Managing Your Boss’s Moods and Emotions Ted is a forensic accountant at the law firm of Chambers, Bergweitz, and Rowe. He has worked there for 10 years and is called in on cases when his unique skills are needed by the different attorneys and partners. He reports to Richard, who has been his boss for 8 years. Richard is responsible for all of the specialized personnel used on cases, not just the forensic accountants. He has been a decent boss—fair with clear standards for performance and what it takes to get promotions, raises, and bonuses. However, Richard suffered a heart attack last month and is going to be taking early retirement in order to take care of his health. As a result, the specialists under Richard are now being divided out to the different department heads they serve until a replacement can be hired in a few months (as Richard is on medical leave, he can’t be replaced in his position for legal reasons at this time). Ted now reports to Margret, the head of the divorce department, and finds her a difficult boss to work for on most days. She always seems to start her day in a bad mood, where she denies any subordinates’ requests or finds that the requests (as well as requestor) are stupid if she is approached before 11 a.m. Whereas Richard had a clear process for assigning cases to the accountants, Margret seems to let her emotions guide her choices. For instance, when Seeru, another forensic accountant, was late getting Margret a report because he had to get an emergency crown repair, Margret was angry with him. She seemingly retaliated by dumping three cases on him in one week and left Ted with nothing to do. She also required Seeru to complete his analysis of all the cases by Monday, thus requiring him to work the weekend. However, when Ted and Seeru’s work helped a client get a large divorce settlement, and thus the firm a large cut of the settlement, she was pleased and gave both of them Friday off on a whim so they could enjoy a long weekend. Additionally, Ted has found her sobbing in her office on more than one occasion when he has gone to get files or clarification on cases from her. To make matters worse, Margret often screams at her assistant and other employees outside of her office, which disturbs those in nearby offices and cubicles. Margret’s emotionally charged behaviors are very disruptive to Ted and Seeru’s work. It is hard for them to concentrate when she is yelling, and they do not feel comfortable working in their cubicles because they never know when she is going to have an outburst that makes it impossible to have a phone conversation or to have clients, clients’ financial managers, or other attorneys over for meetings. They also can’t get information they need from her when she is in a rage or fit of despair, as they don’t dare go near her. Ted would like to request a transfer to the partner that handles corporate trials and investigations. He has talked to some of the attorneys in that department, and it seems a much nicer working environment. However, until he can get transferred over, he and Seeru are employing a number of strategies to deal with their boss and her volatile moods. These include: • Avoidance. The guys work out of the office when possible by meeting with clients and their financial managers at their homes or offices. When they have to work in the office, they try to work in the archives, libraries, or conference rooms away from Margret. • Gray Rocking. By not emoting, even when Margret’s emotions are affecting their own feelings, Ted and Seeru are not fueling her fire. Oftentimes they have seen her react even more harshly if someone cried or yelled back, and so do their best to not only not say anything but not have any facial expressions that could communicate how they are feeling. • Gifting and complimenting. In the last few weeks, the guys have brought what they consider peace offerings whenever they go see Margret—from coffees to bagels or bars of chocolate. Whenever she gets these little things, Margret perks up and is a bit easier to get information from or permission to use company resources. • Overdelivering. After getting that Friday off for doing good work, and knowing what can happen if they don’t deliver on time, the guys work hard to ensure they do excellent work and beat deadlines. Case Study Questions: 1. What could be the sources of Margaret’s emotions and moods? 2. Do you see here any instance of affective events theory? 3. Evaluate the strategies that Ted and Seeru are employing to deal with their boss’s volatile moods. 4. If you were in Ted’s place, what other strategies might you employ in dealing with Margret?
Managing Your Boss’s Moods and Emotions
Ted is a forensic accountant at the law firm of Chambers, Bergweitz, and Rowe. He has
worked there for 10 years and is called in on cases when his unique skills are needed by the
different attorneys and partners. He reports to Richard, who has been his boss for 8 years. Richard
is responsible for all of the specialized personnel used on cases, not just the forensic accountants.
He has been a decent boss—fair with clear standards for performance and what it takes to get
promotions, raises, and bonuses. However, Richard suffered a heart attack last month and is going
to be taking early retirement in order to take care of his health. As a result, the specialists under
Richard are now being divided out to the different department heads they serve until a replacement
can be hired in a few months (as Richard is on medical leave, he can’t be replaced in his position
for legal reasons at this time).
Ted now reports to Margret, the head of the divorce department, and finds her a difficult
boss to work for on most days. She always seems to start her day in a bad mood, where she denies
any subordinates’ requests or finds that the requests (as well as requestor) are stupid if she is
approached before 11 a.m. Whereas Richard had a clear process for assigning cases to the
accountants, Margret seems to let her emotions guide her choices. For instance, when Seeru,
another forensic accountant, was late getting Margret a report because he had to get an emergency
crown repair, Margret was angry with him. She seemingly retaliated by dumping three cases on
him in one week and left Ted with nothing to do. She also required Seeru to complete his analysis
of all the cases by Monday, thus requiring him to work the weekend. However, when Ted and
Seeru’s work helped a client get a large divorce settlement, and thus the firm a large cut of the
settlement, she was pleased and gave both of them Friday off on a whim so they could enjoy a
long weekend. Additionally, Ted has found her sobbing in her office on more than one occasion
when he has gone to get files or clarification on cases from her. To make matters worse, Margret
often screams at her assistant and other employees outside of her office, which disturbs those in
nearby offices and cubicles.
Margret’s emotionally charged behaviors are very disruptive to Ted and Seeru’s work. It
is hard for them to concentrate when she is yelling, and they do not feel comfortable working in
their cubicles because they never know when she is going to have an outburst that makes it
impossible to have a phone conversation or to have clients, clients’
attorneys over for meetings. They also can’t get information they need from her when she is in a
rage or fit of despair, as they don’t dare go near her.
Ted would like to request a transfer to the partner that handles corporate trials and
investigations. He has talked to some of the attorneys in that department, and it seems a much
nicer working environment. However, until he can get transferred over, he and Seeru are
employing a number of strategies to deal with their boss and her volatile moods. These include:
• Avoidance. The guys work out of the office when possible by meeting with clients and
their financial managers at their homes or offices. When they have to work in the office,
they try to work in the archives, libraries, or conference rooms away from Margret.
• Gray Rocking. By not emoting, even when Margret’s emotions are affecting their own
feelings, Ted and Seeru are not fueling her fire. Oftentimes they have seen her react even
more harshly if someone cried or yelled back, and so do their best to not only not say
anything but not have any facial expressions that could communicate how they are feeling.
• Gifting and complimenting. In the last few weeks, the guys have brought what they
consider peace offerings whenever they go see Margret—from coffees to bagels or bars of
chocolate. Whenever she gets these little things, Margret perks up and is a bit easier to get
information from or permission to use company resources.
• Overdelivering. After getting that Friday off for doing good work, and knowing what can
happen if they don’t deliver on time, the guys work hard to ensure they do excellent work
and beat deadlines.
Case Study Questions:
1. What could be the sources of Margaret’s emotions and moods?
2. Do you see here any instance of affective events theory?
3. Evaluate the strategies that Ted and Seeru are employing to deal with their boss’s volatile
moods.
4. If you were in Ted’s place, what other strategies might you employ in dealing with Margret?
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