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/

Managing your boss

Managing Your Boss
It's not manipulation—it's forging ties based on mutual respect and understanding
by John J. Gabarro and John P. Kotter
http://www.businessweek.com/managing/content/oct2007/ca2007102_963954.htm?campaign_id=rss_null
The Idea in Brief

Managing our bosses? Isn't that merely manipulation? Corporate cozying up? Out-and-out apple polishing? In fact, we manage our bosses for very good reasons: to get resources to do the best job, not only for ourselves, but for our bosses and our companies as well. We actively pursue a healthy and productive working relationship based on mutual respect and understanding—understanding our own and our bosses' strengths, weaknesses, goals, work styles, and needs. Here's what can happen when we don't:

A new president with a formal work style replaced someone who'd been looser, more intuitive. The new president preferred written reports and structured meetings. One of his managers found this too controlling. He seldom sent background information, and was often blindsided by unanticipated questions. His boss found their meetings inefficient and frustrating. The manager had to resign.

In contrast, here's how another manager's sensitivity to this same boss's style really paid off:

This manager identified the kinds and frequency of information the president wanted. He sent ahead background reports and discussion agendas. The result? Highly productive meetings and even more innovative problem solving than with his previous boss.

Managers often don't realize how much their bosses depend on them. They need cooperation, reliability, and honesty from their direct reports. Many managers also don't realize how much they depend on their bosses—for links to the rest of the organization, for setting priorities, and for obtaining critical resources.

Recognizing this mutual dependence, effective managers seek out information about the boss's concerns and are sensitive to his work style. They also understand how their own attitudes toward authority can sabotage the relationship. Some see the boss as the enemy and fight him at every turn; others are overly compliant, viewing the boss as an all-wise parent.

The Idea in Practice

You can benefit from this mutual dependence and develop a very productive relationship with your boss by focusing on:

• compatible work styles. Bosses process information differently. "Listeners" prefer to be briefed in person so they can ask questions. "Readers" want to process written information first, and then meet to discuss.

Decision-making styles also vary. Some bosses are highly involved. Touch base with them frequently. Others prefer to delegate. Inform them about important decisions you've already made.

• mutual expectations. Don't passively assume you know what the boss expects. Find out. With some bosses, write detailed outlines of your work for their approval. With others, carefully planned discussions are key.

Also, communicate your expectations to find out if they are realistic. Persuade the boss to accept the most important ones.

• information flow. Managers typically underestimate what their bosses need to know—and what they do know. Keep the boss informed through processes that fit his style. Be forthright about both good and bad news.

• dependability and honesty. Trustworthy subordinates only make promises they can keep and don't shade the truth or play down difficult issues.

• good use of time and resources. Don't waste your boss's time with trivial issues. Selectively draw on his time and resources to meet the most important goals—yours, his, and the company's.

Provided by Harvard Business—Where Leaders Get Their Edge