Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

How to Manage Your Boss

1.339 Aufrufe

Veröffentlicht am

Becoming a new manager is an experience that falls somewhere between elation and enduring the business end of a fire hose. In either case, those comfortable days of answering for the quality for your work and your work alone are gone.

You are now the point person for scheduling, deadlines, workflow, quality, team relationships, and a whole lot more.

I don’t want to add one more ball to juggle in your workday, but I would be letting you down if I didn’t give you one crucial piece of advice that will make your management duties so much easier.

Veröffentlicht in: Leadership & Management
  • Als Erste(r) kommentieren

How to Manage Your Boss

  1. 1. How$to$Manage$Your$Boss
  2. 2. Becoming)a)new)manager)is)an)experience)that)falls)somewhere) between)ela5on)and)enduring)the)business)end)of)a)fire)hose.)In) either)case,)those)comfortable)days)of)answering)for)the)quality)for) your)work)and)your)work)alone)are)gone.
  3. 3. You$are$now$the$point$person$for$scheduling,$deadlines,$workflow,$ quality,$team$rela:onships,$and$a$whole$lot$more.$
  4. 4. I"don’t"want"to"add"one"more"ball"to"juggle" in"your"workday,"but"I"would"be"le6ng"you" down"if"I"didn’t"give"you"one"crucial"piece" of"advice"that"will"make"your"management" du<es"so"much"easier."
  5. 5. Make%sure%to%manage%your%boss.
  6. 6. Yes,%it’s%probably%uncomfortable%to% consider%wielding%influence%over%the% person%who’s%supposed%to%manage%you,% but%the%fact%is%that%every%manager%should% have%a%measure%of%control%with%the%person% who%manages%them.
  7. 7. How$is$that$even$possible?$How$ does$that$work?
  8. 8. To#be#clear,#manipula0on#is#the#last#thing#we’re#talking#about#here.# This#isn’t#about#forcing#your#boss#to#take#specific#ac0on#for#your# benefit.
  9. 9. Instead,)you)need)to)be)fully)aware)that)you)have)a)great)degree)of) control)in)how$your$boss$perceives$you.)Remember)this:) • Managers)control)what)their)boss)thinks)of)their)team. • Managers)control)what)their)boss)thinks)of)them. While&this&influence&may&seem&awkward&at&first,&learn&how&to&use&it& so&it&can&start&working&in&your&favor.
  10. 10. What%It%Means%to%Manage%Your%Boss
  11. 11. Let’s&keep&this&simple.&When&you’re&managing&your&boss,&you’re& inten8onally&and&explicitly: • Se$ng'his'expecta0ons'for'your'team • Helping'him'go'to'bat'for'you'when'needed • Giving'him'reason'to'brag'about'your'team'to'his'management
  12. 12. When%you%give%your%boss%regular,%specific% input%on%on%your%team’s%performance,% you’re%elimina9ng%most%of%his%worries% about%project%performance%and%progress.%% In#other#words,#you’re#feeding#him#regular# status#updates.#This#is#a#concrete,#subtle# way#of#lightening#your#boss’#workload.
  13. 13. Making'his'job'easier'makes'your'job' easier.
  14. 14. This%principle%may%sound%complicated%and%servile,%like%I’m%asking% you%to%read%your%boss’%mind%and%polish%his%shoes,%too.%But%in%reality,% this%<p%gives%you%a%lot%of%clarity%around%the%specific%and%prac<cal% reports%you%generate%for%your%boss.
  15. 15. When%you’re%crea-ng%updates%for%your% boss,%don’t%spin%your%wheels%deciding%what% to%include%or%what%to%judiciously%omit. A"er%giving%and%receiving%hundreds%of% these%reports%in%my%management%career,%I% know%that%all%of%the%informa;on%you%could% share%boils%down%to%these%four%issues:
  16. 16. What%your%boss%really%wants%to%know • Exactly)what)projects)your)team)is)working)on • An)educated)es:mate)on)how)long)it)will)take)your)team)to) complete)the)work • A)clear)deadline)for)the)en:re)project • A)quality)benchmark)for)the)final)product • The)projects)that)are)queued)up)next)to)work)on
  17. 17. As#you#keep#a#handle#on#all#of#the#micro5details#of#daily#produc6on# coding,#make#sure#you#are#honestly#and#proac6vely#giving#him# perspec6ve#on#your#team’s#weekly#ac6vity.
