The controller

Controllers are low in both dominance and sociability, which means they value accuracy and precision. They tend to be serious and reserved leaders who worry less about social connections and more about optimising existing standards, rules and processes. While controllers are motivated by order and continuous improvement, they’re rattled by unpredictability and spontaneity, which can make them seem rigid and not open to new directions.

To succeed with a controller boss, lead with data, not feelings, and walk them step-by-step through your analysis. Keep your communication detailed and structured by using bullets and numbered lists. Position changes as enhancements to existing ways of working. For example, “[Idea] builds on our current system…” or “We can take what we’re already doing and make it even better by…” Your controller boss will also appreciate it if you anticipate their questions by including risk assessments and contingency plans upfront.

If your boss overloads you with dense information or complex documentation, turn it back around and ask for guidance on what’s most critical (eg “What would you say are the key points I should pay attention to make sure we’re compliant?”)

You don’t need a new boss to be more effective at work. With a few strategic adjustments to how you communicate, including when you share information, how you frame it and what details you emphasise, you can get what you need to succeed.

Managing Up: How To Get What You Need From The People In Charge by Melody Wilding is published by Torva and available from 6 March.

These are the 4 boss personality types (and how to ‘manage up’ each one)