Say hello to Anand. Your boss. You are too good a person to say what you really think of him, but suffice to say, you don't like him. Whether he is just a jerk, or his jerky behaviors stem from insecurity, the results are the same. He steamrolls over everyone to get what he wants done. So far, he has been successful. Will he continue to be? How will you manage this dynamic? Why is managing Anand a part of a coaching course? Here is a snapshot of Anand discussing his background, motives, and concerns.

More About Anand

Background Info

35 years old.
Your Boss. Director of Product Development. Reports to the Executive VP.
Been with TLA for over five years.

Disposition

Loud. Can appear to yell, sometimes, but is really just energetic. Sometimes you can feel intimidated by him. Sometimes you don’t feel supported by him.
But, having said that, he means well and has good intent. Well, good intentions that are filtered through inexperience and insecurity.
Anand is unsure of himself. He is afraid to look bad, and therefore afraid to be the cause of failure. Failure is not an option, and Anand does not see the benefits failure may bring to the development of the product or even to his own growth.
He is always focused on results. Focused on getting customers to buy-in to DFI.
Focuses always on solutions—the end does justify the means.
He directs—even when he shouldn’t.
Likes to be right.
Steamrolls at times.
Subtlety is not an option.
They invented the word “speed” to describe Anand.

Work

Concerned with complaints about DFI from other executives. (What? Huh? Why?)
Feature production has been successful, but operationally a struggle.
So far, on time and internal testing seems to be on target.
While in the past Anand has been willing to focus his interest through you, he is now going directly to your team members. (Huh? Why?)
When he brought you onto the team, he sat across from you, took out his wallet and asked, “Why should I invest my money in you?” You took the job because of the opportunity—certainly not because of the “leader.”
Anand brought Kay to the team last month—not as your subordinate, but as a peer. She should be your subordinate. This pissed you off most definitely. Why did he do this?
Obviously, you have some issues with Anand…