Chapitre 1
The Art of Managing Your Manager: A Survival Guide for the Modern Workplace
Ever found yourself walking on eggshells around a temperamental boss or struggling to decipher what your enigmatic manager actually wants from you? You're not alone. Gonzague Dufour's "Managing Your Manager" has become something of an underground classic among corporate climbers and workplace strategists. The book has gained a cult following among Silicon Valley executives and Wall Street veterans alike, with many crediting its insights for their career advancement. What makes this work particularly compelling is Dufour's diverse international experience across four continents, giving him a unique perspective on universal management dynamics that transcend cultural boundaries. In an era where "managing up" has become as crucial as managing down, Dufour's framework provides a practical roadmap for navigating the complex psychology of those who hold power over your professional life.
Chapitre 2
Understanding the Boss Beneath the Title
The workplace has become increasingly stressful, with organizations demanding better results with fewer resources. This pressure-cooker environment affects managers at all levels, often causing them to exhibit more pronounced behavioral patterns. To deal effectively with a boss under pressure, you need to understand their managerial persona rather than just their personality. These personas emerge most clearly during stressful situations when managers put on their "boss hat," revealing consistent patterns of behavior that go beyond simple personality traits.
Dufour's epiphany about managing his manager came when working for an aggressive, domineering boss who was known for shutting down opposing viewpoints. During an organizational crisis involving a potential merger, he stood up to him with an alternative solution, presenting data-driven arguments that challenged the conventional approach. Though his boss didn't follow the suggestion, he began treating Dufour with more respect afterward-revealing that what seemed counterintuitive (standing up to him) was actually effective. This experience demonstrated that even difficult bosses often respond positively to well-reasoned opposition when it's presented professionally and backed by evidence.
The benefits of managing your boss effectively extend far beyond mere workplace survival. These advantages include improved personal interactions, helping your boss become more effective in their role, and significantly boosting your own work quality and career trajectory. For example, understanding your boss's communication preferences can lead to more efficient meetings, better project outcomes, and increased visibility for your contributions. While these benefits don't happen immediately, becoming proficient at managing your boss creates a valuable ally for achieving your professional objectives and can transform a potentially adversarial relationship into a collaborative partnership.
The key insight here is that bosses aren't simply "good" or "bad"-they operate according to distinct patterns that, once recognized, can be anticipated and navigated. A micromanager, for instance, might be excellent at catching errors and maintaining quality standards but struggle with delegation. A visionary leader might excel at inspiring teams but need support with operational details. Each boss type combines both strengths and weaknesses, with the positives often being the flip side of the negatives. By understanding these patterns, you can transform what might otherwise be a frustrating relationship into a productive partnership.
Learning to read your boss's behavioral patterns also helps you adapt your own communication style and work approach. For example, detail-oriented bosses might need comprehensive reports, while big-picture thinkers prefer executive summaries. Some managers process information better through discussion, while others need time to review written materials. Understanding and adapting to these preferences can significantly improve your working relationship and professional effectiveness.
Chapitre 3
The Bully: Navigating the Storm of Intimidation
The Bully boss comes in all shapes and sizes-men and women, physically large or small, first-time managers or CEOs. What distinguishes them is their consistent intimidation, incredible confidence, and selfishness. They typically lack self-control, displaying unexpected bursts of anger that contribute to their intimidating presence. They hate surprises, micromanage when they should delegate, and know exactly where an employee's vulnerabilities lie.
Consider what happened when one team member mentioned a second customer visit to fix a complaint during a presentation. The Bully's screams echoed down the hallway, leaving the employee so shaken he eventually left the company. This reaction wasn't unusual-Bullies erupt when unprepared for what they hear or when other groups outperform their team.
Yet Bullies possess strengths that can benefit their teams. They're highly aggressive, competitive, and driven, which helps groups meet objectives. They aren't intimidated by executives and will defend their teams ardently. Many good people want to work for Bullies because they secure top bonuses and create excitement around their teams.
