Managing Your Manager - Getting Things Done.
Note: This article was authored by Douglas Castle, Chairman and CEO of TNNWC Group, LLC, and was originally published in the TAKING COMMAND Blog at http://TakingCommand.blogspot.com . Become a Member of TNNWC and begin enjoying the benefits immediately - at no charge - by clicking on the "JOIN US" button on http://www.tnnwc.com/.
Dear Commanders-In-Training:
You can be in a position of command regardless of your rank within the heirarchy of an organization, and regardless of the nature of your work or title.
Part of your job is to get things done. When you do, you benefit personally as well as professionally, as do all of the members of your organization. Anything that enables you to be more efficient and effective is something of benefit.
One of the greatest failings which a commander can have is an inability to "manage his or her manager." You must learn how to do this. It requires that you assess what is expected of you, and that you indicate, in clear, organized terms, what resources that your manager should be assisting you with or providing with in order for you to of best benefit to him or her.
When you manage your manager, you are doing it for three purposes:
1) To make your manager look better because of the fact that you are able to perform your function better;
2) To do your job with more resources, support and appreciation;
3) To reduce your workload to a manageable level.
Managing your manager is especially key if you are generous and hard-working by your nature. It is a means of showing your value to your manager, and of promoting yourself.
If you fail to manage your manager (who should never be assumed to be aware of your difficulties or appreciative of your efforts), you will not be in command. If you are successful at managing your manager, you will both ultimately benefit. As an added bonus, you will invariably make yourself more highly visible, more readily promotable.
Management is a two-way street. Your manager will have to work with you if you are to work for him or her.
Just be certain to be clear, factual and pleasant (yet assertive) when you manage an individual who perceives himself or herself as your senior, supervisor or superior. Communicate with maximum eye contact, minimum fidgeting, and a clear, controlled matter-of-fact voice. Now go and do it.
Summary: Graduate from the dimly-lit, poorly-ventilated mailroom to the CEO's posh corner office (with mini astro-turf putting green) by learning to manage your manager, as well as by learning to manage your employees.
Faithfully,
Douglas Castle
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