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A simple method of requesting increased resources is suggested, with useful tips for the faint‐hearted.

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.

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.

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

Being a good team player is a highly sought‐after skill. Demonstrates how to become a better team player within your organization by following some simple guidelines.

The ways of coping with a boss in the everyday work situation are discussed. Selecting a strategy to enable problems to be tackled effectively – i.e. quit and run or change jobs within the organisation, are evaluated, in the face of a boss who criticises, or who never offers encouragement.

This short, prescriptive article looks at some of the reasons why superiors may hoard information, and presents a practical, step‐by‐step framework aimed at changing the behaviour of an information‐hoarding boss. Nine steps in this process are described.

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 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.