According to Alan’s cover story, what is the different trait between a boss and

W: When you met a mental boss in your work, what should you do? Alan Deutschman is a senior writer of Fast Company Magazine, who wrote the cover story for the July issue entitled "Is your boss a madman?" He is here to offer advice on dealing with a mental boss. Alan, good morning, nice to see you!
M: Good morning, Katie.
W: Don’t many bosses share at least a couple of traits in your story: in other words, there is couple of bad qualities in them?
M:(1)You know most people have some of these traits to a small degree. The difference is mental hazard in spades.
W: Right. And the combination of mental behavior and power’s probably pretty lethal.
M: That’s right. And the power is the magnet for madman, you know they’re attracted by things that are thrilling. They want games that they can win and so companies give them that arena.
W: Alright. We have a little quiz that people can take at home, so they can get their pencil in and paper out to find out if their boss may be a madman.(2)The first question is: "Is your boss superficially charming or grandiose", right?
M:(2)That’s right. These people, they’re very charming, they are very likable, and they are seductive. They want you to be their friends and their ally, but it’s really all about them.
W: If you think somewhat, you mark one, if you think yes, you mark two.(3)What about lacking empathy? Why are mental bosses so lacking it or unable to relate to their workers?
M: Well these people aren’t like you and me.(3)They are profoundly selfish. They don’t care about you: they don’t care about their feelings: they can lay you off, they can fire you: they can backstab you. It does not make them worry.
W:(3)OK, do they fake that they’re empathetic at least?
M: That’s right. They are great actors, they are like Hollywood actors, and they can lie, they can manipulate. They don’t have feelings for us, but they know how to play our feelings.
W: OK. In fact that’s the next question: "Does your boss lie or manipulate?"(4)And I was going to say, many corporate madmen will refuse to take responsibilities as we’ve seen in some of these corporate cases, right?
M:(4)It’s amazing. You see these people and they are convicted. They might even go to prison, but they don’t say they did anything wrong, they say they varied victims actually.
W: All right. Now we add up our scores. I’m not sure if anyone could keep up with this, but one to four means you shouldn’t worry. Your boss is probably just frustrated. Five to six means you should be afraid, and seven to eight means you should be very afraid. So what do you do if you are very afraid or afraid? How do you deal with someone like this?
M: Well, the first thing to do is to be suspicious of flattery. Because these people will try to disarm you, so they can then use you or backstab you. So they’ll come with extreme flattery. So you’ll like them and you’ll think they’re your friends and your loyalists, and your guard will be down.
W:(5)You say, question authority, avoid suspicious activities and assess the damage to your life. And in a nutshell, what does that mean exactly?
M: That means that just because your boss says something is OK, it doesn’t mean it is OK. And you know a lot of things can be in your job description, but lying, cheating and stealing or helping someone else to do those things or covering up. That’s not legit.
W: And a madman would often try to get you into his or her web, so you arc partaking these activities which could spot from some serious trouble for you down the road, right?
M: That’s right. And for the company, that’s how things like Enron happened.
W: Although you know when you need to quit, you can’t do it, because it’s hard to find a job these days.
M: Yes. You know it’s hard to have a good job. The economy isn’t great, but since something emotional damages. It’s just too much.
W: And it’s hard to get to human resources and say, my boss is a madman, so you know you have pretty limited options, right? But at times as you said, sometimes enough is enough.
M: That’s right.
W: OK, I believe some people will adjust their work attitude to deal with the relationship with their mental bosses after they read your story. Thank you very much! Good to have you here!
M: Thank you! Nice to be here!