The very idea of managing one’s boss (“managing up”) is quickly coming back into the mainstream. Subordinates the world over raise their eyebrows when we suggest that it’s not only OK to manage your boss, it’s something you really must do.
The late Peter Drucker wrote about it in 1999, typically pushing the envelope in his time. Those who admire Drucker, including me, consider NOW to be his time – but that’s for another post.
Many good articles and books have been published on the topic since then.
As you might imagine, there are lots of similarities between managing a direct report and managing a boss. For example, setting expectations. Why do so many leaders fail to manage their boss’ expectations well? Surprises are usually not good. Avoiding conflict now often leads to unavoidable strife later.
My dad liked to say, “If you work for a man, work for him.” He was talking about loyalty. It’s never a good idea to be disloyal to your boss.
Finally, get to know your boss’s communication preferences. Drucker puts leaders into two categories in this regard: readers or listeners. Do you rush into your boss’ office with new information, expecting him to make a decision on the spot? It’s more likely that you’ll get the decision you want if you give him time to absorb the information in writing first. Obviously emergencies are emergencies, but readers strongly prefer a little time to ponder.
Or, do you send your boss volumes of information via e-mail (or paper), only to be disappointed when you learn that she didn’t even read it! Listeners prefer to evaluate facts on the spot, discuss options, and make the call. Volumes of data are not nearly as influential with this style of communication as an overview would be. Give ‘em the summaries.
Interacting with your boss in the most effective way will get you what you want more quickly. It’s really as simple as that. Why do so many people miss this? Send me an e-mail if you’d like to discuss.
