Dear Bob ... In a recent reorg season, I acquired a new boss. In the course of the last two months, every meeting I have had with him, I've initiated. He's given minimal direction on what he wants done, but more on what he doesn't want done. He's not included me, or my staff, in important initiatives in the areas where we have been hard at work. The word on the street is that (unlike me) he loathes confrontatio Dear Bob …In a recent reorg season, I acquired a new boss. In the course of the last two months, every meeting I have had with him, I’ve initiated. He’s given minimal direction on what he wants done, but more on what he doesn’t want done.He’s not included me, or my staff, in important initiatives in the areas where we have been hard at work. The word on the street is that (unlike me) he loathes confrontation, as well as any discussions where facts are supplemented by feelings. My prior boss, to whose flaws I had previously adapted, has indicated that he’d like me to transfer into his new area. The problem is that, on paper, the job that I have is a job I could love, while the alternative is interesting, but elicits less passion. Any suggestions on how to work it out with the new boss, or whether I should just pack it in, and flee to what seems like safer ground.– Not sure whether to flip or flyDear Flip … A lot depends on your assessment of your current boss’s character. If you think he’s at all vindictive, or just as bad if he’s the kind of person who will avoid talking with you if he anticipates the conversation being difficult, you’re going to have to be awfully subtle. The good news is that he prefers facts to feelings. Sure, it would be better if he was receptive to both, but if you have to choose between the two, facts are better.So let’s talk strategy and tactics. You have a couple of likely strategies. One is to just put your cards on the table and see what he has to say. “On paper, I like the job I have. In reality, for one reason or another I don’t seem to have gained your trust, and I’ve been offered another opportunity within the company. I have to decide whether to take it, and the answer depends on whether we can improve our working relationship. Here’s what isn’t working for me. I assume you have a similar list. Do you think we can fix it?”I don’t recommend it. It can work – I’ve seen it work – but if it doesn’t, there’s no opportunity for a Plan B. The other likely strategy is to turn yourself into a confidant. It will take patience, but it has a high likelihood of success, and even if it doesn’t succeed, there’s no risk attached to it.As for tactics, they begin (as is so often the case) with beer or some other conversational lubricant. Which is to say, get your boss into an informal atmosphere. If you can’t, you can schedule a meeting and have the same conversation in his office, but I think an after-hours alternative would work better.Next: The way to turn your self into a confidant isn’t to offer help. It’s to ask for help. “You and I don’t get much time to just talk things over, and I wanted to pick your brain on a couple of subjects.” Pick an issue or two that match your boss’s hot buttons or fit into his personal goals, about which you have some expertise – perhaps something related to systems architecture or a new technology. The advice to ask for should be in the nature of politics and organizational dynamics. “Here’s the situation I’m looking at. I have a pretty good idea of how to address it, but I have no idea who to get it in front of, how to get it in front of them, and how to get a decision. What do you think?” By asking for help in this fashion, you get to present your abilities in a non-threatening way, you compliment your boss without it being flattery, and you create a situation in which the two of you can collaborate. Do this a few times and it won’t be hard to get your boss to take the next step, which will be asking your advice on a technical matter. When he does, or when you see an opportunity to offer help, make sure you’re “executive” about it. Don’t say, “Would you like me to look into that for you?”Say, “Would you like me to have my team look into that for you?” instead. Expressing it this way sets the right example, it establishes you as a leader, and it places you as a “right-hand man” instead of a low-level staffer.Then, there’s the third strategy: Shrug, and follow your old boss, figuring a well-paved road to one unknown destination is superior to one with a lot of potholes in it to a different unknown destination. – Bob ——– Technology Industry