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A prescriptive article which covers understanding the style of your superior, and changing your own behaviour to better fit that style.

Practical advice to those wishing to develop a mentoring relationship with their boss (or other senior member of an organisation) is presented. Role‐play dialogues are drawn on, and a checklist is included. The author isolates four stages in developing a mentoring relationship and develops areas within those stages.

The issue is addressed of making sure that one′s boss is made aware of successes one has had, without undue elaboration. Seven steps in a communications process are prescribed.

Argues that very few people know how to show loyalty to their boss in the workplace, yet loyalty is often valued more highly than performance. Sets out basic steps on how to show loyalty and uses brief conversations as an example.

Argues that change is constant and is something we will all have to contend with numerous times in our working lives. Describes a six‐step strategy for responding positively to organizational change. Gives numerous theoretical examples of conversational exchanges between boss and employee to illustrate the process.

Dealing with a less‐than desirable performance appraisal takes skill and preparation. Provides many tips on preparing to discuss your appraisal with the boss. Runs through a possible scenario and summarizes the various stages to go through.

Explains that the first step in getting positive reinforcement from your boss is to realize that you want and need it. Next, thought needs to be given regarding how and why your boss withholds positive reinforcement. Now you are ready to meet with your boss, ask for more positive reinforcement, cite examples of when he/she has given it and how it benefits both parties. End by giving him/her positive reinforcement for discussing this with you.

Asserts that problem solving is an essential skill for managers. Considers when managers should apply problem‐solving techniques and details the stages involved in the effective resolution of problems.

Explains why participative planning should be adopted, and describes it. Lists, with examples, various steps of planning and provides hints. Details goal establishment, avoiding misunderstandings, participation, constraints and implementation. Concludes by supplying several possible benefits of participative planning.

Describes a five‐step strategy for handling criticism from your boss. Gives numerous theoretical examples of conversational exchanges between boss and employee. Subdivides three of the five steps into three or four sub‐stages. The five steps are: prepare yourself mentally to be criticized; accept the criticism; understand the criticism; reach agreement on how you will change; give positive reinforcement to your boss. Concludes that criticism should not be taken personally but should be allowed to be a catalyst for improved future behaviour in order to gain the maximum advantage from the boss’s feedback.