Managing Your Boss

Managing Your Boss
You can hate your boss, kiss up to your boss or learn to manage your boss. Only one of these options is worth it for everyone in the long run.
Thomas J. Zuber, MD, and Erika H. James, PhD

Great organizations, whether they are medical practices, medical schools or hospitals, are the product not only of dynamic leadership but, perhaps more importantly, a dynamic following. While most physicians
assume some sort of leadership role in their organizations and indeed in the health care system at large, they also often find themselves accountable to a medical director, physician manager, administrator, etc. Yet for many, this role can be difficult. Some days, they perceive the "boss" as a roadblock to success; other days, they believe the only way to succeed is to follow blindly. How do you strike the right balance? The answer is in learning to manage upward.
Do you tend to be rebellious or overly compliant?
Managing up is the process of consciously working with your boss to obtain the best possible results for you, your boss and your organization. This is not political maneuvering or "kissing up." Rather, it is a deliberate effort to bring understanding and cooperation to a relationship between individuals who often have different perspectives.
Managing up may seem counterintuitive in a world of top-down organizational structures. Physicians often invest significant time and effort in managing the nurses or office personnel they directly supervise, yet they take a passive approach to managing their supervisors. Doing so can harm the individuals and the organization. For example, failure to manage your boss can result in misunderstandings about what you expect from one another and cause you to waste time on tasks that are not in line with organizational goals. Furthermore, career progress and satisfaction rarely occur if you don't manage your boss. In fact, some suggest that the primary duty of all employees is to have a successful relationship with the boss. Are you up to the task?
Recognize the value of the relationship
Managing your boss begins with an understanding of the value of the relationship, which has been described as "a mutually dependent existence between two fallible individuals."1 You depend on your boss for direction, feedback and support, while your boss depends on you for new ideas, hard work and cooperation to achieve the organization's goals. Both sides have needs, and both sides have something to offer. It is a critical relationship worth tending to. Here's where to start:
KEY POINTS:
Great organizations rely not only on dynamic leaders but dynamic followers.
Managing up means being proactive but not presumptuous, supportive but not sycophantic with your boss.
Although it requires great patience, emotional maturity and courage, managing up can improve your organization, your job satisfaction and your boss.
Get to know your boss. The first rule for managing bosses effectively is to understand who they are and what they want. In other words, put yourself in their shoes. While many physicians have a superficial understanding of their bosses' goals and pressures, they often fail to assess the individual strengths, weaknesses, aspirations and work styles of their supervisors. Exploring these issues will help you think outside of your own needs, identify commonalities you never knew existed and gain insight on how to interact more effectively with your boss. For example, some bosses are "readers," meaning they prefer to receive information in written form (e.g., e-mail and memos). Others are "listeners," meaning they prefer to receive information verbally (e.g., face-to-face or telephone conversations). If you want your ideas to be heard, make it easy for your boss by communicating in the manner he or she prefers. You'll be meeting your boss's needs as well as your own.
Get to know yourself. Developing an effective working relationship with your boss also requires that you understand yourself. Recognize your strengths, weaknesses, goals and personal needs, and pay particular attention to how you respond to being managed. For example, do you tend to be rebellious or overly compliant?
Managing up requires patience, emotional maturity and the courage to take action.
Rebellious physicians often resent their bosses' authority and rebel against their decisions. This type of behavior is common among those who are used to being the experts or authorities in their relationships. Subordinating themselves or having to respond to or comply with the desires and demands of a boss can be very unpleasant to them. They may, in fact, view the boss as a hindrance to progress and react impulsively and negatively to the boss. If you are a rebellious physician, what you need to remember is that how you deal with your negative feelings toward your boss will often determine the course of the relationship. Failure to recognize your tendencies and actively manage the situation early on can lead to a dysfunctional relationship.
Overly compliant physicians are at the other behavioral extreme. They swallow their emotions and become passive even in the face of poor decision making by their supervisors. Because these individuals always want to agree with the boss, they often fail to provide needed input on key decisions. If you are an overly compliant physician, what you need to remember is that your inaction can cause great harm to the organization, in part by perpetuating poor decision making by those at the top.
While not all individuals fall into these two extremes, it is important to understand your tendencies. If you can predict your reactions (or overreactions) to your boss, you may be able to avoid distressing situations and build a more productive relationship. You will also be better prepared to advocate for your own needs.
Dare to follow well
Suggested Reading
"How to Manage Your Boss." Lynn M. Management Today. January 2000:66-69.
"I Can Manage, Boss!" Phillips KJ. Supervision. January 1995;56(1):17-18.