  18. 18. Keep$communica,on$open
  19. 19. When%you’re%new%to%managing%a%team,%it’s% temp4ng%to%put%your%head%down,%keep% plugging%away,%and%hope%that%the%teacher% won’t%call%on%you.%Instead,%grab%your% courage%and%be%willing%to%talk%to%your%boss% frequently.
  20. 20. It’s%almost%impossible%to%communicate%too%much%with%someone% who%is%accountable%to%someone%else%like%the%client,%another% manager,%or%produc8on%for%the%results%of%your%work. Put$him$at$ease$and$bring$keep$providing$informa5on$on$the$five$ issues$I$men5oned$above.
  21. 21. Prove&that&you’re&informed&and&in& control
  22. 22. Regular(updates(show(your(boss(that(you( are(keeping(tabs(on(the(essen5als(so(he( doesn’t(have(to(peer(over(your(shoulder(all( of(the(5me,(which(is(aggrava5ng(for( everyone.
  23. 23. That%said,%realize%that%you’re%not%going%to%catch%everything,% especially%when%you’re%in%a%new%role%or%you’ve%just%joined%a%new% company.%Sooner%or%later,%you’ll%face%a%ques>on%and%have%to%have%to% reply,%“I%don’t%know.”
  24. 24. Never,&ever&end&the&sentence&there,&however.&Always&add&in,&“I& don’t&know…&and$I’ll$find$out.” Chase&down&the&answer&within&15&minutes&or&by&the&end&of&the&day —be&realis7c—but&make&sure&you’re&seen&as&the&person&with&the& answers&instead&of&blank&stares.
  25. 25. See#things#from#your#boss’#point#of# view
  26. 26. This%is%another%piece%of%advice%that%feels%like%a%hassle%but%is%really%a% shortcut%in%disguise.%Try%asking%your%boss,%“How%can%I%make%you% more%successful?”%Or,%“What%can%I%do%to%make%your%job%easier?”
  27. 27. These%ques(ons%require%a%small%risk%on%your%boss’%part,%because% you’re%asking%him%to%pull%back%the%curtain%and%show%you%what’s% really%going%on%in%his%world.%But%the%poten(al%reward%is%significant.
  28. 28. As#you’ve#probably#already#discovered,#most#people#come#to# managers#because#they#need$something.#It’s#rare#to#have#someone# offer#to#help.#In#fact,#no#one#has#ever#asked#me,#“Is#there#something# I#can#do#to#make#your#job#easier?”
  29. 29. In#response#to#a#ques-on#like#this,#a#boss# might#reveal#some#simple#adjustment#you# can#make#that#will#create#a#huge#win#for# them.#Even#if#you#don’t#get#a#specific# answer#in#reply,#don’t#worry.#You’ve#s-ll# made#a#great#aBempt#at#goodwill.#
  30. 30. How$Failing$to$Manage$Your$Boss$Hurts$You
  31. 31. Some%managers%avoid%this%topic%for%all%the%right%reasons.%They%want% to%appear%respec8ul%and%compliant,%so%they%focus%completely%on% their%team,%figuring%that%their%excep=onal%management%skills%will%be% no=ced—magically!—by%upper%management. Please&don’t&make&this&mistake.!
  32. 32. If#the#payoffs#for#managing#your#boss#are# huge,#so#are#the#downfalls#when#you# ignore#this#opportunity.#Here#is#the# cascade#of#nega;ve,#unintended#effects# you#can#expect#when#you#don’t# communicate#and#shape#expecta;ons.
  33. 33. 1.#Bad#news#will#reach#your#boss# before#you#do.
  34. 34. Missed&the&deadline?&Found&a&huge&bug&that&s2ll&needs&to&be& squashed? If#you#don’t#make#communica1on#a#priority,#one#fine#day,#your#boss# is#going#to#get#blindsided#with#informa1on#you#didn’t#tell#him.#And# he#won’t#be#happy.#
  35. 35. When%bad%news%needs%to%be%delivered,% make%sure%you%tell%him%yourself—before% other%people%do. And$be'er$to$be$realis/c$about$exactly$ what$it’s$going$to$take$to$get$the$project$ back$on$track.$It’s$temp/ng$pick$a$deadline$ that$sounds$good$over$a$deadline$that$will$ actually$work$in$order$to$save$face.$ PleaseAAdon’t$do$it.
  36. 36. 2.#You’ll#appear#clueless.
  37. 37. Neglec&ng(regular(communica&on(creates(an(environment(where( you(will(drop(the(ball(not(once,(but(repeatedly.(A;er(a(few(&mes,( you(boss(will(assume(that(you’re(not(paying(a>en&on,(and(that( trust?bus&ng(kind(of(damage(is(difficult((but(not(impossible)(to( repair.(
  38. 38. If#you#have#a#choice#between#being#late#on# a#project#or#appearing#clueless,#always# choose#to#be#late,#and#present#a#solu9on.# Being#late#might#be#someone#else’s#fault,# but#you#have#no#one#but#yourself#to#blame# for#being#clueless.
