Greenbank Bulletin

We can almost guarantee that on every one of our programmes where we focus on influencing skills and strategies we are asked this question. It seems that even the most experienced professional struggles when they need to manage upwards. Yet it is often the most critical factor in achieving our goals and ensuring that our careers stay on track. Research has shown that the inability to build a successful relationship with the boss is a significant reason for managers failing or not reaching their full potential.

Is it really possible to manage your boss? If so, is it really necessary? After all, it can be hard enough managing those we're responsible for, without "managing up" as well!

In the classic Harvard Business Review article: "Managing Your Boss", John Kotter and John Gabarrodiscovered in their research, that although it may seem an unusual expectation to "manage up", the need to do so is obvious. "Just think of the job and how to be effective in it. How do you get the resources you need, the information you need, the advice, even the permission to keep at it? The answers always point toward whoever has the power, the leverage - that is, the boss. To fail to make that relationship one of mutual respect and understanding is to miss a major factor in being effective."

At the end of the day if you do not have a good relationship with your boss it can cost you a lot of time, lead to a lot of frustration and is more likely to have a detrimental impact on our career than theirs! So taking the initiative to build a mutually effective relationship with your boss will be time well spent and here are some ways to start that process.

Make your boss your 'Ally'

When it comes to our clients or other key stakeholders we understand that it is vital that we work hard to get to know them; their individual needs and drivers and their business agenda.  We are prepared to put in the time and energy on this because we know that it is essential to building a great business relationship and achieve our own goals and targets.

Yet given the influence our boss has on our career and future they should surely be at least as important to you as yourmost important client. Kotter and Gabarrosuggest several ways to achieve this and suggested that you need to make sure the starting point is toreally understand your boss and their working context.

So think about your own boss and how you can position yourself as their ally.Allies have open and honest conversations, they may not always agree but they will listen to what each other wants and assertively communicate what their own needs. "But my boss doesn't care what I need" I hear you say; but in turn do you really know what they need and have you told them what you need from them?

How well do you know your boss?

At work our behaviour is driven my many factors and understanding what they are for your boss is key to developing a mutually sound relationship - so ask yourself these questions…

What does the business need from your boss?

• What goals, objectives and targets has your boss has been set?
• What are their priorities?
• What is keeping them awake at night?
• What are their pet projects?

By knowing this information you will be able to show that you understand their needs and how you can help them to be successful then they are more likely to value your contribution and support you.

What does your boss need from you?

We all have currencies, those things that are important to us and really count in our relationships with others. Your bosses currencies are likely to be some of the following:

• Commitment to the stated vision
• Doing things 'the right way'
• Offering help without being asked
• Doing things faster than expected
• Providing information that they need
• Having a skill the boss does not have
• Acknowledging the bosses contribution to the organisation
• Activities that build the bosses reputation
• Using your contacts to expedite a task
• Expressing gratitude for anything the boss gives
• Minimising discomforts and distractions for the boss

Noticing which currencies your boss responds to and paying them in these currencies will cost you little in time and energy but will pay dividends in terms of your relationship and is far more likely to be repaid in kind.

Don't try to remodel them!

By proposing that you manage your boss we are not suggesting that you try to change the way your boss work, even if you feel things aren't going well - it's difficult trying to change somebody else's personal preferences, habits, styles, and agendas! It will be more productive, and less frustrating to build on your current relationship and the way in which it's conducted, than to try to change your boss.

Accept that your boss is human, with strengths and limitations just like yourself. As we've discussed in some our other articlesit's a far more productive to build on people's strengths rather than trying to remedy their limitations. If that's good advice for managing your own staff, it's equally good advice when trying to manage your boss. So ask yourself: "what can your boss do really well?" Where do their strengths lie?

Build on your boss's strengths

One effective way to manage your boss is supporting them in doing what they themselves are good at. Offer your own support in doing this, perhaps by taking on other roles yourself, especially those which utilise your own strengths or an area where your boss has a weakness or blind spot. Ensure your boss is familiar with the concept of strengths-based management. Point out the value of this approach, both up and down the management hierarchy.

Don't forget we are all different, so it's important to understand which method of communication and discussion is most appropriate for each particular boss. During many of our workshops we use the Myers Briggs Type Indicator or Insights to help get a better understanding of ourselves and others; if you have an idea of your boss's MBTI or Insights personality type this will really help you to select the best approach in working together.

For instance In "The Effective Executive", Peter Drucker suggests that some people are "listeners" and others are "readers". Some prefer to talk to understand, others must first read before discussing. If your boss is a 'listener', brief them in person and then follow up with a mail. If they are a 'reader', cover important points of your proposal in a mail or report, then discuss them. How can you encourage your boss to be involved in doing more things that they are good at? Remember this isn't something you're trying to do to your boss. Rather you're trying to do things and communicate ideas in a way that relates to their strengths.

For instance, if your boss is particularly good with your clients, but demands of work are restricting their time to do that, then make sure that you invite them out to meet important clients on a regular basis. Show appreciation of what they have done, and the value that their involvement brings.

Ask your boss to do something, propose activities which you know build on their strengths. Your efforts to manage your boss should be guided by what works for your boss.

How to avoid being overloaded or having your time wasted!

Before you get the wrong impression, this is not an article about "crawling" to the boss. You need to start out with what you consider to be the right things to do. Then find ways to communicate these to your boss and to get them accepted.

For instance, your boss has a legitimate right to direct your time and determine your priorities in order to meet their own objectives and targets. What isn't legitimate is an over loading, or wasting of your time. So how can you manage your own time effectively whilst maintaining the relationship with your boss, and what do you need to look out for?

• Tell your boss when you are reaching saturation point.
• Make your boss aware of the consequences if they try to overload you: "yes I could get that done by then, but that would delay this…"
• Don't say 'yes' to everything your boss asks you to do, negotiate!
• Ask your boss to prioritise when they gives you a list of tasks.
• When asked to do something: find out details and, if possible, say you'll get back to them before committing. Then: work out what the job involves; find out who else could be involved; and go back with an answer " here's what I can do".

Build a bigger network…

Try to develop a network of people who can be a positive influence for you. Depending on a single boss can be a career limiting experience. Whether you have a boss who is very authoritarian, or so weak that they don't have much influence within the organisation, you need to take time to build a bigger network.

Find and get to know the people who really make the decisions in the organisation. Find people who manage well. They are usually easy to find because everybody wants to work for them! Volunteer to help or work more closely with them on a project. Build your network both with managers at the same level to your boss and with those higher up. Just ensure you look for those managers who create the right conditions for their people. And be sure to build this network with integrity and positive purpose. It's important not to jeopardise the hard work you've put in building a professional relationship with your own boss.

When your boss is more effective, so are you!

The number one lesson here is this: work gets far easier for you and your colleagues when you're able to manage your boss. The result can also be a more effective boss. This article will probably not solve every boss management issue you have. Each situation is different and some suggestions will work, while others may not. The important thing is to realise the importance of understanding your situation, and of finding ways to manage it. And you probably can't do that without trying to manage your boss!