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If you’ve ever walked away from a meeting feeling more confused than empowered, chances are your boss might be the problem – or at least part of it.
 
 

In his book Have You Ever Had a Boss That…, seasoned tech executive Eric Charran makes the case that your manager plays an outsized role in your career experience and your mental health.
 
 

“Poor leadership isn’t just annoying,” Mr. Charran writes. “It corrodes morale, stifles growth and derails even the most promising careers.”
 
 

His perspective is backed by data from HR solutions company Ultimate Kronos Group. The survey of 3,400 people across 10 countries shows that nearly 70 per cent of employees believe their manager has a greater impact on their mental health than their therapist or their doctor; and it’s equal to the impact of their partner.
 
 

Mr. Charran draws from 25 years of experience at tech giants including Microsoft and Capital One to map out nine distinct difficult boss archetypes – and more importantly, how to deal with them. His goal is to empower employees to survive, adapt and even thrive under challenging leadership.
 
 
 

Here are the first four of the nine archetypes Mr. Charran outlines in the book and his approach to managing each. The final five will follow next week:
 
 

1. The Surprised
 
 

This manager is constantly blindsided by developments, despite having been informed in advance. Their trademark phrase? “Why am I just hearing about this now?”
 
 

To manage The Surprised, Mr. Charran recommends combining structured updates with documented communication. “Talk it out. Then write it down,” he advises, emphasizing that employees should prioritize what he calls the “blast radius” of an issue – tackling the most impactful topics first in meetings, then following up with written summaries​.
 
 

2. The Emergency Broadcaster
 
 

Every situation is urgent, every meeting a fire drill. This manager thrives on chaos, disrupting well-laid plans with last-minute demands.
 
 

Mr. Charran’s solution is boundary-setting. “Emergencies will happen, but they should be the exception, not the norm,” he writes. He encourages employees to proactively schedule check-ins, leverage shared calendars and suggest alternative times when crises arise. Documentation and visibility are key to minimizing repeated disruptions​.
 
 

3. The Complainer
 
 

This boss sees problems in every solution and never misses an opportunity to share their discontent.
 
 

Here, Mr. Charran suggests acknowledging the emotion but gently steering toward action. “The goal is not to fix their attitude, but to refocus their attention,” he writes. Ask specific questions such as: What would success look like here? Or, what support would help us move forward?
 
 

4. The Amnesiac
 
 

The Amnesiac forgets decisions, conversations and approvals, often to your detriment. You may find yourself having the same conversation over and over again.
 
 

“Documentation is your safety net,” Mr. Charran says. He recommends timestamped summaries and involving peers in emails to build a shared record. “When memory fails, your receipts matter,” he writes.

 
 

With May being Mental Health Month in Canada, and Mental Health Week kicking off on May 5, it’s the perfect time to get honest about how your work-life, and your leaders, affect your health. Stay tuned for the final five archetypes next week.

 
 

 
 
 
 
 
 

73 per cent
 
 

That’s how many American Gen Z workers would like to switch jobs or careers, with burnout being one of the main drivers, according to the survey conducted by Talker Research ahead of National Mental Health Awareness Month.
 
 
 
 

 
 
 
 
 
 

As layoffs ripple through industries, some companies are extending olive branches to former employees, inviting them back into the fold. But should you return to the employer that once let you go?
 
 

Experts advise weighing financial stability, alternative opportunities and the circumstances of your departure. While some returnees secure promotions or better pay, others face heavier workloads and lingering resentment. Ultimately, the decision hinges on personal priorities and the nature of the previous exit.