1–1 mpo699 managing people in organization topic 05 – managing up

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MPO699 MANAGING PEOPLE IN ORGANIZATION

TOPIC 05 – MANAGING UP

From the book "Working with You Is Killing Me" by Katherine Crowley & Kathi Elster2

Introduction Introduction Managers are not perfect!

Unskilled managers cause sleepless nights, anxiety attacks, depression, headaches, ulcers, fights with coworkers, absenteeism, overworking, and/or substance abuse

There are two kinds of management in business: managing down & managing up


What is the difference?What is the difference?

Managing down taking charge of your staff

Managing up managing the people in positions of authority over you, especially your boss

The less adept your boss is at Managing Down, the more important Managing Up becomes.


Why Are There So Many Poor Why Are There So Many Poor Managers? Managers? Promoted based on…Promoted based on…

Technical expertise

Seniority

Political Reasons


To Manage Up Effectively:To Manage Up Effectively:

You must accept that your boss has

limitations as a manager

You must be willing to take responsibility

for improving the

relationship


Accepting That Your Boss Has Accepting That Your Boss Has LimitationsLimitations

My boss should…– be more organized– know how to delegate– spell out what is expected of me– give me some time and attention– appreciate me more– give me positive feedback


Two Choices:Two Choices:

Complain

OR

Acknowledge & Manage Up


The Five Pivotal Practices of The Five Pivotal Practices of Managing UpManaging Up

1. Train your boss to meet with you regularly

2. Come to every meeting with a detailed agenda

3. Keep a pulse on your boss’s changing priorities

4. Anticipate problems and offer solutions

5. Always be prepared to give a status report on your projects


Pivotal Practice #1: Train your Pivotal Practice #1: Train your boss to meet with you regularlyboss to meet with you regularly

A time convenient to her/his scheduleShort in durationNot “on the fly”At regular intervalsBrief, organized & on pointBe persistent


Pivotal Practice #2: Come to every Pivotal Practice #2: Come to every meeting with a detailed agendameeting with a detailed agendaActive, not passive, approachPrioritize problems & questionsList everything you need to discussBring any needed documentationTake notes on your agenda & file it for

future reference


Pivotal Practice #3: Keep a pulse Pivotal Practice #3: Keep a pulse on your boss’s changing prioritieson your boss’s changing priorities

What’s your priority today? What do you need today? What can I do for you? What else needs to get done? What problem do you need me to take care of? How can I help you?


Pivotal Practice #4: Anticipate Pivotal Practice #4: Anticipate problems and offer solutionsproblems and offer solutions

Confirm appointments Clarify logistics Anticipate the reliability of equipment Replenish supplies before they run out Normalize predictable problems

GOOD

NOT SO

GOOD !


Pivotal Practice #5: Always be Pivotal Practice #5: Always be prepared to give status reports on prepared to give status reports on your projects at your projects at anyany time time

What you are currently working onWhere you are in terms of accomplishing

certain tasksHow far you’ve progressed on

any long-range projects


The High Five of Managing UpThe High Five of Managing Up

1. Be on time or early for the start of your day

2. Be a gatekeeper and keep away unwanted time-eaters

3. Create systems so that others can find things when you’re not around

4. Keep confidential information where it belongs

5. Underpromise and overdeliver


High Five #1: Be on time or early High Five #1: Be on time or early for the start of your dayfor the start of your day

Enhance your reputation as a dependable member of any teamEnhance your reputation as a dependable member of any team

Time to prioritize & plan :10 can make a big difference Focus + Reliability + Time Management =

capable of handling greater responsibility Punctuality – professionalism, respect, reliability,

and eagerness Chronic lateness – the exact opposite Time cushions


High Five #2: Be a gatekeeper High Five #2: Be a gatekeeper & keep time-eaters away & keep time-eaters away

from your bossfrom your bossGain points for handling difficult people and difficult situationsGain points for handling difficult people and difficult situations

Divert them to another appropriate department

Take the hit yourself & handle independently or relay the message

View your role as the “office diplomat”


High Five #3: Create systems so that your boss High Five #3: Create systems so that your boss can find things if you’re not aroundcan find things if you’re not aroundBe seen as someone who’s organized and able to empower othersBe seen as someone who’s organized and able to empower others

Prevents frustration

Avoids duplications of work

Saves the time of rifling through paper and/or computer files

Gives your boss the answer if they need to provide one while you are unavailable


High Five #4: Keep confidential information High Five #4: Keep confidential information where it belongswhere it belongs

Be known as trustworthy and discreteBe known as trustworthy and discrete

What you see and hear in your boss’s office stays there

Build a reputation as someone capable of holding sensitive information

Earn the trust and confidence of your boss

Unless it is illegal, immoral, or unethical, be a vault!


High Five #5: Underpromise and overdeliverHigh Five #5: Underpromise and overdeliverBe considered an outstanding addition to any teamBe considered an outstanding addition to any team

Why? Most people do the opposite

Unexpected delays & obstacles inevitably interfere with goal accomplishment

Others may be depending on youRule of Thumb: Projected hours X 2


SummarySummary

DO remember that managers are not perfect

DON’T just complain – manage up!DO set meetings & agendasDON’T lose track of your boss’s prioritiesDO anticipate problems & offer solutionsDON’T forget the high five for excellence

1–1 mpo699 managing people in organization topic 05 – managing up

Documents

katherine crowley kathi

persistent slide

important managing

future reference slide

positive feedback slide

mpo699 managing people

pivotal practices

agenda file