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Managing your boss

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Managing your boss

  1. 1. Managing your boss From “Managing for the Future” by Peter F. Drucker A Presentation by Jegan Sekar
  2. 2. Manager’s role <ul><li>In an organization, every manager – including the CEO – is someone’s boss and someone’s subordinate. </li></ul><ul><li>Few managers seem to realize the importance of managing the boss, or worse, believe that it can be done at all. </li></ul><ul><li>Managing the boss is fairly simple – indeed generally quite a bit simpler than managing subordinates. </li></ul>
  3. 3. Old scenario <ul><li>According to management books & business schools </li></ul><ul><li>Manager is responsible for his own acts and also for his subordinates’ </li></ul><ul><li>Manager’s main focus is inwards – for e.g. a CEO to manage the production </li></ul><ul><li>Very less competition and hence big market share </li></ul>
  4. 4. Modern scenario <ul><li>Relationship in the corporate world is undergoing a major change according to the demanding needs. </li></ul><ul><li>Competition is fierce and hence the focus is outwards </li></ul><ul><li>Subordinate is responsible for his boss’s acts too </li></ul><ul><li>The objective is to empower the boss and make him more efficient </li></ul>
  5. 5. Importance of boss <ul><li>A subordinate should understand the importance of his/her immediate boss. </li></ul><ul><li>It is with him/her that we interact most. </li></ul><ul><li>A subordinate should tune himself with the boss to the max. </li></ul>
  6. 6. Understanding the requirements <ul><li>Understand boss’s requirements. Ask questions like following to understand his requirements better: </li></ul><ul><li>What he wants? </li></ul><ul><li>What is he good at? </li></ul><ul><li>What are the problems he might face? </li></ul><ul><li>What can I do to help him in job? </li></ul><ul><li>What are the things that can hamper his performance? </li></ul>
  7. 7. Understanding contd… <ul><li>The idea behind asking these questions to yourself, is to tune you according to the boss. </li></ul><ul><li>Don’t try to reform your boss. After all, he is a human being who has his own strengths & weaknesses. </li></ul><ul><li>For e.g., a boss may be extremely good at analyzing the facts and arriving at a decision, but not in putting together the facts. In that case, the subordinate can help him put together the facts, thus overcoming his weakness and making him more effective. </li></ul>
  8. 8. DOs <ul><li>Understand his needs in type of reporting - detailed, brief, word of mouth - do it according to his preference </li></ul><ul><li>Keep him informed in the way he wants - entire history, facts, or just crux of the matter </li></ul><ul><li>Submit your reports in the suitable time - morning, noon, evening - in whichever time he wants </li></ul>
  9. 9. DOs contd… <ul><li>If there is a disagreement in the team, report it in a way he wants - word of mouth, documentation, etc. </li></ul><ul><li>Identify his strengths and weaknesses – to make strengths effective and weaknesses irrelevant </li></ul><ul><li>Keep him aware of what to expect i.e. aware of what everyone in the team is currently working at (objectives, goals, priorities, etc.) </li></ul>
  10. 10. DONTs <ul><li>Never surprise boss, not even with pleasant ones (if such thing exists). Bosses hate surprise. It is the job of the subordinate to protect boss against surprises. </li></ul><ul><li>Never underestimate your boss. If you do so, it may not be expressed in words, but by your actions. Eventually, he will find out. The result is, he will start underestimating you which will become a mutual breach of trust. </li></ul>
  11. 11. Conclusion <ul><li>The most important thing is not what to do or what not to do. It is to accept that managing the boss is the responsibility of subordinate manager, and a key – maybe the most important one – to his or her own effectiveness & success as an executive. </li></ul>
  12. 12. Thank You