Navigating the boss labyrinth

Thirukkural with the Times explores real-world lessons from the classic Tamil text ‘Thirukkural’. Written by Tamil poet and philosopher Thiruvalluvar, the Kural consists of 1,330 short couplets of seven words each. This text is divided into three books with teachings on virtue, wealth, and love and is considered one of the great works ever on ethics and morality. The Kural has influenced scholars and leaders across social, political, and philosophical spheres.

Motivational speaker, author and diversity champion Bharathi Bhaskar explores the masterpiece.

In high-powered organizations, one lesson shines above all — protect the boss ’s ego. Disagree you may, but gently. Always accept the boss’s decision as final and weigh words like gold.

We like to believe that careers are built on talent and hard work. But often, they are shaped by the temperament of the person we report to. Employees do not leave organisations; they leave their bosses. Bosses can wound in many ways—the one who makes your best efforts seem miniscule, the one who basks in the glow of victories but points an accusing finger at failures, the micro-manager who controls every move, and the monster manager who thrives on making others’ lives miserable.

Even brilliant leaders are not exempt. Craig M Wright, an American scholar, studied the leadership styles of several geniuses such as Edison, Picasso, Henry Ford and Steve Jobs, who were masterminds and yet poor as leaders. Jobs, for instance, was allegedly obsessively controlling and prone to fits of rage. A few who worked under him have remarked that suffering soars as much as creativity under him.

How then did employees survive their ire? By adapting. Some endured the storms in silence, some mastered the art of reading moods, and some simply left when the strain became too much. If this is the case with corporates—where checks and balances still exist—what about kings who held supreme power?

History is filled with tales of such unchecked arrogance. Maharaja Jai Singh (1882–1937) despised defeat. Opponents in games were warned to lose, yet once during a polo match the opposite team triumphed. Furious, the Maharaja torched his horse, blaming it for the loss. On another occasion, he felt insulted at a Rolls-Royce showroom in London, and bought seven cars, shipped them to India, and used them as garbage carriers. King Farouk of Egypt (1920–1965) fared no better; he disliked the look of a railway station and ordered it to be demolished. Power, when absolute, often slid into cruelty.

So how should one navigate a bully boss in the modern workplace? Experts say one should ever confront them mid-tirade. If the attack is by email, resist the urge to strike back instantly. Wait, and bring up the incident calmly in private. You may never get an apology, but your quiet reminder signals that respect cannot be trampled on. With narcissistic bosses, the path is different. Their charm is a mask that slips in time. When it does, the best course is to plan an exit, but carefully, without burning bridges.

Centuries before, Thiruvalluvar anticipated these struggles in his chapter ‘Dealing with the Supremely Powerful’. His counsel is precise:

·Do not compete with your boss

·A bad impression is hard to erase. So try not to make any mistakes

·Your boss may be friendly. Do not take liberties—never laugh out loud or whisper in his ear

·Do not interrupt or question rashly

·Intimacy does not mean privilege

And then comes his most profound metaphor, in Kural 691:

“Agalaadhu Anugaadhu Theekayvaar Polga:
Igal Vendhar Serndozhugu vaar”

Moving with the bosses is like sitting by the fireside;

Neither too close, nor too far.

That, perhaps, is the timeless art. Whether in the court of kings or corporate corridors, survival rests, not in confrontation or servility, but in balance—knowing the exact distance at which one can sit, feel the warmth and not get burnt.