"Managing Up." Meagher D. Australian Financial Review. May 8, 2000:39. Accessed online, May 12, 2001: http://www.boss.afr.com.au/magarticle.asp?doc_id=18139&rgid=2&listed_months=26
"Managing Your Boss." Gabarro JJ, Kotter JP. Harvard Business Review. Boston: Harvard University Press; 1993:150-157.
Militant Managers: How to Spot - How to Work With - How to Manage - Your Highly Aggressive Boss. Elbing C, Elbing A. Burr Ridge, Ill: Irwin Professional Publications; 1994.
Managing up is no easy task. It requires patience, emotional maturity and the courage to take action, but its rewards are worth the effort. Here are some specific ways to practice the art of managing up:
Solicit clear expectations and priorities. One of the worst mistakes you can make is to assume you know what your boss expects. Most bosses do not spell out their expectations, and the burden of discovery falls on those below them. Don't wait for your boss to provide you with this information. Instead, initiate a series of informal discussions on "our objectives," helping your boss clarify and communicate his or her ideas - and making sure you communicate your own ideas as well.
Provide adequate information. Information is power, and for many physicians, withholding information from their boss is a way to feel some sense of power. However, ultimately this tactic works against you. A poorly informed boss cannot advocate for your needs or make the best decisions for your organization. Be willing to share what you know and to keep your boss informed at the level that fits his or her work style.
Relay good and bad news. Some supervisors give both verbal and nonverbal clues that they only want to hear good news; they don't want to hear about problems. These bosses can represent a particular challenge. Great organizations do not ignore their problems or try to sweep them under the rug. Instead, they face them head on with courage and innovation. For the good of the organization, you must communicate failures with successes, but do so delicately and appropriately. In addition, you should be prepared to accept good and bad news yourself, whether it focuses on your individual performance or the organization at large.
Build trust. A key element in managing your boss is building trust in the relationship by being trustworthy. Most physicians are dependable, hardworking and well-meaning, but because of misunderstandings or mismatched priorities, they can be inappropriately labeled as problem physicians. To combat this, make every effort to maintain honesty and dependability by honoring commitments and deadlines. Your positive example will impact not only your boss, but others around you.
Help your boss manage his or her time. For most supervisors, time is a precious commodity. Effectively managing your boss will require that you respect his or her time. Every request made of the boss uses up resources, so make sure your requests are necessary. Don't take every issue to your boss for his or her opinion. Instead, come up with your own ideas to solve problems and then act on your own, where appropriate. You might even want to try doing something intentionally to make life easier for your boss. Perhaps your boss will spend that free moment advocating for your needs.
Sell your issue. Bosses aren't mind readers. To get what you want in your organization, you have to ask for it and you have to sell your boss on the issue. This isn't manipulation but a legitimate set of techniques to make it easier for your boss to understand and accept your ideas. Don't expect your boss to understand your issue automatically. Learn how to present it, for example, by "bundling" (connecting your issue to another important issue for the organization) or by "framing" (placing it in a moral or business context that your boss can understand). You should also carefully select your language (e.g., speak numbers if your boss is a numbers person) and, where appropriate, involve other individuals in the selling effort. With some bosses, you'll be more successful selling your issue in private versus trying to convince them in a public setting. And of course, pay attention to your timing, making sure you present the issue when other more pressing issues are not consuming your boss's attention.
Being angry, disgruntled, accusatory or passive will only make things worse.
Give positive reinforcement. Everyone within an organization needs positive reinforcement. You need it; your boss needs it. Some experts even suggest that the most important objective for employees is to appear supportive of their bosses. Empathize with the boss. Praise his or her achievements without appearing sycophantic. And express appreciation whenever it can be honestly conveyed. It will help your boss do his or her job better, which is ultimately in your favor.
Choose your words. Physicians often are meticulous and critical in their clinical work; however, in organizations this critical nature can be threatening. Learn not to pass judgment immediately as you learn about a new technology or a new way of practicing. Where you are right to pass judgment, do so with tact and good intentions. For example, if you disagree with a policy, thoughtfully explain your reasons, rather than saying simply "this is bad and should be axed."
Focus on what you can change. Let's face it. There are a lot of terrible bosses out there, and it is unlikely that you will successfully change anyone. While you can't control your boss, you can control your attitude. And to a large extent, managing up is simply that: having the right attitude. Being angry, disgruntled, accusatory or passive will only make things worse. When you realize that you do have the power and influence to make things better, you are on your way to creating a more effective organization, a more fulfilling career and a better boss indeed.
Dr. Zuber is an assistant professor in the Department of Family and Preventive Medicine, Emory University School of Medicine in Atlanta. Dr. James is an assistant professor in the Department of Organization and Management, Goizueta School of Business, Emory University. Conflicts of interest: none reported.

