7 Things Your Boss Should Never Say to You

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Robwym55 of VT 4:27AM April 15, 2013

I was assaulted at work tonight! Get this. The person pushed me into a wall, 30 seconds after having thrown a chair down a hallway. I spoke to my boss, but had to excuse myself to calm my anger. When I returned to finish speaking with the boss, I let her know that if the person put her hands on me one more time, I would defend myself. The "manager"'s response?? "Fine! Just go beat each other up then!"
True story.

Jay of MA 4:34AM March 24, 2013

Get hired on at a tax defense firm. One paralegal as self appointed herself as office manager and her best friend, who is -- yes, the other paralegal on board. Didn't fit into their clique - after being told by boss that I do good work and even given a bonus last week, today I'm called in and let go because I'm "not a good fit." Whatta joke - this man has too many chiefs and not enough indians. Did I mention that this is three weeks before Christmas?????

Legally Disgusted of TX 10:40PM December 04, 2012

A comment to be added to this lovely list is "If you can't do your job, we can find someone who can so learn."

Emily of IN 12:22PM March 06, 2012

My company owner sends out 'Thoughts of the Week'. He makes his managers print them and display them where they will be sure to be seen. He imagines that they will be a stepping stone to our success.
I have news about that.
When the thought comes over the email, we all read it out loud and speculate whether or not HE read it and if he is following it.
His thoughts of the week are nothing but a fortune in a fortune cookie that can be translated to fit a workers discontent.
He dishes a bunch of crap out to his employees, like firing someone after a bad health diagnosis and saying the employee quit (to avoid paying unemployment) and then trashing their good reputation all over the company (too bad they went downhill so quickly!) and then he sends out a 'thought' that tells the rest of us to
make lemonade out of lemons. It's all about OUR attitude!
We have the same type of middle management that Bartleby of NH mentioned. As soon as they want to get rid of somebody, subtle comments, cutting hours down to an inexcusable amount, belittling their performance until they quit. (YAY...we don't have to pay unemployment!! woo hoo!!)Keep them just at the edge feeling inadequate so they will do ANYTHING to keep their job. Understand that they must feel lucky to have a job. NEVER FIRE THEM. ALWAYS make them leave so we don't have to pay.
Sorry....do I sound bitter?? LOL Just stating facts.
I have been in a couple of jobs where I saw this pattern. It is VERY disturbing! The new hire comes with colorful and bright enthusiasm and willingness to contribute and then one way or another, they manage to beat them down to just showing up 'gray' day after day. To me, that kind of management is the company shooting themselves in the foot.
The story could be so much more successful and amazing if they didn't do that.

its umama of TX 10:05AM September 28, 2010

But traditional employee loyalty to management is dead! Isn't it? Public and private organizations are into a phase of creative disassembly where constant reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Chevron, NUMI, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley are firing staff, faculty and part-time lecturers. Estimates are that the State of California may jettison 47,000 positions.
Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees’s fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employeer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor. Traditional loyalty to management is dead – get used to it.

Milan Moravec of CA 11:16PM August 10, 2010

In a situation where supersivor in organisation now deem it fit that by ways of intermediation to junior employeer he/she is doing are job effecting is it not killing management policy. Seeing threats as only weapon to be used to correct worngs instead of training, and counselling services programme to be given to enhance code of conduct, value and norms of the organisation to Improved by means of effective communication to all. And as well play the role of coodinating TEAM WORK spirit as
ways to improved on discipline aspect of individual to the work.

victor johnson of NV 6:02AM May 30, 2010

I worked for a company where employees were constantly being mistreated. It was so bad no one stayed very long (either through termination or ppl simply leaving). I was hounded by one supervisor in particular who made it his mission to drive me out. He made boorish threats such as "tell me, do you like your job?" His behavior was exteremely obnoxious and in the end I was pushed out the door.
My health took a big hit from working in that environment, I ended up suffering from hypertension. So I was fired, well good because it was killing me physically and emotionally. That kind of employee abuse should be against the law and employers who use these tactics should be held accountable.

Bartleby of NH 4:43AM May 20, 2010

I am working for an older relative. When things don't go the way he wants them to he gets loud and screams at the employees. (control Issue) I personally have herd him talk to the employees in this way and really didn't think he would do the same to me being that I am new and just learning the business. Well stupid me, I got it, more so. Personal issues were brought up that had nothing to do with the business problem. He just exploded, screaming like no tomorrow. All i ask of him was to not scream into the phone cuz i could not hear what he was saying. It just got worse. I have never had an employer yell or yell very loudly at me. I gave them no reason to either. Any suggestions?

shel of FL 12:59PM May 17, 2010

I recently got fired for not being a "good fit," and this was the same day that I had a meeting with my boss and HR to go over some inappropriate things that were said at my performance review a few days earlier. My boss had told me (politely) that although I got along well with the rest of the team, that I have trouble gasping the job duties, (graphic designer 7 years exp.) and that I always looked confused, lost and overwhelmed and my "look" did not inspire confidence. She also told me that I was at a handicap, which shocked the hell out of me, because I had no idea what she was talking about. When I called her out on using that term, she clarified that she meant it as a golf analogy (which I wouldn't have understood anyway, I don't play golf), and that she meant, people learn at different speeds, some are quicker and some are slower (of course she implied I was the slower). HR had to chalk it up as a communication issue with no mal intent, but then HR was not present at the time of the performance review. They hired an outside HR person to let me go at the end of the day.

abby of CA 11:10AM April 18, 2010