Perhaps the management style of your boss is less than perfect. In
fact, you might classify it as “terrible.” The frustration that you
experience when dealing with unskilled managers can trigger sleepless nights,
anxiety attacks, depression, headaches, ulcers, fights, absenteeism, overworking,
and even substance abuse.
There are really two kinds of management: managing down and managing
up. Managing down refers to taking charge of your staff. Managing up involves
managing the people in positions of authority above you, especially your boss.
The less adept your boss is at managing down, the more important managing up becomes.
Complaints do nothing to improve the situation. Instead of concentrating
on your boss’ shortcomings, focus on improving and regulating interactions
between the two of you.
Five Pivotal Practices
Before you can manage up effectively, you must make two internal
decisions: accept that your boss has limitations as a manager, and take responsibility
for improving the relationship by engaging in five pivotal practices:
1. Train your boss to meet with you regularly. To upgrade your experience at work, meet regularly with your manager at a time convenient to his or her schedule.
A short 15-minute meeting can save you hours in frustration.
2. Come to every meeting with an agenda. Managing up requires active
rather than passive planning. Written agendas enable you to highlight important
issues. Follow these guidelines:
- Arrive at your meeting with a detailed agenda. Bring two copies—one
for you and one for your boss. Itemize each topic that needs to be discussed.
- Prioritize problems and questions. List your agenda items in order
of priority.
- Put everything you need to discuss on your agenda. If you run out
of time, you will know what to address next.
- Bring any documentation needed to help with decision-making. If you
want your boss to approve a purchase, bring a catalogue (include prices and order
forms).
- Take notes on your agenda and file it for future reference. Detailed
agendas provide important documentation.
3. Keep a pulse on your boss’ changing priorities. Many managers assume that you know the order of their checklist, but unforeseen events redefine
what is most important. Welcome the challenge of responding to unexpected changes
by staying on top of shifting priorities. Each day, ask your boss, “What’s
your priority today?” Stay abreast of primary concerns.
4. Anticipate problems and offer solutions. Identify potential sources of trouble, and find viable ways to avert them. Become a tension reliever rather
than a stress creator. If you detect a strange sound coming from the copier, contact
a technician before the copier breaks down.
5. Be prepared to give status reports on your projects at any time.
While the person above you may be responsible for managing a department or project,
you’re responsible to stay current regarding the status of your work. You
never know when your boss will be asked to report on the project. So, be ready
with an answer. Stop seeing inquiries about your work as invasive and start noting
how important progress reports are to the people who manage you. PE
