THE NATION WEDNESDAY, SEPTEMBER 28, 2011
51
BUSINESS COMMUNICATION with
Managing your boss BOOK REVIEW Richard Dare Ajiboye Publisher: Anchor Communications Ltd Reviewer: Goke Ilesanmi Author:
GOKE ILESANMI
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T is a fact that most people get stuck on the ladder of career advancement due to inability to effectively, manage their boss(es). That is why I want us to examine this text interrogatively entitled Is Your Boss Difficult? this week. It is written by Richard Dare Ajiboye, a human resource practitioner. Ajiboye, a motivational speaker, is an Associate Member of the Chartered Institute of Personnel Management of Nigeria. This text is segmented into 10 chapters. Chapter one is the introduction. Here, the author, through a random survey carried out in mid-2006 in some Nigerian companies, offers aggregation of views of subordinates about whom a boss is, based on the relationship existing between them and their bosses. The views are documented. He says it is easy to manage subordinates by virtue of the power and authority a leader has. Ajiboye expatiates that the boss has the carrot he dangles for good performance and the stick he uses when the subordinates breach organisational or work standards. “Most people are good at managing their subordinates even though there are problems at times in doing this because of human complexities. Managing the boss is usually more problematic. It is problematic be-
cause the influence in this case can only be persuasive and non-directive. The boss reserves the right to or not to concede to subordinates’ persuasion,” stresses the author. Ajiboye advises that if you are conscious of the simple fact that the success of your boss is yours in a way, you will do everything possible to succeed. Chapter two is based on the subject matter of types of bosses. The author says as human beings are different in personality, so also are bosses different from one another. Ajiboye explains that there are no two people with exactly the same personality traits. Such differences, no matter how slight, would make a great difference in relationship, perception, decisionmaking and problem-solving approaches, he educates. Ajiboye stresses that the secret of ever succeeding in any relationship, work environment inclusive, is the ability to understand and appreciate differences among people. The different types of bosses identified by Ajiboye are the achievementoriented/autocratic boss; people-oriented boss; laissez-faire boss and situational boss. This author says an achievementoriented/autocratic boss is the one driven by result and does not care how results are achieved especially that he has dictatorial inclination. As regards a people-oriented boss, Ajiboye educates that this type of boss though interested in getting results, is mainly concerned about staff welfare. He is democratic in nature and conscious of collective commitment or team work.
According this author, a laissez-faire boss is lackadaisical in his style of getting things done. He often sees his subordinates as technocrats who should know what to do at any given time. As for a situational boss, this author illuminates that this is a complete person in leading subordinates. He is a combination of the three types of bosses earlier mentioned and leads according to situation, person and time. In chapters three to six, Ajiboye analytically X-rays concepts such as functions of an executive; how to understand your boss; managing relationship with your boss and competences required to manage your boss. Chapter seven is entitled “Tips on managing yourself”. The author says it is quite obvious that managing your boss successfully starts with how well you are able to manage yourself. Ajiboye adds that it will be absolutely difficult for a person who lacks the right qualities to manage him- or herself to manage another person properly. In his words, “Most leadership problems that have been experienced are not unconnected with the fact that people who are not mature enough to manage themselves are for one wrong reason or another made to manage others.” In chapters eight to ten, this author discusses tips for managing your boss; why your boss could be hard and conclusion on how to achieve effective relationship with people. Finally, this text is on the high rung of the ladder. For instance, the language of the text is standard and embroidered with good word order and accurate diction. The concepts, too, reflect a high level of primary and secondary forms of research as well as logical presentation. To reinforce readers’ understanding and consistently remind them of the thematic direction of the text, Ajiboye employs a technique of paraphrasing to achieve conceptual restatement. What’s more,
the interrogative mode of the title creates suspense, easily arouses and sustains readers’ interest while the outside front cover design radiates effective non-verbal communication. However, a few errors of punctuation and interpretation are noticed in the text, e.g., “Executive Director Human Resources, Cadbury Nigeria Plc” (page 28), instead of “Executive Director, Human Resources, Cadbury Nigeria Plc”; “He is the AGS – Corporate Affairs of the BSN (page 28),
instead of “He is the Assistant General Secretary, Corporate Affairs of the Bible Society of Nigeria”, etc. Generally, this text is a specimen of a high level of intellectual interface, reflecting perfect combination of human resource management and motivational forms of discourse. It is a mustread for all subordinates, managers, chief executives, entrepreneurs and organisations that cherish corporate success and harmony.