How do you manage this volatile relationship? First, don't take their behavior personally. Understand the "logic" behind their yelling-whether it's their way of helping people learn or their intense focus on ambitious objectives. Second, find the humor in the situation. There's something absurd about grown adults acting like schoolyard bullies, and laughing at them privately can ease the hurt.
When it comes to professional tactics, avoid surprises at all costs. Keep them informed of significant developments-delivering bad news is difficult, but it's better than them discovering it from another source. Become a source for news, as Bullies relish feeling plugged into organizational happenings. Develop expertise in areas important to your group, and build alliances that help get things done.
Contrary to what some believe, simply telling Bullies what they want to hear is a huge mistake. While they may seem to want blind obedience, they're ultimately pragmatists who value results. They might not like being challenged, but will accept and eventually appreciate it if it improves outcomes.
Chapitre 4
The Good: Finding Challenge in Consistency
After the drama of working for a Bully, the Good boss can feel like a welcome respite. They excel at competence, efficiency, and reliability-they're good at their job, good as their word, and deliver good results. They maintain clear boundaries between work and personal life, rarely bringing work home or checking emails during off-hours. They're remarkably reasonable, willing to listen to arguments even when they don't agree, and they shine during crises when everyone else loses their composure.
Management appreciates Good bosses because they deliver reliable results without drama, though rarely spectacular ones. They rarely fire people or champion significant promotions, preferring to maintain the status quo. They give moderate feedback, run efficient meetings, exhibit saint-like patience, favor tried-and-true approaches over innovation, and make decisions based on logic rather than emotion.
While the Good is the easiest boss type to deal with interpersonally, their consistency can create a different kind of stress-particularly for ambitious people who crave challenge. If you find yourself bored, you'll need to create your own challenges by proposing exciting projects or loaning yourself to other departments.
To work effectively with a Good boss, expand your value by widening their network (connecting them with resources they lack), decoding organizational politics (since they're not Machiavellian), demonstrating fiscal responsibility (treating company money as your own), handling conflict situations they avoid (the "dirty work"), and becoming their risk manager (analyzing potential problems and solutions).
Rick, a 37-year-old communications professional with young children, found his Good boss Lisa refreshing after working for a demanding, volatile manager. He valued the work-life balance, respect, and lack of drama. Conversely, Allison quickly grew bored working for Jim, her Good boss at a growing tech firm. Despite initially appreciating his knowledge and dedication, she craved more challenging assignments and international exposure than Jim's "B player" team provided.
Your compatibility with a Good boss depends largely on your personality and career stage. Some value predictability, logical interactions, respectful treatment, and job security over advancement. Others prioritize career advancement over comfort and thrive on challenging assignments regardless of workload.
Chapitre 5
The Kaleidoscope: Mastering the Power Player
The Kaleidoscope manager shifts personas strategically depending on situations and people, not from moodiness but calculated manipulation to gain advantage. Working for a Kaleidoscope feels like having five different bosses, as they can be generous one day and indifferent the next. Their complexity stems from their singular motivation: power.
Unlike Bullies, they control their emotions, intimidating only when strategically beneficial. They often occupy higher organizational positions or operate with unusual autonomy due to their self-created power base.
One Kaleidoscope boss was charismatic yet calculating, capable of seeming like a good friend while viewing people as chess pieces to be moved strategically. He created the impression that certain employees were his favorites, spending significant time with them until he no longer needed their skills. Though not cruel, he believed using people was necessary to gain power and expected the same treatment himself.
Their defining characteristic is that every action serves to maintain or demonstrate power. Unlike other managers motivated by legacy, employee development, or product quality, Kaleidoscopes make decisions based on power calculations-like promoting a less qualified candidate who might facilitate a desired acquisition.
Working for a Kaleidoscope means accepting that you're being manipulated. To cope effectively, accept that you'll never know the real person behind the masks-stop trying to figure out "what he really meant." Instead, display your power selectively when it doesn't threaten his authority or when you can argue that your recommendation enhances his power.
To work effectively with this boss, engage him in discussions about his aspirations to understand what he truly values-whether it's a particular title, more decision-making authority, or defeating a rival. Position yourself as a valuable information source by providing edited, tailored data relevant to his power goals. When suggesting ideas, mix direct recommendations with subtly seeded concepts that allow him to claim credit.
