The actions of somebody who becomes a partner or director or just any kind of person managing other people are subject to far more scrutiny than your ordinary worker.
They are also prone to misinterpretation.
I recall a story from the Harvard Business School about how if a "boss" walks past a member of their team in the corridor in their office and does not acknowledge them, or does so abruptly, that can have a disproportionately negative effect. The team member thinks "On my goodness - I am not performing well. Am I in trouble?" In fact the boss is just thinking about his next meeting and is weighed down by the responsibilities of office.
There are two key lessons here. For bosses recognise the additional impact any kind of perceived negative behaviour can have because of the position you are in. For workers be more understanding that your manager is human and with the stress of his or her role may not be intending any personal slight in this sort of situation.
They are also prone to misinterpretation.
I recall a story from the Harvard Business School about how if a "boss" walks past a member of their team in the corridor in their office and does not acknowledge them, or does so abruptly, that can have a disproportionately negative effect. The team member thinks "On my goodness - I am not performing well. Am I in trouble?" In fact the boss is just thinking about his next meeting and is weighed down by the responsibilities of office.
There are two key lessons here. For bosses recognise the additional impact any kind of perceived negative behaviour can have because of the position you are in. For workers be more understanding that your manager is human and with the stress of his or her role may not be intending any personal slight in this sort of situation.
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