This series introduces the importance of managing up and some of the keys to do it successfully. If you would like further information about the full presentation deck, contact me and let’s talk.
Managing up is an important part of your success toolbox. When you help your supervisor succceed, the organization improves and, ultimately, you will be seen as an asset in that success.
If you missed the previous posts, click here for the series introduction and Part One: Communication; and click here for Part Two: Perspective.
Part Three: Don’t Go Over Your Boss’s Head (but…)
By now, using the tips in the previous posts, you have learned a great deal about your immediate supervisor. You are more in tune with his communication style. You’ve figured out how to appropriately provide feedback to help him succeed. You have a greater understanding of the pressures and challenges he faces each day, as well as what goals he is working toward.
It is natural, as the working relationship strengthens, that you begin to see yourself in more of a peer role than a direct report. Do not fall into this trap! Always remember that he is still the boss, so to speak. Continue to remember that you are in the subordinate role, even as you partner for success.
Occasionally, however, you may observe some behaviors, become aware of certain decisions or receive some feedback from others that may cause you question your supervisor. You might even think about going to the next level of leadership for help.
Here is the appropriate way to handle those situations:
- Go to your supervisor first.
- Remember the reporting structure.
- You are interested in supporting her success, so explain what you’ve heard or seen and ask questions to help you understand.
- Remember what you learned about communication style. Scheduling time to talk may be the best approach.
- Give her a chance to respond.
- Depending on what the issue is, she may respond immediately or she may need time to research and prepare a response.
- If the latter, suggest a follow-up meeting later in the week.
- Sometimes, you won’t get a clear answer and you may have to be OK with that.
- Your supervisor may acknowledge your concern but not be able to share information at this time.
- She may tell you that the information you’ve been given is not true.
- Either way, politely sharing your concern in a non-accusatory manner builds trust. Your leader knows that she can trust you to raise issues, to do so in an appropriate manner, and that you trusted her response.
- But…there are sometimes when you may need to involve the next level of leadership or your Human Resources department:
- If your supervisor continues to ignore a serious issue
- If he is doing something illegal
- If his behavior has put the company at risk for a lawsuit and/or bad publicity
- If he has a serious physical, mental or addictive illness that you become aware of
- Always check your motivations. Remember that managing up is not done to try and gain favor with others. Your supervisor’s best interests and the business’s success must remain central to your actions.
Next week, Part Four: Let’s Wrap It Up
