If there are parts of the organization—products, facilities, people—about which your new boss is proprietary, it is essential to identify them as soon as possible. You don’t want to find out that you’re pressing to shut down the product line your boss started up or to replace someone who has been his loyal ally. So try to deduce what your boss is sensitive about. You can do this by understanding your boss’s personal history, by talking to others, and by paying close attention to facial expression, tone, and body language. If you’re uncertain, float an idea gently as a trial balloon, and then
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