Managing UP: The Art of Working on a Team

Transcription

1 Managing UP: The Art of Working on a Team Admission Training Institute 2016 Betsy Ellsworth, Director of Admission and Financial Aid, Greenhills School (MI) Anne Behnke, Director of Admission, St. Mark s School (TX)

2 Learning Objectives Your learning/work/interaction style Patience as you learn to work with others Suggestions for how to work as part of a team

3 Managing UP Huh? What does THAT mean? When someone tells you that you need to "manage up," what he or she is really saying is that you need to stretch yourself. You need to go above and beyond the tasks assigned to you so that you can enhance your manager's work, says Rosanne Badowski, co-author of "Managing Up: How to Forge an Effective Relationship With Those Above You."

4 Know YOURSELF Why were you hired? What is your job description? What are your strengths? What are your weaknesses? Try taking the:

5 16 Personality Test Let s play with it! Betsy is The Protagonist. Code: ENFJ-T Role: Diplomat Anne is The Consul ESFJ Sentinels Strategy: Social Engagement

6 How to Help Your Boss Help You Meet to establish ground rules Get specifics - See the Scenarios The three C s Competency Credibility Confidence

7 Managing Up Without Sucking Up The first step to managing up is to scope out the job you were hired to do and then execute it. The second step to managing up is to know what problem your superior is trying to solve in order to create economic value, to become an indispensable solution. Avoid becoming too familiar your boss is not your BFF. Power is the ability to get things done. Managing up helps you get the resources you need to get those things done. The classic definition of managing up is about developing a good working relationship with a superior. Better to simplify: managing up is solving problems that your stakeholders need solved. HBR Whitney Johnson DECEMBER 15, 2014

8 Dos and Don ts In a nutshell, most career experts agree that managing up is a method of career development that s based on consciously working for the mutual benefit of yourself and your boss. It doesn t mean avoiding work, rebelling, kissing up, or trying to turn the tables on a higher-up, but instead understanding your boss s position and requirements and making yourself known as a stellar employee by exceeding her expectations and needs. Idealist Careers The Dos and Don ts of Managing Up

9 Manage - NEVER No One likes to be managed. If I might be so bold, it s not your job to manage your boss. Most good leaders love to be challenged, but I don t know too many who like to think their being managed by subordinates there s a subtle but distinct difference. Your responsibility is to do the job the way those above you want it done, not how you want to do it. Granted, in a perfect world there would be alignment between the two, but alas, the world is not perfect. When it comes to enhancing the efforts of those above you, I would encourage you to think about it like this: Engage Yes Collaborate Yes Challenge When needed Advise Where appropriate and value is added Object When it s the right thing to do Loyalty Until it s no longer earned (if you can t be loyal go work for someone else) Manage NEVER My Advice on Managing Up, Mike Myatt, FORBES, 11/30/2013

10 What SHOULD I do? DO keep your supervisor informed NO surprises Schedule meetings which you both SHOW UP TO Pay attention Jump in when needed Maintain a good attitude no matter what Do quality work Build relationships, trust and an information network Stay out of politics Learn the company's rules Be a good follower when the situation dictates it.

11 Scenario #1 Your boss is an early riser Like the 4:30 a.m. kind of early riser, and tends to send messages timestamped at 4:45 a.m. What do I do?

12 Scenario #2 Your boss is an incredibly natty dresser. Brooks Brothers suits, dressy shoes, a real leather briefcase.. Are you expected to match this dress style?

13 Scenario #3 You are assigned the job of managing the campus visit program. You work diligently to update training manuals and new tours around campus. Your supervisor never checks in with you What should you do?

14 RESOURCES Harvard Business Review (HBR) NAIS Your Network - join LinkedIn Your ATI Faculty etc