The first step in managing upwards is determining which issues are most important to your boss. Many individuals fail to distinguish which matters are most important to their superior, assuming all assigned tasks are of equal importance and doing them in the order assigned.
Often, the boss then perceives that things are being done in the wrong order and, for some bosses, it’s as annoying as nothing being done.
One of the reasons employees fail to prioritize correctly is that their hiring manager does not identify those issues that are most important to them. Unless the new recruit is able to identify very quickly what those issues are, he is prone to make mistakes in organizing his work by applying his efforts to the wrong issues at the wrong time.
Lesson 1:
Managers do not like surprises.
Managers make statements to stakeholders—shareholders, boards of directors, banks, or other senior executives—based on their plans. Stakeholders will then make decisions based on the manager’s promises including additional investment, the allocation of bonuses, or the purchase of new equipment.
When things don’t go according to plan, the manager is at best embarrassed, and at worst his credibility is destroyed.
Giving your boss an unpleasant surprise is a difficult thing to do. You know that they are not going to be happy about it or happy with you. However, it is important to disclose unpleasant surprises as soon after they occur as possible. The worst thing to do is to try to hide an unpleasant surprise, since doing so doubles your trouble. Your boss will likely think you are either incompetent, deceitful, or incapable of accepting responsibility-there are no good options.
In order to mitigate the disaster, take the following steps:
i) Investigate why the disaster occurred.
ii) Develop a plan to overcome the disaster.
iii) Develop a process to protect against such an error occurring again.
iv) Give a sincere apology. People are more likely to forgive someone who apologizes sincerely.
Lesson 2:
Avoid unpleasant surprises, but if they occur, own up to them.
Don’t embarrass the boss.
During a recent conversation with a newly appointed manager, he related that he had just received a dressing down from his boss about a difference of opinion between them. At first I thought the discipline unreasonable, until he revealed that he had contradicted her in front of all the other managers in the department.
I pointed out to him that his actions could be seen as challenging—and thus embarassing—the boss in front of their management group.
If a disagreement arises, it is best to discuss it privately. If the issue arises in a public forum, ask the boss if the matter can be discussed after the meeting in order that its content can be clarified. You’re much more likely to resolve issues in private.
Lesson 3:
If you are going to challenge your boss, even if you are right, do it in private, not in front of other employees or managers.
Always be prepared
To manage upwards successfully, always go to meetings well-prepared. It is amazing how many people go to meetings with good ideas that haven’t been well thought out or developed. The result is that the senior manager is embarrassed if the presentation is in front of other managers, or rejects the idea if it is being presented just to them.
Poorly prepared plans or ideas often lead to unpleasant surprises. If you are not satisfied that the plan or idea has been completely developed, indicate to your boss that what you are presenting is only a preliminary outline. Ask if she thinks the plan is worth developing further. This will give you two indications, i) whether your boss likes the idea and ii) what the areas are that they feel need more developing.
Lesson 4: Preparation makes you look better. Don’t encourage your superiors to think that you are incompetent as a result of sloppy planning or lack of preparation.
This article has dealt with a few issues that you should consider when managing upwards. Undoubtedly, if you think of the matter, you can identify others in your own situation. You must make a constant effort to manage upwards. To be successful as a manager, it is as important to manage up as it is to manage down.
Fred Pamenter
PPBDconsulting@aol.com
