How To Be An Engaging Leader: How To Manage Your Boss!

How To Be An Engaging Leader 

How To Manage Your Boss! 

" When by the second quarter, margins and profits had still failed to improve, the president took direct control over all pricing decisions and put all items on a set level of margin, regardless of volume. The new vice president began to find himself shut out by the president, and their relationship deteriorated. In fact, the vice president found the president’s behavior bizarre. Unfortunately, the president’s new pricing scheme also failed to increase margins, and by the fourth quarter, both the president and the vice president were fired.
What the new vice president had not known until it was too late was that improving marketing and sales had been only one of the president’s goals. His most immediate goal had been to make the company more profitable—quickly."

Read more ...


Many managers, like Bonnevie, assume that the boss will magically know what information or help their subordinates need and provide it to them. Certainly, some bosses do an excellent job of caring for their subordinates in this way, but for a manager to expect that from all bosses is dangerously unrealistic. A more reasonable expectation for managers to have is that modest help will be forthcoming. After all, bosses are only human. Most really effective managers accept this fact and assume primary responsibility for their own careers and development. They make a point of seeking the information and help they need to do a job instead of waiting for their bosses to provide it.

In light of the foregoing, it seems to us that managing a situation of mutual dependence among fallible human beings requires the following:

1. You have a good understanding of the other person and yourself, especially regarding strengths, weaknesses, work styles, and needs.

2. You use this information to develop and manage a healthy working relationship—one that is compatible with both people’s work styles and assets, is characterized by mutual expectations, and meets the most critical needs of the other person.This combination is essentially what we have found highly effective managers doing.

Understanding the Boss

Managing your boss requires that you gain an understanding of the boss and his or her context, as well as your own situation. All managers do this to some degree, but many are not thorough enough.

At a minimum, you need to appreciate your boss’s goals and pressures, his or her strengths and weaknesses. What are your boss’s organizational and personal objectives, and what are his or her pressures, especially those from his or her own boss and others at the same level? What are your boss’s long suits and blind spots? What is the preferred style of working? Does your boss like to get information through memos, formal meetings, or phone calls? Does he or she thrive on conflict or try to minimize it? Without this information, a manager is flying blind when dealing with the boss, and unnecessary conflicts, misunderstandings, and problems are inevitable.


More information here from the adapted and credited source: Link