Never threaten a Kaleidoscope's power base. When two account supervisors at an ad agency threatened to leave and take clients with them, their Kaleidoscope boss Carlos responded with terrifying counter-threats that forced them out without severance or clients. Beyond avoiding power threats, don't try to "play" this boss at his own game-he's better at detecting manipulation than most.
Many ambitious people thrive under a Kaleidoscope, viewing his manipulation and control issues as acceptable tradeoffs for learning the art of power and influence from one of the smartest, savviest managers they'll encounter. Those who struggle most are individuals seeking mentors or father figures who provide genuine relationships, understanding, and transparent development.
Chapitre 6
The Star: Thriving in the Spotlight
If you crave workplace excitement, the Star delivers. Dynamic, dramatic, and never boring, Star bosses operate like celebrities-they know they're special and act accordingly. They challenge the status quo, debate superiors, and attempt the unprecedented. Working for them can be your most exhilarating professional experience, though Stars have downsides: they're temperamental, quick to blame when things go wrong, and prone to dramatic outbursts.
Stars hate anything that delays action-meetings, bureaucracy, lengthy presentations, slow software, circular discussions, indecisive managers, and paperwork. During meetings, they fidget, reprimand those who ramble, and often find excuses to avoid attending. They're perpetually high-energy and boldly challenge the status quo, often confronting senior leaders directly about flawed policies.
Working for a Star resembles supporting a charismatic cause leader-inspiring but potentially exhausting. To cope effectively: 1) Enjoy the ride rather than agonizing about meeting impossible standards-relish the drama and entertainment value; 2) Try steering rather than controlling your Star boss, finding opportune moments early in projects to influence direction; 3) Be precise and brief when communicating, especially during high-stress periods.
Your role with a Star is more sidekick than collaborator. To succeed: be a patient listener who provides the audience they crave; ask for help when needed (Stars love displaying expertise); provide post-game analysis that focuses on external factors rather than the Star's mistakes; and respond quickly to all requests-Stars value speed and hate waiting.
Never be disloyal to a Star boss-they define betrayal broadly and won't forgive even minor infractions like meeting with competitors or missing company events. Avoid being a wet blanket or naysayer; Stars possess hubris about their ideas and interpret criticism as personal attacks. When raising concerns, be indirect and non-threatening.
You'll thrive with a Star if: 1) You're a good soldier who takes orders without questioning and finds satisfaction in team triumphs rather than personal recognition; 2) You enjoy workplace drama, crises, and high-energy "missions" rather than calm consistency; 3) You aspire to be a Star yourself and want to learn by observing what this boss can get away with that others can't.
Chapitre 7
The Scientist: Navigating the Theory-Driven Manager
The Scientist approaches business as a laboratory for testing management theories and concepts. Often MBA-educated with consulting or academic experience, this manager loves business books and applying theoretical frameworks to practical situations. While intellectually brilliant and convincing when discussing subjects they believe in, Scientists sometimes love theory more than practice.
Unlike other managers, they genuinely enjoy the workplace environment, approach leadership with relaxed confidence, and foster collegiality with their teams. Their belief in "right design" is almost religious-they're convinced properly constructed teams will function well regardless of personnel changes. When delivering feedback, they maintain emotional neutrality, stating facts objectively without manipulation.
Scientists are distinct from Good or Kaleidoscope managers despite sharing people skills. Their defining characteristic is fervent belief in theories or systems as justification for actions. They tend to be somewhat pedantic, loving to expound on their management theories through presentations, white papers, and frequent discussions. Unlike impulsive managers, Scientists operate with a "theory of the case," framing decisions within larger concepts and referencing business models or authorities.
Scientist managers are generally pleasant to work with, particularly if you subscribe to their theories. Their even-keeled temperament, good communication skills, and respectful treatment make them bosses most employees eagerly want to work for. However, the reality isn't always ideal-Scientists can become distant and moody during difficult times, sometimes transforming into Bully-like managers when projects fail.
