GOALS OF PRESENTATION

Transcription

1 MANAGING UP! Talmadge E. King, Jr., MD Krevins Distinguished Professor of Medicine Chair, Department of Medicine University of California San Francisco (UCSF) San Francisco, CA

2 GOALS OF PRESENTATION Understand the concept of managing up. Guidelines & Clarify the skills involved in managing up. Understand the pitfalls of managing up strategies. Basic styles of leadership. DISCUSSION

3 Managing Up A by product of your efforts is to enhance the work of those you report to. You need to go above and beyond the tasks assigned to you so that you can enhance your manager's work Exerting influence beyond your area of direct responsibility Mike Myatt Forbes 11/30/12

4 Managing Up It s not your job to manage your boss The best way to be looked upon favorably by those you report to is not through various charades and other forms of skulduggery, but by simply doing your job and serving them well. Mike Myatt Forbes 11/30/12

5 Managing Up IS NOT Promotion of selfinterest Brown nosing Manipulation Gymnastics of corporate climbing, or Other mind games Qen Na Cindyrina August 02, 2011 Mike Myatt Forbes 11/30/12

6 Guidelines for Managing Up Mike Myatt Forbes 11/30/12 Wayne Turk The Art of Managing Up, Defense AT&L: March April 2007 Jenny Jedeikin November 5, 2012

7 Understand your boss s perspective and agenda. Align your priorities with your boss s priorities. Put yourself in your manager s shoes. Understand their goals and pressures Strengths, weaknesses, aspirations, and work styles or pressures and constraints

8 BE HONEST AND TRUSTWORTHY A key element in managing your boss Maintain your honesty and dependability.

9 BE LOYAL AND COMMITTED Until it s no longer earned If you can t be loyal go work for someone else

10 UNDERSTAND PREFERENCES Try to conform to them. If you get crosswise with your boss, even over something minor, you may never be able to undo the damage.

11 HOT BUTTONS AND PET PEEVES Land mines to be avoided. Ignoring them (or not understanding them) can be career suicide for you. Challenge When needed Object When it s the right thing to do

12 Communicate Two way. Verbal or written. Listeners need to hear the information first, then they can consume a written version. Readers want the story on paper first so that they have some time to digest and understand the issue before meeting to discuss it Listen and ask questions

13 PROVIDE SOLUTIONS, NOT PROBLEMS. Shows that you have thought the situations through. Advise Where appropriate and value is added

14 COLLABORATE & ENGAGE OTHERS Seeks the aid of others to persuade the manager to do something Use the support of others as a reason that a request should be granted 2011 Academy for Academic Leadership

15 No Surprises Good or bad news Keep your boss informed on a regular basis (daily, weekly, or monthly meeting or e mail; or some other exchange) Full blown interim progress reports on a regular schedule

16 MANAGER S STRENGTHS USE THEM. Depend on your boss s strengths and use them. Respect his/her time 2011 Academy for Academic Leadership

17 MANAGER S WEAKNESSES COMPENSATE FOR THEM. Recognize your boss s weaknesses and provide support in those areas.

18 Know your manager's style Harvard Business Review March April 2000 Leaders use six styles. Each springs from different components of emotional intelligence. Emotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions in ourselves and in our relationships.

19 Know your manager's style

20 EMOTIONAL INTELLIGENCE The ability to manage ourselves and our relationships effectively. Each capability, in turn, is composed of specific sets of competencies.

21 YOUR MANAGEMENT STYLE Understand your own management style and take responsibility for its effect on others. Be aware of the effect that you have on others and their reaction to you, especially those under you.

22 DON T GO OVER THE BOSS S HEAD OR BEHIND HER BACK Go to manager first. If very serious and nothing being done, you might have to go over her head should be a last resort only if: Urgent problem that continues to ignore Doing something illegal A serious physical illness, mental illness, or substance abuse problem that you are aware of Doing something (e.g., sexual harassment) that could lead to a lawsuit and/or bad publicity.

23 REQUEST FEEDBACK Request periodic feedback Learn to accept it best approach is nonadversarial. Listen to what he says and try to act on it.

24 More Intelligent & Gifted Than The Boss? Good. He/she may have hired or promoted you for just that reason the best leaders make every attempt at building their organizations with people who are brighter and more talented than they are. This is a laudable practice that should be admired, not resented. If your work doesn t speak for itself, or if it does and isn t being recognized, rather than play silly games, move on honorably and look for a better fit.

25 Multiple Bosses Makes work more difficult because you have to consider the needs or preferences of each of them. But it s still doable.

26 Thomas Zuber and Erika James, managing up is the process of consciously working with your boss to obtain the best possible results for you, your boss, and your organization

27 If you are not helping, you are hindering.

28 WHAT YOU NEED TO KNOW about yourself Major goals Career Objectives Preferred work style Strengths Weaknesses, blind spots Pressures & stressors Immediate concerns about your boss Vision & Goals Career Objectives Preferred work style Strengths Weaknesses, blind spots Pressures & stressors Immediate concerns 2011 Academy for Academic Leadership

29 THANK YOU FOR YOUR ATTENTION.