  39. 39. 3.#Welcome#to#micromanagement.
  40. 40. If#your#boss#is#convinced#that#you#don’t#have#a#grasp#on#the# process,#sooner#or#later#he’s#going#to#step#in#and#start#managing# your#team#for#you.
  41. 41. As#you#can#guess,#this#leads#to#a#huge#erosion#in#your#team’s# confidence#in#you.#It’s#painful#for#your#boss,#who#has#to#pull#himself# away#from#his#own#work#to#take#over#yours.#And#it’s#demoralizing# for#you,#because#it’s#an#ongoing#reminder#of#what#you#should#have# done#to#keep#the#ship#afloat.
  42. 42. Keep$in$mind$that$in$stressful$situa1ons,$your$manager$might$resort$ to$micromanaging$as$his$way$of$picking$up$the$tools,$just$as$most$ new$managers$are$tempted$to$start$coding$when$things$become$ stressful.$$$
  43. 43. Your%boss%may%resort%to%micromanagement%if%he%has%recently%been% promoted%and%is%more%comfortable%managing%programmers%than% managing%managers.
  44. 44. 4.#Your#boss#doesn’t#have#your#back# when#it’s#7me#for#answers.
  45. 45. If#a#rela(onship#based#on#communica(on# and#trust#(and#regular#updates)#isn’t#in# place,#your#boss#can’t#go#to#bat#for#you# when#customers,#other#departments,#or# his#own#boss#wants#to#know#what’s#going# on. Don’t&take&that&chance.
  46. 46. It’s%Never%Too%Late:%Start%managing%your%boss% today
  47. 47. If#you’re#hearing#about#this#concept#for#the#first#5me,#don’t#worry.# Chances#are#that#you#intui5vely#understand#some#of#this# informa5on,#which#is#just#common?sense#communica5on. There’s'no'reason'to'cross'your'fingers'and'hope'you’re'doing'it' well'when'you'can'have'a'solid'plan'instead.'
  48. 48. • Invite(your(boss(to(give(you( construc1ve(feedback(so(you(can( clearly(see(his(priori1es(and( perspec1ve.(This(also(helps(frame(the( rela1onship(as(one(of(collaborators,(not( adversaries.
  49. 49. • Ask%your%boss%for%a%weekly%mee1ng%where%you%can%keep%him%in% the%loop%on%progress,%hangups%and%changes%that%crop%up%along% the%way.%Establishing%a%regular%dialogue%removes%anxiety%from% boss?employee%interac1ons.%
  50. 50. • If$your$boss$has$a$standard$format$for$ status$reports,$go$with$it,$even$if$it$ seems$frustra8ng$or$a$waste$of$8me$ ini8ally.$Part$of$your$job$is$to$make$his$ job$go$smoothly,$so$be$willing$to$offer$ this$support.
  51. 51. • Establish*a*“No*Surprises”*policy*with* your*boss.*Promise*each*other*that* you’ll*go*to*each*other*first*when*big* issues*need*to*be*sorted*out.
  52. 52. • Create'a'clear,'mutual'methodology'for'measuring'and' communica6ng'progress.'Avoid'vague'responses'like'“almost' done”'or'“we’re'making'good'headway”'that'can'convey'false' expecta6ons.
  53. 53. • Build'alliances'with'people'who'aggravate'your'boss—with'his' blessing,'of'course.'If'there’s'a'client'who'is'always'complaining' about'nothing'or'a'produc>on'manager'who'needs'a'process' explained'six'>mes'before'he'moves'ahead,'offer'to'take'on'the' issue.'Some>mes,'the'tension'comes'down'to'a'personality' conflict'that'sends'him'around'the'bend'but'doesn’t'really'bother' you.'Be'willing'to'give'him'a'break.
  54. 54. If#you’re#s+ll#feeling#a#li1le#hesitant#about#managing#your#boss#a6er# all#of#this#advice,#take#a#step#back#and#remember#your#essen+al#role# as#a#manager:#You’re'a'communica-on'hub.#Keep#that#one#concept# front#of#mind#every#day,#whether#the#project#status#is#on#track#or# off#the#rails,#and#you’ll#steer#yourself#clear#of#many#basic# management#problems.#
  55. 55. Become&a&Be(er&Technical&Manager I"get"paid"to"coach"newly"minted"technical"managers."My"clients" quickly"feel"drama:cally"more"confident"and"capable"and"start" seeing"be=er"performance"from"themselves"and"their"team"within" weeks. I"am"taking"the"same"insigh-ul,"ac2onable"lessons"I"teach"in"my" coaching"and"pu8ng"them"out"as"a"free"newsle<er."Sign"up"to" become"a"be<er"manager"here.

×