Andrew Grove wears a number of different hats: president of Intel Corp.; what one survey called one of the "10 toughest bosses in America;" and advice 2olumnist to the worklorn.
A Hungarian immigrant, he came to the United States in 1957 and rose to the top of Santa Clara, Calif.-based Intel, one of the largest semiconductor companies in the world.
His tough, no-nonsense management style has helped Intel weather the storms of technological change and global competition that have rocked high-tech companies in the United States.
Grove's outlook on management has made him popular as a corporate lecturer and, more recently, as an advice columnist. He has modeled his question-and-answer column after "Dear Abby," and dishes out advice on everything from how employees can handle difficult bosses to how bosses can handle stubborn subordinates.
He is the author of "High Output Management" and "One-on-One With Andy Grove."
Beginning today, Grove's column will run every week in Washington Business.
I work as a design engineer for a small manufacturer of computer peripherals. My work ordinarily involves designing parts for new products. A few months ago a coworker, whose job was to document changes made to machines that were already being manufactured, left. I was asked to help out until a new person could be hired.
My involvement with this work, however, turned out to be a lot more than either I or my boss originally thought. I found many changes that had not been fully documented and others where the documentation was so incomplete that the production people couldn't build the machines consistently.
I dug into cleaning all this up, but when the production people discovered that I knew the details of what was going on with the changes, they kept coming to me with more and more questions.
Last week my supervisor gave me my performance review. While he acknowledged that I had helped out elsewhere, he criticized me for "low productive output" in my design work.
I am very annoyed by this. Should I argue with my boss about his comment or should I just ignore the documentation work in the future?
When your boss asked you to help out in the documentation area, he expected to change the makeup of your work to a certain extent. In reality, it probably changed a lot more than he realizes.
Document for him exactly what you have been doing, showing what would happen if you cut back on some of those activities. You and your boss must have a meeting of minds so that you will be evaluated on the basis of your work assignment, and so that your boss can make an intelligent decision as to what your work priorities should be. What do you do about a manager who lies?
I am a sales professional, and my boss is the sales manager. He has a terrible habit of stretching the truth.
This can involve embellishing the features and capabilities of our products to our customers -- which bothers me a lot as I pride myself on being completely honest -- or just saying that he did some things when, in fact, he did not.
I have tried to confront him with specific instances. He accused me of lying and got very angry with me. I can't go to his boss because the two of them are close friends.
This whole situation is starting to make my life miserable. What should I do?
A person who is a habitual liar won't change easily. The web of his lies, little or big, will continue to surround you. Look for another job elsewhere.
In the meantime, stand your ground whenever your boss's lies directly involve you. Chances are he won't continue to take you on directly.
Please send questions to Grove in care of the San Jose Mercury News, Business News Department, 750 Ridder Park Dr., San Jose, Calif. 95190. He will answer questions in his column but cannot answer them individually.)