Simon Carne Managing Your Boss

MANAGING YOUR BOSS 2 Three key themes: n it’s not the manager’s job to make the relationship work all the time n try standing in the other guy’s shoes n life is not an exam question: don’t expect to be given all the data

MANAGING YOUR BOSS 3 The one piece of theory you absolutely need to know n Theory X: the assumption that people do not want to work. The manager has to tell his staff what to do and supervise them closely. n Theory Y: the assumption that people want to work, want to perform well and will be able to do much of their work without supervision.

MANAGING YOUR BOSS 4 Now turn the theory on its head! n Theory X (in reverse): the assumption that managers get job satisfaction from watching over their charges and being actively involved in their day-to day activities. n Theory Y (in reverse): the assumption that managers would like to leave their charges to “get on with it”, so the manager has more time to do other things.

MANAGING YOUR BOSS 5 What happens in practice? n A fairly large proportion of managers gravitate to Theory X n An even larger proportion of staff gravitate to Theory X (in reverse) This leads to a mutually reinforcing cycle.

MANAGING YOUR BOSS 6 Breaking the cycle can bring: n increased job satisfaction: from having a say in what you do n a springboard for demonstrating your ability and progressing your career

MANAGING YOUR BOSS 7 “The Three Questions” 1 What is the manager going to do with this work product? 2 Am I giving it to the manager in the right form for that next step 3 If I were the manager, would I be happy with this work product? Sometimes you have to look for clues.

MANAGING YOUR BOSS 8 What if the manager gets it wrong? Choose from three of the following four options: n suggest an alternative n think about going back for guidance n “I tried it but it didn’t work” n do what the boss says and then do what’s right to save the day!

MANAGING YOUR BOSS 9 Be a superstar and learn to: n make molehills out of mountains n listen between the lines n pre-empt poor delegators

MANAGING YOUR BOSS 10 Appraisals n how to prepare n what sort of questions to ask n don’t … –try to do a deal –defend the indefensible or the unnecessary

MANAGING YOUR BOSS 11 Managing in the middle What are you delegating? n tasks n roles n responsibilities

MANAGING YOUR BOSS 12 Communicate your key criteria n accuracy? n speed? n presentation? n …?

MANAGING YOUR BOSS 13 What is leadership? n never having to listen to someone who disagrees with you? n taking genuine pleasure in the success of people who work for you? n someone whose “presence” is essential to the smooth running of the team? Or not?

MANAGING YOUR BOSS 14 The right place at the right time n The Admirable Crichton n Outward Bound

MANAGING YOUR BOSS 15 What are your greatest strengths?

MANAGING YOUR BOSS 16 What are your greatest strengths? What are your greatest weakness?

MANAGING YOUR BOSS 17 What are your greatest strengths? What are your greatest weakness? How do you tell the difference?