3 rules to managing up relationship

3 rules to managing up relationship

But there are some universally “wrong” ways to manage. 3. Set the goal of working as a team. If you want your team members to work If you show up late, your team will be less punctual. If you lie about something, or withhold information, you could jeopardize your relationships and the respect you. 3 Rules For Managing Up Which leads to the first rule of managing up Rule #2: Building a long-term relationship yields more than a. The relationship with your boss is probably the most important into 'small companies' of some 50 people each and of three hierarchical levels. . and does , how often she is living up to or not living up to her statements.

You and your line manager Colleagues throughout your institution and beyond are an important source of support — but your most fundamental channel for sponsorship and guidance should be your line manager. You may already have a positive and constructive relationship with your line manager — but in many cases, they are an under-used resource.

Ideally, your relationship should be based on trust, honesty and integrity. Consider the following list of statements describing a positive relationship with your line manager.

For each statement, pause to reflect on whether it is true, not true, or a work in progress. Make a note of your answers.

3 rules to managing up relationship

Then move on to consider a list of strategies that you can employ to increase the efficacy of your interactions. Your relationship with your line manager I can rely on my line manager to support and assist me when I need it The relationship and boundaries relating to reporting and accountabilities are well understood My priorities are well related to my line manager's priorities I keep my line manager informed of my goals, progress and any emergent issues I contribute effectively to any management meetings I am a key person in the strategic projects that my line manager is sponsoring I give honest but considered feedback to my line manager I am valued for the quality of my contribution to discussions I take responsibility for my actions I manage my commitments well and meet any requests in a timely manner I support my line manager in public If I have an issue with my line manager, I will take it up directly and promptly in a private setting.

Having evaluated these statements, you should now consider the following strategies for improving your relationship with your line manager. Which ones will specifically help you in any areas you found lacking in the previous list of statements?

It is also helpful to undertake this review substituting the relationship target for your colleagues, dean, provost or other key individuals with whom you work. Constructive cultures work up, down and across.

The ripple effect from good practices will be visible as you encourage good practices in your colleagues, your line manager and your own work groups. Even if you are operating in a culture that is less constructive than you would like to see, don't lose heart — you can make a visible difference and will be seen as a beacon of promise for those around you. Turn grapes into wine: So be selective; be visual; group the data; bring out what is essential.

3 rules to managing up relationship

Data overload creates stress, which in turn can create denial, rejection, and numbness. As a manager, you are paid to collect the grapes dataand turn them into wine, i.

3 rules to managing up relationship

Don't give her only the bad news: If you keep bringing only bad news, little by little you become the bad news yourself. Don't minimize good news, because you want to focus on the problems. By doing that you contribute to creating a bad atmosphere. Make sure she does not get the information from others too often: However, other people could do it before you. And then the hassle starts. What makes the decision-making process faster: Look back at all the tables you sent to your boss in the last twelve months.

Participate in and contribute to her informal network: Some people use internal informal networks. Some others also have an informal outside network of experts, friends, business connections that help them shape their vision of the world and how to act.

You have yours; your boss has too. Why not volunteer part of yours, so that you do not always have to react and be defensive about information fed by people you do not necessarily think are the best sources? Don't just come with problems, come also with solutions.

Good bosses hate two kinds of behavior. She has a problem and she puts it on your shoulders, rather than bringing a solution or at least some options. Problems usually have several aspects. It is usually a gap between an objective and the result; there are options to close the gap; there is a choice of one option to be made; key tasks, dates, people and resources needed must be defined. On which of those steps in problem solving do you want your boss's input? Do not assume she knows as much as you do, but assume she can understand; so educate her.

Please help, you are the expert. You spend all of your time and that of your team on the issue.

You live with data, pressure points and levers; your boss does not. She does not know more than you do. Most senior executives are even dangerous when they get involved in making micro-decisions, as their point of reference is often not the current one but rather the situation they knew when they were junior managers.

If you need her perspective, it is because it is broader; she has a better sense for inter-relationships with other parts of the organisation.

You have two options. You inundate her with technical stuff she does not understand, hoping that the amount of technical jargon will knock her down and force her to agree with you. It may work, but it may become a barrier in communication leading to lack of trust. You educate him by simplifying, using easy to understand language, feeding him with articles, examples, best practices, summaries that help him see a perspective. By creating understanding, you relieve tensions; create trust that can lead to better decision-making.

Constantly test the waters. It is not always easy to define ex ante what is delegated to a person. Some companies prefer to use the principle of subsidiary rather than the principle of delegation: You have two options: This can lead to paralysis, bottlenecks and your own demise, as your boss will think you are unable to take responsibility.

Or you assume too much, take decisions and learn after the fact that it was not yours to decide. In between, there is the 'test the waters' strategy especially for things or areas, domains or steps that are unprecedented.

Managing up and across

Do not promise what you cannot deliver, and avoid surprises, trust is at stake. Trust does not develop overnight and depends a lot on the predictability of the other person: In the same way, you will not fully trust your boss if she changes her mind too often or says things contrary to what you were told the last time. You also want to avoid being seen as unreliable by not delivering on what you promise or surprising her with bad news without forewarning.

Do not promise dates for finishing projects you cannot handle. If you see that too much is asked of you, sit down and re-discuss priorities before proceeding, rather than becoming yourself a bottleneck. Involve your boss in the process, so it becomes a common priority.

3 rules to managing up relationship

If your job is to be in charge of a particular area, then it is also to be in charge of bad results and improving them. Involve your boss in discussing and evaluating the risks, agreeing on key lead indicators that you will both share, so that neither you nor he will be surprised.