Gabarro JJ, Kotter JP. Managing Your Boss. Harvard Business Review. 1993:150-157.

Managing Your Boss

Managing Your Boss
How to Play Your Cards RightOne of the most important talents in the workplace is managing your boss. Of course most of the time it's your boss's job to manage you, but there are key situations when reversing that equation can get you what you want.
I See You and I'll Raise You 
Think about asking for your next raise. You know that the job market is pretty tight, but before asking for the moon, gather some information on what comparable jobs are paying at other companies. Then put your research, your specific objectives (including the actual numbers), and your reasons on paper. Send these to your boss ahead of time so he or she has time to think about them. Go into the meeting prepared to listen and consider all the options offered. You don't have to threaten to leave -- that part is implied. Whatever the outcome, be sure to finish the meeting on a positive note. You should have control over your own career.
Are You Calling Me a Cheater? 
Asking for a raise is a pretty familiar scenario. But what if you think your boss is doing something illegal or unethical? Should you tell someone? If so, how should you do it? Before you act, make sure you have enough facts to back up your accusation. Then formulate a plan, evaluate the risks, and prepare for some difficulty. You're threatening someone's livelihood, so be prepared to suffer a few accusations yourself. To minimize your own personal damage adhere to the following guidelines:
List the risks and the possible results. Plan your strategy if you succeed and what you'll do if you don't.
Evaluate your reputation. The more highly regarded you are, the more likely that people will pay attention and believe you.
Discreetly find out if others have had the same experiences with your boss. Then get them to go along with you. Group consensus is always more plausible than a single complainant.
Find out what the procedures are for these types of complaints. Make sure you stick to them and take good notes.
Let's See What You've Got 
What if your boss makes a business decision that you don't agree with? Should you take the issue over his or her head, or just grin and bear it? When faced with this kind of dilemma, assess the issue carefully and determine whether it is worth the hassle, because there are certain to be some hard feelings. Try the direct approach. Ask your boss if you might try out the idea on some other executives. The answer may just be, "go ahead." It could also be "get lost". In any case, get your resume ready. You may decide that transferring or jumping ship is preferable to the end run.
Nicely Played (or Playing It Nice) 
Finally there's the management tool called flattery or schmoozing. Some say the best businesses are led by the people who ignore flattery and value those who tell the truth. Be that as it may, there are many places in the real world where kissing up works.
Randall A Gordon, a University of Michigan psychologist who reviewed 69 studies on the topic, concluded, "ingratiation shrewdly employed will get you ahead. If you have two people who are both competent at what they do, but one is really good at schmoozing...the one likely to get the raise is the schmoozer. It gives you the edge."
Another professor, Ronald Deluga of Bryant College, studied 152 sets of supervisors and employees who fessed up to trying to flatter their bosses. He concluded that the flatterers actually had a 5 percent edge over the non-flatterers in their evaluations. "No one wants to do it," he says, "but you are at a disadvantage if you don't do it - and no one wants to take that risk."
First published in Passages, Johnson Smith Knisely, (1998 All rights reserved.) 
http://content.monster.ie/career/team/managingboss/

Lights Off: Circuit City 1949 – 2009 | homemediamagazine.com

Lights Off: Circuit City 1949 – 2009 | homemediamagazine.com: "Lights Off: Circuit City 1949 – 2009


By Erik Gruenwedel | Posted: 09 Mar 2009
egruenwedel@questex.com


Bankrupt Circuit City Stores March 9 officially closed the doors on 567 retail locations after 60 years of business.

The Richmond, Va.-based No. 2 consumer electronics retailer, which ceased operations Jan. 16, has been under the direction of liquidators seeking to sell $1.7 billion worth of product, including more than $50 million in DVDs.

In total Circuit City owes more than $650 million to its biggest unsecured creditors, which include CE manufacturers and Hollywood studios. Banks and lending organizations will be the first to recoup what will likely be pennies on their loan dollars, say experts.

The chain’s Canadian operations are reportedly being purchased by Bell Canada. Hilco Merchant Resources, one of the liquidators involved in the clearance sales, said it hoped to acquire the Circuit City brand name and Web properties."

