CONTROL IS BOSS' IDEA OF SUCCESS.

Byline: KEN LLOYD On the Job

Q Our manager pretends to be interested in our ideas, and she uses all of this management terminology, but in reality she wants everything done her way. She never admits a mistake, and if we succeed at something, she makes little comments telling us that she did it even better. How in the world do you deal with someone like this? G.N.

A She sounds like a perfect reason for having a home office. This type of manager is obviously a highly controlling individual, and that characteristic tends to generate considerable dissatisfaction and resistance in today's workplace.

The problem is that her controlling behaviors are more a reflection of her personality than her managerial skills. And, while managerial skills can be changed, personality traits tend to be more enduring.

This means that rather than trying to change this individual, which you will not be able to do, you should accept her style as a given, and try to focus on the more satisfying and motivational aspects of your work. Hopefully, your job offers at least some intrinsic satisfaction, perhaps through the challenge, learning opportunities, and contact with your peers.

By focusing more on the key factors that are particularly rewarding to you on the job, you should find not only improved satisfaction and performance, but perhaps some improved opportunities for a transfer or promotion. At the same time, if your manager's style continues to grate on you, just remember that although she may be a controlling individual, you have control over your career.

Q We did a survey here, and one of the consultants told me that my employees are afraid of me. I told him I was not bothered by that, I think that a little bit of fear helps keep employees sharp and on their toes. The consultant essentially told me that I am wrong. What do you think? F.J.

A Score one for the consultant. Managers who use fear as a motivator may actually find a short-term positive impact on productivity, but this tends to be quickly replaced by decreased performance, attitudes and loyalty. In fact, as fear increases, productivity decreases.

Although you indicate that you only use ``a little fear,'' your perception may be quite different from that of your employees. Besides, even if the employees are just a little bit afraid of you, any time that they spend focusing on their fear is time that is directly subtracted from doing their work.

On a broader basis, what exactly do your employees fear? Do they think you are going to fire them, punish them, berate them, yell at them or carry out some other destructive action toward them? Any such concerns will work against the kinds of outcomes that managers typically seek, such as teamwork, trust, respect, solidarity and a shared commitment to meet departmental objectives.

In your situation, it is far better in all respects to be thought of as a fearless manager.

Q I am a new executive secretary to a chief officer of a major company. When he was brought on, he brought many former associates with him. His style at his old company was ``open door,'' but now he requires time with the door closed. His associates are having a hard time with this policy, and part of my job is as gatekeeper. My boss says ``they will get used to it,'' but they go in when I am away from my desk. Without being a nag, how do I best handle this situation? M.P.

A You may be the gatekeeper, but your boss is the one with the key to solving this problem. His former associates followed him in anticipation of continuing the open and communicative working relationship that they used to have with him. However, in the present company, he changed the rules of the game.

Since he now requires more time behind closed doors, he needs to meet with his staff and explain the situation to them. Certainly there will be times during the day when he can be more accessible, and his employees need to know how he wants to proceed. If he fails to communicate his expectations to the staff, he has put you in a no-win situation: Either you are a nag who keeps the troops out, or you are a weakling who lets them walk over you.

The larger issue is why your boss is reverting to a less accessible managerial style in the first place, particularly in light of the fact that effective management today calls for a good deal of contact and communication with the staff. Perhaps this issue will come out in his discussion with the troops, or maybe it could even be brought up by a highly insightful executive secretary.