22/09/2017. Managing Up. Welcome. Masterclass Outcomes. Masterclass Series. Timing Attendance sheet Resources

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1 Managing Up Masterclass Series Welcome Timing Attendance sheet Resources Masterclass Outcomes By the end of this masterclass, you will be able to: Understand how to build effective working relationships with senior colleagues Identify and assess power differential Develop strategies and skills for managing up 1

2 Stephen R. Covey, The 7 Habits of Highly Effective People, 1999 What is Managing Up? A process in which you work collaboratively and effectively with more senior colleagues to achieve mutually agreed upon outcomes. It is about influencing senior colleagues to make decisions that benefit all involved. It is not manipulating. It is not competing. 2

3 Harvard Business Press, Pocket Mentor Series The Underpinning Research Gabarro & Kotter, in Managing Your Boss (1980), found the key to successfully managing up were: Making sure you understand your manager Goals, objectives, pressures, strengths, weaknesses, and preferred style Assessing yourself and your needs Strengths, weaknesses, personal style, disposition towards dependence. Developing and maintaining a relationship Fits both needs and styles, mutual expectations, keeping them informed, based on dependability and honesty, and uses your bosses time selectively Traps for Manager Employee Relationships Failure to see the dependence on each other Unrealistic, or no understanding of, each other s circumstances and expectations Lack of empathy for the other party Failure to change to suit the other s style and preferences Lack of understanding and respect for each other s legitimate power Waiting for, or relying on, the other to build the relationship An absence of trust 3

4 Dependence on Each Other Understanding You & Your Manager Strengths & Weaknesses Style and Preferences Goals, Objectives & Pressures What are your manager s goals and objectives? What do they need from you to achieve these? What are your goals and objectives? What do you need from them to achieve these? What are your manager s pressures? How can you help with these? What are your pressures? How can your manager help with these? 4

5 Aligning Goals, Objectives & Understandings How can you clarify goals and objectives? Don t wait for your manager to instigate the discussion Take the initiative and set up a meeting complete with agenda (formal or informal, depending on the nature of the relationship) Have a discussion and agree on expectations What would you put on the agenda? Understanding You & Your Manager Strengths & Weaknesses Style and Preferences Goals, Objectives & Pressures What is your manager s style? What are their preferences based on this style? Information, focus, style of leadership, appetite for risk, etc. What is your style? What are your preferences based on this style? 5

6 Scott Schwefel, Your Personality and Your Brain, 2014 TEDx Brookings, South Dakota What did you think of the video? What did you think of the four personality types? Do you find the examples consistent with your experience? Important Notes Personality profiling does not measure: Intelligence Values Skills and experience Education and training No style is better than another Each style brings its own strengths and weaknesses to the situation Most people have multiple approaches Behavioural Styles Two dimensions to consider: What is someone s pace or drive? (Extravert or introvert) Outgoing or reserved? What is someone s priority? (Thinking or feeling) People or task focused? 6

7 Unlocking Styles Unlocking your manager s style gives you an insight in to how they like: To receive information To make decisions The work environment to be The people around them to act Interact with the world Unlocking your style gives you an insight in to how you like: To receive information To make decisions The work environment to be The people around you to act Interact with the world Do these match or do they clash? Understanding You & Your Manager Strengths & Weaknesses Style and Preferences Goals, Objectives & Pressures What are your manager s strengths and weaknesses? What are your strengths and weaknesses? Do you complement each other or hinder each other? 7

8 Power Differential All relationships are influenced by power bases Manager subordinate relationship is unique because the manager has legitimate authority A power differential will always exist which affects the dynamics of your interactions Power leverages can be used in a positive way, such as helping someone by enabling something, or a negative way to stop someone achieving their goal. Bertram Raven and John French s five bases of power: Legitimate, reward, coercive, expert, referent raven infographic.htm French and Raven s 5 Power Bases What is your manager s power base? What is your power base? If you're aware of these sources of power, you can: Understand why you're influenced by your manager and decide whether you want to accept the base/s of power used by them Recognise your own base/s of power Build your influencing skills by using and developing your sources of power 8

9 Building Trust For positive relationships to flourish an environment that is open, interactive and supporting needs to be developed, fostered, and nurtured Trust is the critical ingredient that allows these relationship characteristics to foster Patrick Lencioni defines trust as: A willingness to be completely vulnerable with one another, and confidence among team members that their peers intentions are good and that there is no need to be protective or careful around the team. Dimensions of Trust The notion of Trust is made up of five specific dimensions: Integrity Competence Consistency Loyalty Openness Trust requires these three elements: Predictability Reliability Accountability Trust in Action In 2004 DEA Officer Lee Paige was giving a talk to students and parents, in Florida, about the dangers of guns DEA was filming for internal quality purposes Observe the video and measure what happens against the dimensions and elements of trust Dimensions: Integrity, Competence, Consistency, Loyalty, Openness Elements: Predictability, Reliability, Accountability 9

10 My manager allows me to take reasonable risks My manager expresses optimism when I say I m going to do something Always Sometimes Never My manager rarely has to double check my work My manager allows me to make many decisions without having to get their approval first My manager is willing to share sensitive information with me, both personal and private My manager rarely has to second guesses what I say or do My manager shows faith in me by giving me the space to do my work My manager often gives me the benefit of doubt when things go wrong T t l Building Individual Trust Build individual trust by: Practicing openness Being fair and telling the truth Being flexible to team member s needs Being dependable by fulfilling your promises Demonstrating competence in your role and duties and taking responsibility when things go wrong Being consistent in your behaviours and actions Being reliable and predictable Maintaining confidences and showing loyalty Building Trust with your Manager Get to know your manager on a personal level Be forthcoming with information, both positive and negative (Eg. giving advance warnings of problems) Admit your mistakes, readily apologise, take steps to fix it, let them know what you learned from it Ask them for constructive feedback and act on it Keep looking forward; let go of past errors and grudges Understand their working styles and adapt to it Be consistent with your actions and behaviours Be loyal and avoid gossiping 10

11 Tips (1/3) Recognise that your relationship with your manager will be different from past relationships with managers and will be different to relationships with managers in the future See the relationship as a partnership and recognise your shared objectives Don't wait for your manager to manage your relationship Ask your manager to share their goals and objectives with you you can then assist them in meeting those objectives Come to an agreement about: mutual expectations, key responsibilities, standards of performance and measures of success Tips (2/3) Know their preferred style and be aware of yours Provide information and service to your manager in accordance with their preferred style Where appropriate, make them aware of your preferred style and how they can help you work in line with your preferences Demonstrate competence by delivering the results managers require/need and exceed these whenever you can Be accountable for your actions and accept ownership for mistakes Tips (3/3) Anticipate, forewarn and share potential problems on a timely basis and before a crisis develops Work together to create solutions Use other s time wisely do not take up time and resources with trivial matters Be honest, open, dependable and consistent in your behaviours Be open and receptive to feedback and advice Demonstrate loyalty 11

12 Masterclass Summary By the end of this masterclass, you will be able to: Understand how to build effective working relationships with senior colleagues Identify and assess power differential Develop strategies and skills for managing up Conclusion Any Questions? 12