Almost all of us have had to deal with a boss whose own management style and set of management skills left something to be desired. Managing up — as it is called — is relatively easy when one’s boss has a skill set, style, and personality similar to our own. But how to manage up when our boss has a style, set of habits, or chronic lack of sound judgment that inhibits and complicates our ability to do our jobs?
In this series of articles under the category “MANAGING POOR MANAGERS”, I will share what hard-won experience has taught me about coping with the less than ideal boss. Begin by asking “does it really matter”? Does this act of bad management seriously affect my ability to do my job, or hinder the performance of my organization as a whole? If it does, then you should act to confront the issue as best you can. If it does not really matter in any significant way, then save your powder for the engagements that really do.
NOT RESPECTING OTHERS’ TIME
The ideal boss would probably be someone who provides you with a clear sense of the assignment, a desired outcome, the deadline, and any information or suggestions that might assist your efforts. Following that, the ideal boss would get out-of-the-way and let you do the job.
But on occasion we encounter the boss who simply does not seem to grasp the alone time we need to do the job. These time gobblers come in many varieties; ie. The extrovert, think out loud boss who simply loves talking to people about their ideas or the boss who has taken the management by walking around concept way too seriously and eats up the time of everybody in their path.
I distinguish this boss from the micromanager because they aren’t into telling you how to do your job. Rather their intrusive behavior simply eats up far to much of your precious time.
The problem you face is binary. Your choice is between the frustration that comes with the regular intrusions on your time or the conversation you must have with the boss if you wish for some behavior modification.
The trouble with the frustration route is that frustration grows over time, easily morphs into anger and perhaps an irrational response. That leaves the conversation, a choice you need think out carefully, including your best judgment regarding the eventual openness of your boss to your point of view.
The tone and content of your conversation should be calm, rational, and non-accusatory. Emphasize how much actual time these frequent interruptions take up during a busy work day. Choose your words carefully and be prepared to adjust on the fly. You may even wish to suggest an alternative approach to your interactions that is scheduled, and less random.
Might your boss be defensive? Most definitely. Might their feelings be hurt, or might they feel a bit embarrassed at not having seen this for themselves? You bet. But if you have judged their openness to constructive and legitimate feedback correctly, they will process your input and hopefully make the behavior adjustments you desire.
Like all forms of managing up, there are no guarantees of success. But avoiding difficult conversations because they are uncomfortable, or might have negative consequence, is a losing game plan. Psychologically, humans must choose between talking things out or acting them out.
UPDATED April 2026
Categories: Managing & Leading, Managing Poor Management
What Best Mnagers Know & Do 
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