The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
“Don’t Kill the Bosses! offers a valuable new approach to management philosophy. It makes one rethink traditional boss/employee relationships.”
—Glenda Grant, President, Hearst Entertainment
“When issuing directives and asserting myself I’ve always tried to think about the other person’s knowledge and experience. This book has provided additional sensitivity—most essentially, the importance of hiring people who know more than you and the structure that allows them to excel.”
—Paul Koplin, President, Venture Technologies Group, LLC
“Don’t Kill the Bosses! reveals a practical, sensible and inherently intuitive paradigm for the management of hierarchical relation- ships. It’s an easy read, well salted with real-life case studies, communicating a clear message to anyone who reports to someone or has someone reporting to them.”
—Gordon W. Perkin, M.D., Director, Global Health Program, Bill and Melinda Gates Foundation
“You will learn in this book that two-sided accountability leads to straight talk and better communications. Finally, a book with practical advice that managers can use day-to-day to get better results.”
—Philip J. Harkins, President and CEO, Linkage Inc.
“What the authors call ‘the obvious’ is a refreshing awareness of dealing with relationships both inside and outside the workplace. Two-sided accountability is the foundation for any successful organization, however, until now, there never has been such an insightful review of the concept. In short, this is an unforgettable book.”
—Donald L. Struminger, Chairman of the Board, Virginia Linen
