Managing Up Making the most of your relationship with your boss

1. Malou Roth Human Resources Consultant Managing UpMaking the most of your relationship with your boss

2. Managing Up -- Topics • First, take care of yourself • Nobody likes a surprise • Size up your boss • Prepare first – then talk • Watch for communication traps • “How am I doing”

3. Managing Up First – Take care of yourself!! Why??

4. First, take care of yourself • Job description/outline – keep it updated • Resume – keep it current; you never know! • Goals • Set • Document • Monitor • Report progress

5. First, take care of yourself • Joint projects/ helping out/working on teams – it’s all good. Just keep track of it. What did the team accomplish and what was your role • “Extra-curricular activities” - join & enjoy but keep track of what you accomplish, skills you develop • Networking list – keep that rolodex up to date

6. Managing Up - Topics • First, take care of yourself ! • Nobody likes a surprise

7. Nobody likes a surprise I never met a boss who liked hearing Guess What ?

8. Nobody likes a surprise The popular belief is the boss knows what I am working on and accomplishing The reality is that most bosses “sort of” know what you are working on but are always somewhat surprised when they see the long list of stuff you have done. Don’t think your boss knows what you are up to. Be sure he/she does!!

9. Nobody likes a surprise • You need to do regular updates… but how to do it? • Ask your boss directly – How do you want me to keep you informed of what I am doing? • Even if your boss says…”Oh, don’t worry – nothing formal” – you still need some way to keep him/her informed

10. Medium & Message Medium Message • E mail -- Full report of all activities • Voice mail -- Outline of activities • In person talk -- Progress against goals • Written report -- Highlights only/skip the routine work Don’t guess… ask. What is the best way to keep you informed about what going on? There is no point spending time on these updates if the boss is not going to pay attention to them. They have to be in a format the boss likes.

11. Managing Up - Topics • First, take care of yourself • Nobody likes a surprise • Size up your boss

12. Size up your boss Why is this important ?

13. Size up your boss Styles of Thinking • the way we process information • what we consider important • how we think about data, values • how we make decisions • All Styles have pros and cons • A perfect TEAM will have all styles represented

14. Size up your boss • The Art of Thinking (paperback) • Styles of Thinking (hardback) • Authors –Robert Bramson * Allen Harrison He wrote Coping with Difficult People

15. Size up your boss • What is your boss’ STYLE OF THINKING --Idealist --Analyst --Realist --Pragmatist • For that matter……what is yours?

16. Styles of Thinking Idealist ASKS - What is our overall, long range goal • Focus on process and relationships • Good at articulating goals • Talks about the big picture; takes the long view • Believe disagreements can be assimilated and harmonized • May screen out hard data • May try too hard for “perfect solutions” • May overlook details in quest for long term view

17. Styles of Thinking Pragmatist ASKS -- How can we get this done • Seeks shortest route to payoff • Good at identifying impacts • Points out tactics and strategies • Good at adapting and being flexible to find a solution • May screen out long range solutions/discussions • May rush too quickly to a payoff or what “works” • May be too interested in the short term fix

18. Styles of Thinking Analyst ASKS - What does the data tell us • Seeks one best way • Focus on method and plan • Points out detail and DATA • May screen out values/human side • May over-plan, over-analyze • May try too hard for predictability • May want to gather too much data which delays making a decision

19. Styles of Thinking Realist ASKS -- What facts do we know • Seeks solutions that meet current needs • Focus on facts and results • Points out realities; can sound pessimistic • Good at simplifying and “cutting through” • May screen out disagreement • May rush to oversimplifying solutions • May over-relate to his/her own experiences

20. Managing Up - Topics • First, take care of yourself • Nobody likes a surprise • Size up your boss • First prepare – then talk

21. Managing Up First socks…then shoes First prepare….then talk

22. First prepare – then talkFormats and why they work • Formats force you to write your thoughts • Writing out your thoughts --- helps to organize them; provides a logical sequence --- helps you to see strengths and weaknesses in your approach so you can edit --- gives you something to “role play or practice” with someone else prior to the Big Boss Session --- acts as a guide when you talk to your boss --- easily turns into a written document if needed

23. Three useful formats • Communicating complicated issues • Communicating important issues when you find yourself in the middle • Selling your ideas

24. Three Useful Formats • You can’t just look at formats. You need to fill them out • They are WORKSHEETS. Retype and insert space to fill in your remarks • Take the completed format to the meeting with your boss and use it as a discussion guide

25. Communicating Complicated Issues The issue is Be concise. In one or two sentences, get to the point. It is significant because What is at stake? How does this affect people, services, clients, the future or other relevant factors. What is the future impact is this is not solved? The relevant background information is Summarize with bulleted points…how, when, where and why did the issue start? Who are the key players? What is the current status? ( Edit yourself… keep it brief, hit the highlights) What I have done up to this point is Outline what you have done What I would like to do now is What specific plan do I have, actions will I take? The help I want from my manager/supervisor is Say clearly what you want and make sure you get a clear answer.

