48 laws of power youtube update#
They don’t update you on important developments and then blame you for not knowing about them.They’re not beneath lying, attributing words to you that you never said, and actions you never did.They view management as a game of “gottcha” instead of a collaboration and opportunity for joint problem solving.They collect negative feedback in a “Pearl Harbor” file and dump it on you during an annual performance review instead of providing real time feedback when you can explain what happened (see further item #4 above) or take corrective action.They play games with performance reviews and raises, making sure you sign your review before the raise goes in effect to make sure you don’t add any comments their boss might see.They use performance reviews as a thinly disguised mechanism for justifying a predetermined raise or denying a raise and it has little to do with your actual performance or contribution to the company.Reviews are done on a last in first out basis. They base your performance review on what they remember you did last week or if you’re lucky, last month.It clearly doesn’t apply to them, because after all, do you know who they ARE? They let you know leadership “stuff” is well.They don’t listen to your warnings about adverse consequences of their decisions because “you’ll do as you’re told.”.The few accolades they do give sound forced or disingenuous.
They grudgingly express gratitude for a job well done because “that’s your job.”.They laugh at you when you share good news about a project.They retaliate against anyone who does not agree with them, or in their eyes, makes them look bad.They forever place you on their mental S-list.They concoct false emergencies while you’re on vacation or traveling for business and then berate you for not having answered your email or phone while you were gone, even after you told them you'd have limited or no access.Even though they’ve approved your vacation time and it’s on the calendar, they want you to remind them of your vacation the week before.They withhold information you need to do your job, saying “I’ll tell you when you need to know.”.They exclude you from meetings on projects you are part of.They get angry if you propose an idea to one of their peers they can’t take credit for.They openly play favorites with members of their team and isolate themselves from those they don’t like.They don’t want to be confused by the facts after they’ve made a decision.Their primary exercise is jumping to conclusions because they have a “busy desk.”.To their team or department they’re yellers, screamers, or cursers and when called on it say “Everyone knows I don’t mean it when I do that” and they clean it up nicely when meeting up the chain of command.They periodically remind you that you can be fired.These examples are in no particular order. They do it because they can, not because they should. Here are some examples of how managers abuse their power. A supervisor had to cross a legal line before HR could “do” something about it. Crossing the line of human decency wasn’t enough. do something about it,” I said.Īs you might imagine, the conversation went nowhere because HR wouldn’t take action unless a manager had done something illegal. “There are soooo many bad managers,” the VP of Human Resources lamented.
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