Manage the Boss - Part 2

2. Anticipate and address a boss’ concerns.  The trick here is a technique from what we call Neuro-Linguistic Programming (NLP) and is about being able to see the different “perceptual positions” around an issue. Put simply this means seeing something through someone else’s eyes, so you understand their thoughts, feelings, worries and perspectives.


An obvious way is to ask them! And we’d definitely encourage you to fnd the right opportunities to do just that. However, sometimes there’s neither time, nor is it appropriate. So what do you do then? You put yourself in their shoes. And when we say in their shoes – we mean wearing their shoes and looking through their eyes! This is not how you would feel in their shoes. You’re not them!


So, this is easier said than done. But here’s a few killer questions to ask yourself:


What will my  boss be anxious about?


What do his bosses expect of him?


How does what I do to help him/her look good?


If I/we do “x”, what might he/she be concerned about?


By answering these questions you’ll be much clearer about what you need to do to both pre-empt and address their concerns. It also significantly increases their perception you really understand where they are coming from, which in turn significantly  strengthens the trust and relationship between you.








To Be Continued ....

Manage the Boss - Part 1 !

Two  critical skills which the highest performing managers have in spades are the ability to influence and persuade. The most obvious targets for your powers of persuasion are your team, and sometimes your peers in different departments; but just as you need to manage down or sideways , it’s also critical you know how to manage upwards.

Do it well, and you’ll shine. Do it badly and you could muddy your reputation and find yourself being passed over for advancement.

To help you make the right impression, here are four simple rules to remember, which will move you in the right direction.

1. Find out what the expectations are – and exceed them. Sounds obvious and simple – yet in my experience it’s neither! Try to answer the following questions:

Do you actually know what your manager’s top priorities are?

How clear are you about the order of priority your manager has for each area of your performance? How clear do you think your manager is about his/her expectations of you?

Sometimes expectations are written – but more often than not, they are unwritten expectations, which your boss may never have really clearly articulated to themselves, let alone you!

Put it this way -  if you don’t know for sure what will score you top points with this individual, you may find yourself chasing down the wrong rabbit hole.

And this is NOT about currying favour, or ingratiating yourself. This is about having a clear understanding on both sides about what is important, so you both know and agree where you should focus most of your time and attention. It actually makes your job easier.

So – if you don’t know the answers to the questions above – make a date in your diary to discuss this with your boss! (And before you actually have that meeting, make sure you read technique 4!)

To Be Continued .....

Handling Difficult Relationship With Boss - Part 2

Yesterday we learnt about what are the DON'T towards handling a difficult relationship with the Boss, today we take a look at the DO's....

DO's

• Get perspective. Try to understand why they are behaving like they are, suggests Walker. "Have they just moved, or are they coping with the strain of a big new mortgage or are they worried about their position? If you can tell yourself their behaviour isn't your fault, it's a basic first step to getting control back. Reeves agrees: "If you can't resolve the problem, get out. Even in this economy, you don't need to work for a psychopath."

• Try to talk directly to them. "Speak from your own perspective, using phrases like 'I feel', instead of accusatory 'you' expressions," says Reeves. Body language is important, says Walker. "Bad bosses find it harder to intimidate people who appear confident. Confidence is like a muscle, the more you exercise it the stronger it gets."

• Document everything – you never know when it may come in handy.

• Try to find an ally to confide in and guide you through. "It could be a supervisor or board member," says Reeves. "But you need to go higher up the food chain ; don't ask a colleague."

Concluded

Handling Difficult Relationship With Boss - Part 1

For most people, the logical first step towards dealing with a work problem is to approach your manager. But what if your manager actually is the problem? A recent survey from the Chartered Management Institute (CMI) revealed that almost half of UK workers say they have left a job because of bad management.

"It's not surprising it is such an issue," says Ruth Spellman, the CMI's chief executive. "We invest less in our managers than our global competitors, and it shows. Most individuals never set out to manage people, and have not been trained to do so."

But walking out of a job is easier said than done, especially in the current economic climate. So what can you do to minimise the impact of a difficult relationship with your boss?

Don't

• Lose your temper in front of your boss or colleagues. Jill Walker, author of Is Your Boss Mad? says: "A trick I once used, at the moment of extreme mad boss's madness, was to gently approach them and ask if I could get them a cup of tea – if you teach them how they should be behaving, it can be utterly disarming."

• Let your work slide. Make sure things are getting done, even if your boss is a terrible manager. "Maintain a track record for efficiency and get others to pick up the slack if the boss is not doing their job," says Ellen Reeves, author of careers guide Can I Wear My Nose Ring to the Interview? But don't do things your boss tells you to do if you know they are unethical, illegal or unfair," warns Walker. "It's you that will end up in trouble – and it's you that will be unhappy,"

• Suffer in silence. "As far as I know we only have one life, so don't waste yours being abused by a nasty, incompetent boss," says Reeves.

To Be Continued ....