26. Communicating Important Issues when you are in the Middle The issue is Be concise. State the key points in one or two sentences The relevant background information is Summarize with bullet points. How, when, why did the issue surface Who are the key players Briefly state the viewpoint/opinion of each of the key players. Stay objective. Who else is affected Briefly describe how the issue or conflicting viewpoints affect others involved What I would like to do now is Highlight what you think needs to happen and by when to resolve the impasse What assistance do I need and from whom Outline specifically what you need and from whom

27. Selling your Ideas • Write a statement of what you want • Write a statement of the need you are filling or problem you are solving • What are the benefits to your supervisor/your department/the organization. List as many as you can. • What are the benefits to you. List as many as you can. Stop here. Let your supervisor react. Sometimes he/she says…good idea…go for it.

28. Selling your Ideas 5. List all the objections to your idea. Think hard and be realistic about what your supervisor may say. (Time and money are two objections to almost any idea) 6. Develop a response that addresses or overcomes each objection. (If you cant come up with a plan to overcome a serious objection, your idea is probably not going to sell. Keep working on it but it is too soon to sell it) Stop here. Your boss may be convinced. Don’t offer objections he/she has not raised!! Say thanks and leave!!

29. Selling your Ideas 7. List all the possible acceptable alternatives to your original idea. Be flexible. Maybe you can get part of the idea approved or maybe a trial period to try it out. 8. At the conclusion of the meeting, what should you leave with the boss. Have it ready to make it easy in case he/she has to confer with others.

30. First, take care of yourself • Nobody likes a surprise • Size up your boss • Prepare first – then talk • Watch for communication traps

31. Watch for communication traps Loaded language Uses emotionally charged language Uses positive or negative terms to influence the listener Loaded The marketing department throws money at projects. Unloaded The marketing department spent more than budgeted on that project.

32. Watch for communication traps Exaggerated language Uses words which deliberately overstate the situation; use overly dramatic descriptions Exaggeration The entire file system is a complete mess. No one can find anything. Reality There is a backlog of filing that needs to be done. Morale stinks. Everyone is looking for another job. Some people aren’t happy with the recent decisions.

33. Watch for communication traps Limited choice Either – Or dichotomy limits thinking and discussing alternatives We either have to hire a new staff member or we won’t be able to fulfill the grant. Presenting solutions as THE ONLY ONE The only solution is….. Note: There is always more than ONE solution.

34. Watch for communication traps Sweeping generalizations Using statements that cover whole classes of people, ideas or situations Using the words… all and none

35. Watch for communication traps Using anecdotes as proof Presenting a specific instance as convincing proof We shouldn’t hire staff from private practice law firms. We hired that guy last winter and he wasn’t willing to roll up his sleeves and do the work.

36. Watch for communication traps Unclear words (weasel words) Using might, could, possibly, try These words are often unclear for a reason. Don’t assume the best case scenario. Be alert. Ask what the speaker means. We might be ready to get started fairly soon on the new project. That’s good news. When you say “might be ready” what does that mean?

37. Watch for communication traps Clarifiers When dealing with negative remarks, unclear or incomplete statements, criticism, get clarification BEFORE YOU RESPOND. Don’t start explaining or trying to convince prematurely. Your timetable is too slow. “Too slow” meaning….. I think this problem needs to be settled. When you say “settled” you mean…..

38. Watch for communication traps Reverses Don’t get trapped by a confrontational or unexpected question; Ask a question in response Begin the “reverse” with a softening statement and remember to use neutral non verbals What happens if we implement this new software and the staff won’t use it or it doesn’t work I can imagine that might be a concern. What makes you think the staff would reject it?

39. Managing Up – Topics • First, take care of yourself • Nobody likes a surprise • Size up your boss • Prepare first – then talk • Watch for communication traps • “How am I doing ?”

40. How am I doing? Part of Managing UP is helping your boss give YOU feedback on your performance. Regular, clear and relevant feedback is so valuable

41. How am I doing? • Smart employees ask for feedback on a regular basis. • Once a year is not enough. Appraisals are often poorly done or are inadequate to give you the type of feedback you need • Ask your boss for time for you to get some informal feedback. Don’t do a pop and plop. It isn’t smart or fair.

42. How am I doing ? • Ask a couple questions in advance • What do you see as my key strengths • What could I be doing differently to improve • What could I do MORE OF….or LESS OF • Make it easy for your boss. Don’t argue but make sure you understand the feedback. • Make the meeting short and to the point. Don’t let it drag on. 20 minutes is plenty. • Thank him/her

43. Summary • Take care of yourself first. Keep your personal Personnel File updated. • Bosses hate surprises. Keep your boss informed. • Size up your boss. How does he/she think. Try to appeal to his/her style. • First prepare – then talk. Use formats as guides • Watch for communication traps • “How am I doing” Ask to find out.

44. Managing Up Thanks And when you get to be a boss…be a good one!