Say what's on your mind... but it's better not to upset the boss

The top US commander in Afghanistan was in Washington yesterday after being summoned to the White House by President Barack Obama to explain disparaging comments he made about his political masters to Rolling Stone magazine.

Meanwhile, former England captain Terry has been at the centre of a storm of intrigue this week, after laying bare a series of grievances and personnel issues which he vowed to raise at a team meeting with manager Fabio Capello following their dismal start to the World Cup. It soon became apparent that some senior players were not impressed with him airing the team's dirty linen in public and, while a France-style players' revolt was narrowly avoided, it was an unwelcome distraction in the run-up to yesterday's crucial match against Slovenia. As the pressure built, Capello was forced to admit there was some discontent in the camp. "Probably one or two are not happy, but the majority are. One player is not so important compared to all the others. The group is more important. For this reason it is no problem. We are here to play at the World Cup, not for a holiday," the manager said.

Terry found himself isolated and later apologised to Capello for his outburst, saying: "It was never my intention to upset the manager or the players and, if I did upset anyone, I apologise."

In Gen McChrystal's case, the war commander incurred President Obama's wrath after criticising his aides and leading politicians in a magazine interview. He is depicted in the article as a lone wolf at odds with many important figures in the Obama administration and is described by an aide as "disappointed" in his first Oval Office meeting with Mr Obama.

McChrystal was quick to apologise for using "poor judgment" in the interviews but it remains to be seen if the damage has already been done.

Both he and Terry felt compelled to say what was on their minds, although there is a thin line between constructive criticism and undermining your boss and sparking dissension among the ranks.

"It's difficult to tell your boss what you think of his, or her, management style but if you feel you have to say something then there are certain ways you can go about it," says Cary Cooper, professor of organisational psychology and health at Lancaster University. "But one thing you never do is go to the press. If you have concerns, then you should address them in a constructive way, you should go and see your boss and tell them what you're finding difficult," he says. "So John Terry should not have told the media he should have gone to Capello and said, 'can we look at making a change to the formation, because I think that could help us win'. But you do it in a non fault-finding way that gives you a solution to the problem, otherwise the manager, or

the person in the senior role becomes defensive."

Paul Dickens, a chartered psychologist, believes the manner in which grievances and concerns are aired is important. "People need to be able to say what they think but it has to be done in a mutually agreeable situation and most businesses have a process that allows this

to happen."

Speaking your mind can be used to devastating effect, as Geoffrey Howe showed with his carefully calibrated resignation speech in 1990 which led to Margaret Thatcher's downfall and which she later described in her memoirs as "cool, forensic, light at points, and poisonous."

But Mr Dickens says that voicing your concerns as a way of instigating change can be a dangerous game.

"It's much better to get some allies to speak alongside you, because if you go in on your own you run the risk of people making you a scapegoat. And if you are going to say something, then it's better to rehearse it

with somebody first, rather than barging into someone's office and everything coming out wrong, because that can make the situation worse. The key thing is to speak directly to your boss and say it straight."

Otherwise, situations can quickly unravel, as both Terry

and McChrystal have found to their cost.

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