Working for a Scientist requires finding balance between loyalty to them and maintaining connections with the rest of the organization. While supporting your boss's theories, form relationships with those outside their circle of "true believers." Capitalize on the Scientist's willingness to talk and listen; though you won't change their core beliefs, you can nudge them in better directions through logical arguments.
Scientists are generally tolerant bosses, but they have a few significant taboos. Don't be overly emotional-they're people of reason who respect logical arguments and are put off by displays of anger or tears. Don't be afraid to ask for more precise direction when they're vague or provide incomplete information. And don't assume their support is unconditional-Scientists may seem friendly and supportive, but their top priority is always their theory and its implementation.
Chapitre 8
The Navel: Surviving the Self-Centered Boss
The Navel manager, characterized by overwhelming egotism, is perhaps the most challenging boss type to work for. While other managers like the Bully or Star exhibit ego-driven behaviors, for the Navel, selfishness is the dominant trait that colors all interactions. These bosses prioritize satisfying their own needs above all else, making the work experience potentially unpleasant.
The typical Navel exhibits an expensive personal style, favoring luxury and prestige. Despite these unflattering traits, Navels excel at commanding attention through sheer confidence. They operate more like stereotypical "French" managers than "German" ones-relying on instinct rather than methodical planning. When one Navel boss insisted on incorporating a corporate sponsor into a marketing campaign against professional advice, the resulting commercial was disastrous. Yet remarkably, he escaped censure by convincingly blaming others.
Navels are defined by their relentless self-interest, rarely showing genuine empathy or curiosity about others unless it serves their needs. Some skillfully disguise their ego-driven nature behind a facade of organizational leadership. They're characterized by ruthlessness (willingness to sacrifice others for self-preservation), decisive but unilateral decision-making, stubborn hubris (refusing to acknowledge mistakes), execution-focused action (preferring doing over thinking), and exceptional sales ability (selling themselves with authentic conviction).
Working for Navels can be frustrating, but there are strategies to make it productive. Communicate potential problems without making the Navel look bad by finding a scapegoat or taking the blame yourself. Use their hungry ego to manipulate them into doing the right thing by showing how actions will make them look good to their bosses. Capitalize on your boss's genuine strengths by identifying what they do well and creating opportunities for them to showcase these skills.
When working with a Navel, stay vigilant as they're hypersensitive to perceived slights and may sacrifice you rather than defend you. Don't depend on them to advance your career-they'll only support you if there's something in it for them, and may even deliberately keep top performers in place rather than promoting them.
The secret strategy for managing Navels is to view them as a therapist would. Unlike bosses who withhold personal information, Navels readily share details about themselves, providing valuable insights into their fears, satisfactions, enemies, and goals. By analyzing what they reveal, you can better manage the relationship.
Chapitre 9
Situational Management: Adapting to Circumstances
While the general advice for each boss type remains valid, certain situations require fine-tuning your approach based on how your specific boss type handles challenges. Understanding how different boss types respond to crises, achievements, and other special circumstances allows you to customize your behavior accordingly and navigate complex workplace dynamics more effectively.
During crises, different boss types respond distinctively and require tailored approaches. Bullies hate surprises and loss of control, often becoming more judgmental and actively seeking scapegoats. They may increase micromanagement and demand constant updates. The key is to anticipate their needs by providing regular status reports and having solutions ready before problems escalate. Good managers move cautiously, seeking consensus and spreading responsibility across the team. They excel at creating task forces and collaborative problem-solving groups, but this deliberate approach can sometimes slow crisis response. Kaleidoscopes typically prevent crises through extensive information gathering and network maintenance, but when faced with one, they'll adopt whatever persona preserves their power - from authoritarian to collaborative. Stars thrive on crisis-induced spotlight, making dramatic moves and requiring followers who listen carefully and execute quickly. They often see crises as opportunities to demonstrate leadership and may even unconsciously amplify situations for maximum impact.