Organisational crises and effective communication strategy (4)
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RISIS and organisational communication We said last week that to achieve communication during crises, organisations need to have a plan through anticipation, respond immediately to questions, avoid talking too much and accept responsibility. Now let us examine the concluding part of this discourse. Correcting misinformation Discouraging rumours and correcting misinformation is another strategy towards managing a crisis. Lack of response is almost the same as implied consent. When something incorrect is printed or said, immediate action should be taken to point out the error and ask for correction. Otherwise, the media involved will only assume that what has been written or said is correct. One publication could print a damaging story with incorrect information. Another publication could assume the information was and is correct and refer to it in a follow-up article. When repeated over and over, fiction and errors become facts. In a matter of sec-
By Goke Ilesanmi onds, the Internet can spread misinformation or rumours around the world. This is why it is so important to have open lines of communication with all employees, customers, vendors, shareholders and friends. You want to control your message as best as you possibly can but you cannot control what others say. Addition Just as there are clipping services that read newspapers and magazines for any mention of a company or organisation, and services that monitor radio and television programmes, there are monitoring services that can be retained that regularly check the Internet for information. Adversaries, disgruntled employees and former employees, and whistleblowers can leak confidential information, misinformation or outright lies that are republished on websites, message boards or blogs, and eventually find their way into mainstream media. According to Ronald Alsop, a communication expert, com-
panies must protect their corporate reputation by refuting any harmful rumour that is picking up momentum on the Internet. Ignoring the spread of a detrimental rumour is dangerous in the extreme. The correct strategic response is to neutralise the attack with a factual response. Electronic age The electronic age has created entirely new problems for crisis managers and attorneys. John J. Walsh, senior counsel of Carter Ledyard and Milburn, New York, says, “Thanks to modern technology, all a person needs to extract and use misinformation from a false, archived article is a PC, Google, and a disposition to work someone else’s old material into an article on the theory that if Big Media reported it five years ago without repercussions, it must be true.” The situation is not helped by the fact that in most jurisdictions, after one year, statutes of limitation expire on libel and defamation claims against a publication. A media crisis based on an article or broadcast can occur without warning, and
often can be precipitated by a whistleblower and a quick decision by the media to go public. The injured party can ask for correction, a retraction or an apology. By correction, the publication tells the public that a mistake was made and provides the correct facts. A retraction advises the public that specific statements are withdrawn, usually accompanied by an apology or at least a statement of regret. Establishing corporate reputation Building corporate reputation before a crisis can help avert or manage a crisis well. Corporate organisations should try not to take any chance of losing their credibility with the media and public. That is why it is very important for them to establish reputation before a crisis and have a respectable reservoir of credibility. Build relationships with the media so that they know you are telling the truth in the face of challenges. Recapitulation Success in crisis management depends largely on how quickly
and accurately your organisation communicates with its stakeholders. Stakeholders have something at risk, and therefore something to gain or lose as a result of your organisation’s activity.
NB: You can now apply for UNO jobs FREE on my website as requested. Just go to the “Links” section of the website and apply. Also, we have started regular public speaking training as requested. I appreciate your suggestions and interest. • Concluded •GOKE ILESANMI, Managing Consultant/CEO of Gokmar Communication Consulting, is a Certified Public Speaker/Emcee, Communication Specialist, Motivational Speaker, Career Management Coach, Renowned Book Reviewer, Corporate Leadership Expert and Editorial Consultant.. Tel: 08055068773; 08187499425 Email: info@gokeilesanmi.com Website: www.gokeilesanmi.com