Our bosses can be the bane of our lives, always judging, demanding, worrying, and complaining. (Is there a class in management school that covers worrying?) They are not genetic traits as there incidence crosses all races, geographies, and genders, rather it's something they are burdened with when they enter the hallowed halls of management.
Project managers with impeccable records become, almost over night people who can believe three stupid things before breakfast and repeat them to their skeptical subordinates with a straight face. And that is just the good promotions. It is not only cream that rises to the top. There is plenty of crap that floats to the top and gets promoted. We all know of too many examples to believe the bromide about living in a meritocracy. Too many Whiskey Tango Foxtrot appointments with sides of "can you believe" and "what were they thinking".
Kings of old were anointed with holy oil, and given a crown, an orb, and a scepter as a sign of their God given right to rule. The three wise men brought with them Gold, Frankincense, and Myrrh. Maybe when as managers they get their first briefcase, or their promotion letter, it's impregnated with oils of paranoia, and they receive the gifts of gullibility, fear, and stupidity. Whatever happens it is very potent. Snake venom is like herbal tea in comparison.
Or maybe they are given rings and unbeknown to them those rings are, in Lord of the Rings style, subservient to a master ring; a ring that “rules them all” from the executive equivalent of Mordor!
Whether we know what happened or how it was done we have to deal with the jellyfish they have become. We have to make it work, or at least give the impression that we are. Bosses need to be supported, but from a safe distance. We don't want to go down with his ship when he fails.
Always be cultivating networks within and without of your department or company. If you work remotely this takes more work than if you are in a traditional office. For once the dreaded matrix management can help since it requires you to report to a wider range of people, thereby forcing you to network. Always have your manager as an element in the Observe and Orientate sectors of the OODA loop until it is time to Decide and Act. Just make sure that you don’t swap a jellyfish for the incredible boneless wonder. You don't want to move from the frying pan to the fire!