| confronts you with the situation, how you react to the | | | | usually so if someone has made the managerial |
| anger will make all the difference. The idea is to | | | | status), your reaction will cause him or her to pause |
| metamorphosize the boss's anger into constructive | | | | and consider you may not be the subject of his or her |
| energy. Should you be able to do that, you might do | | | | anger. |
| more than save your job, but also you may find | | | | Cooling the Situation Down |
| yourself with a promotion or rise. | | | | If you are able to cool down the situation and the |
| Initial Reaction to the Angry Boss | | | | boss's anger as well, you may be able to truly assist |
| If you find yourself be approached by someone | | | | the person in charge to find a good way to correct |
| screaming or being in any way abusive the worst thing | | | | the error or reason for being angry. If no solution can |
| you can do is to start reacting in the same way or | | | | be found, you can certainly assist in damage control. |
| manner. Keeping still and quiet initially is a very good | | | | Your attitude will be very well appreciated. We hope |
| idea, while maintaining the thought, "is he or she | | | | you follow our advice and get that rise and perhaps |
| correct? Have I done that" . When you have a chance | | | | promotion. Remember, we all have to serve |
| to speak, you might begin the disarming process by | | | | somebody. |