Execs’ Top Online Fears: Employee Sabotage, Info Leaks

Execs’ Top Online Fears: Employee Sabotage, Info Leaks

More than two-thirds (67%) of global executives fear that their companies’ reputations are at risk of being compromised by online activities - including leaked information and employee sabotage - but many still underestimate the magnitude of these threats, according to a survey from Weber Shandwick and the Economist Intelligence Unit (EIU).

The survey, “Risky Business: Reputations Online” found that online reputation management (ORM) has now made it to the top of leadership agendas as execs become increasingly aware of the challenges posed by digital communications. Nearly 6 out of 10 global executives say their companies are now rigorous about online reputation management and expect to be more rigorous three years from now.



Despite this increased focus, the survey found that a majority of leaders are still out of touch with their employees online, even though employee criticism (41%) tied for first place with leaked confidential information as the greatest online reputation risk to a company’s reputation.

Employee Sabotage

Two-thirds (66%) of global executives are either unaware or do not want to admit that employees are badmouthing their companies online, while only one-third (34% ) of executives worldwide say they know of an employee who posted something negative online about their company despite the ongoing prevalence of damaging digital chatter.

In addition to global executives’ lack of knowledge about their employees chatting online about work and their company, the research also revealed that far fewer global CEOs/chairmen are concerned than non-CEOs/chairmen (21% vs. 43%, respectively) about employee work-related discussions on social networking sites, video-sharing sites and employee grievance sites.

“Leaders’ short-sightedness about employees going online to complain about their bosses, discuss salaries and leak confidential information highlights one of the most dangerous threats to corporate and professional reputations now and in the years ahead,” said Dr. Leslie Gaines-Ross, chief reputation strategist at Weber Shandwick.

Loose E-mails

Fully 87% of global executives admit to having erroneously sent or received at least one electronic message (private e-mail, text or Twitter), while 80% of CEOs/chairs have mistakenly sent or received electronic messages themselves. The unintended and unexpected consequences of misdirected electronic messages can taint, sometimes permanently, company reputations in seconds, said Weber Shandwick.



“Risks that did not exist a decade ago are now on full display - internal e-mails going astray, negative online campaigns by dissatisfied customers, and online grumblings from disenchanted employees, bloggers and anyone else who has an opinion to voice,” Gaines-Ross said.

Sustaining Reputation Online

When asked about the effectiveness of the internet as a resource for judging reputation, global executives reported that the best uses of the internet are for investigating business rivals (64%) and partners (60%), capturing customer feedback (63%) and exploring new employment opportunities (60%).



On the other hand, global executives are less likely to find the internet useful for assessing corporate responsibility track records, charitable organizations and activist groups or NGOs.

Mistrust of Blogs

By far, the greatest perceived cause of overall reputation damage is negative media coverage (84%), the survey found.

However, the majority of executives believe that traditional media, vs. online and social media, plays a larger role in shaping corporate reputation. Specifically, global executives believe that only half of information in corporate blogs is accurate and only 14% of execs trust them as a good source for assessing reputation.

Moreover, global executives believe that the least effective way to protect corporate reputation online is to build relationships with influential bloggers. Only 10% consider this strategy helpful in keeping reputations secure.

About the survey: Risky Business was conducted among 703 senior executives in 62 countries spanning North America, Europe, Asia Pacific and other markets. The survey was conducted online in June and July 2008. Weber Shandwick will be following up on this initial release of Risky Business survey results with additional reports that will focus on select segments such as executive rank, geographic region and age. Other segments will include business-to-business vs. business-to-consumer companies, and privately vs. publicly held enterprises.

Related topics: Online Networks, New Tech, Opinion, Privacy, Online, Signs of What's to Come, Integrated/Cross-Media/Convergence, Europe, Asia Pacific, Topics, Behavioral Marketing, Blogs, Email, Interactive
Feb 6-09

7 Tips for Surviving a Merger or Acquisition

When the economy goes south, merger and acquisition activity goes up, as companies seek efficiencies and economies of scale to weather the storm.



By Rich Casselberry

December 31, 2008 — CIO — The company I work for recently announced a joint venture with a much larger company. While calling this business transaction a joint venture makes it sound harmonious and collaborative, the reality is, it's probably an acquisition. My firm does a few hundred million dollars in annual revenue with 900 employees; the other firm is almost twenty times our size. They outsource their entire IT organization; ours is almost entirely in house. We actually looked at outsourcing our IT department to the same company that manages their IT a few years ago and decided to continue to run it ourselves. We felt we would get better service and could do it for about 20 percent less than what it would cost to outsource.