When your team achieves success, it creates valuable opportunities to ask for what you need - raises, resources, or support. Each boss type responds differently to achievements and requires a unique celebration strategy. Bullies respect aggressive credit-claiming but rarely show gratitude; they're more impressed by quantifiable results and competitive victories. Good bosses appreciate low-key celebrations organized by their team and prefer to highlight collective achievements rather than individual stars. Kaleidoscopes value team members who help plan their next strategic move and appreciate those who can translate current success into future opportunities. Stars want help maximizing their moment in the spotlight and prefer grand presentations that showcase the team's success to senior leadership.
When seeking a promotion, your approach must be carefully tailored to your boss type's decision-making style. Bullies prefer to initiate promotions themselves, so use indirect methods like letting them know you're being recruited elsewhere or highlighting competitive achievements. Good bosses need strong documented cases to overcome their risk aversion - prepare detailed performance metrics and clear succession plans. Kaleidoscopes promote only when it expands their power base, so time your request when the group is growing or new opportunities are emerging. Document how your promotion will enhance their influence and control.
Taking calculated risks that pay off can cement your relationship with your boss and boost your career, but your approach must match your manager's risk mindset and tolerance level. Bullies are natural risk-takers who respect aggressive attitudes but hold people strictly accountable for failures - ensure you have backup plans and clear metrics for success. Good managers despise risk and require strong arguments and detailed contingency plans before approving anything risky. Present worst-case scenarios and mitigation strategies to ease their concerns. Kaleidoscopes want logical arguments backed by benchmarks and examples of similar successful risks elsewhere, preferably from respected competitors or industry leaders. They're particularly receptive to risks that have worked in other organizations they admire.
Success in managing up requires not just understanding your boss's type but also recognizing how their typical behaviors may shift under different circumstances. By anticipating these variations and adapting your approach accordingly, you can maintain effectiveness even in challenging situations while building a stronger professional relationship.
Chapitre 10
The Ideal Manager: Striving for the Seventh Leader
The "Seventh Leader" represents the ideal boss that exemplifies truly great management. Unlike leaders celebrated for business results or publicity, the Seventh Leader is great because they encourage learning and growth, hold people to high standards while helping them succeed, tailor their approach to individual needs, listen respectfully, and treat team members as both individuals and part of a larger unit.
Tim exemplifies the Seventh Leader-a low-key but effective vice president recently promoted to lead a diverse innovation team. Unlike flashier executives, Tim listens deeply to his team, values their feedback, and adapts his approach based on circumstances. Though not the smartest or most charismatic manager, Tim excels at adjusting to change, helping his team navigate transitions with integrity and authenticity.
Two key tests identify a Seventh Leader: exceptional adaptability and genuine willingness to learn from their team. True Seventh Leaders vary their management style based on situations, take different approaches with different people, display positive traits from multiple management types when needed, adapt appropriately to new circumstances, and shift approaches to benefit the group rather than themselves.
Seventh Leaders distinguish themselves through their approach to feedback-not just giving it but actively seeking and absorbing it from diverse sources. While most managers claim to want feedback, the six other types struggle with it: Bullies rarely listen, Good bosses avoid difficult truths, Kaleidoscopes only value information that builds their power, Stars crave praise but lack patience for constructive criticism.
The Seventh Leader is an ideal rather than a perfect reality. No manager embodies all the ideal traits-tremendous adaptability, incredible empathy, willingness to learn and teach, and wisdom. However, we need ideals both as direct reports and as bosses ourselves. The concept emerged from observing how effective teams combine different strengths-one member resolving conflicts, another presenting ideas brilliantly, another understanding processes, and another implementing aggressively.
While bosses should help direct reports reach their potential, good employees should also help their managers move toward the Seventh Leader ideal. Most managers can improve regardless of their type. For Bullies, casually mention team members' expertise to encourage listening without threatening their authority. Good bosses need to see greater risk in maintaining the status quo than in adapting. Kaleidoscopes have strong potential if convinced that flexibility enhances their power rather than diminishes it.
In the end, the journey toward becoming a Seventh Leader-or helping your boss become one-is about recognizing that great management is not about perfection but about continuous growth, adaptability, and genuine human connection in the workplace.
