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Managing up: Helping your boss is the best way to help yourself
March 31, 2008
Copyright © 2008 PRSA. All rights reserved.
By Ken Jacobs
The following article appears in the April issue of Tactics.
Having the basic PR skills — such as writing powerfully, building client relationships, understanding the media, supervising well, giving persuasive presentations and managing time efficiently — simply isn’t enough these days to keep you on an accelerated career track. You must be able to “manage up.”
Managing is creating mutually beneficial relationships with your supervisors by communicating effectively, and it can play a critical role in getting you to the next level and beyond. The following five recommendations will help you start:
Understand the assignment
The first opportunity many have to effectively manage up is the assignment meeting.
We sense our supervisor is busy — who isn’t these days? — and in our desire to start the work and allow the supervisor to get on with hers or his, we leave the meeting without understanding what is expected.
Many supervisors, after cursory overview of the assignment, will ask, “Do you understand?” Most of us reply, “Yes.” But that interchange doesn’t test whether we truly comprehend the assignment; all we understand is our “takeaway,” which many not be what the supervisor meant.
The ideal supervisor says, “Tell me your understanding of this assignment and what you need to accomplish it.” If that isn’t asked, you act to ensure you and your supervisor are in sync.
Start by explaining what you understand the assignment to be. Encourage input by asking questions like “Is that right?” or “Is there anything else?” Then listen — carefully. Your supervisor’s response should elicit more questions from you. Now is the time to ask them.
Discuss deadlines. Indicate what you need to complete the assignment that hasn’t been provided. If it’s a writing assignment, establish a deadline by which you’ll share an outline for input from your supervisor before you start writing. Request a specific time and date for an interim check-in meeting so you can discuss progress to date and any particular hurdles you’re facing.
As the meeting ends, say, “I’d like to give this more thought. Can we discuss for five minutes tomorrow any additional needs or ideas I’ve considered, or any post-meeting thoughts you may have?”
While this approach might appear to take more time from already hectic schedules, in reality it saves you both time. The more information you glean from that first meeting, the less time you’ll spend in wasteful actions that delay successfully completing the assignment. The more you probe what your supervisor truly wants, the more accurate your understanding will be before getting started. That always leads to a more satisfactory outcome for all.
Lead with their need
One of the most important — and oftentimes difficult — lessons we can learn is that when we make our supervisors’ priorities our own, we contribute to our success.
So temporarily set aside your current goals, and instead think about your supervisors’. What are they trying to achieve today, this week, this month? Contemplate which of your specific goals and assignments can help them achieve their goals, and make these your top priority. If your current goals or assignments don’t contribute, demote them.
Here’s a practical tip: As you create your daily goals, complete first those assignments that require your supervisor’s time and input, and get them to your supervisor. Only then move on to other assignments.
In our fast-paced business, despite our best efforts, we often face conflicting goals — too much to do in too little time. Break this logjam by consistently focusing first on those actions that will help your supervisors achieve their goals.
Staying a step ahead
As in comedy, effective public relations is all about timing. Before you accept or recommend a deadline, think about how long it will take to complete an assignment, and then build in extra time. If delays beyond your control occur, you’ll still meet the deadline. Finish early and you’re a hero.
Think about your bosses’ work styles. Do they tend to give you virtually no time to complete assignments? Then get in the habit of regularly asking them to discuss upcoming assignments and activities.
Do they often assign work on Monday that’s due Friday, but inevitably ask about your progress by Wednesday? Anticipate them by sending a status update Tuesday evening.
Getting ahead a day, or even a few hours, is important to managing up; it alters the tone of interchanges with your supervisor from responsive to proactive.
No surprises
Surprises are for birthdays, not the office.
Sharing bad news — a deadline that can’t be met, a budget cutback or unanticipated results — is part of your job; sharing it so late your supervisor cannot help solve the issue is unacceptable.
Many of us delay sharing bad news with our bosses. Perhaps we think we can solve it on our own, or that it will go away. But it won’t. It will only get worse.
We also forget that our supervisors have managed the problem we’re facing, perhaps many times. That’s why they’re supervisors.
When you get bad news, the best approach is to quickly think through the pros and cons of various responses, determine your recommendation and get to your supervisor ASAP. They’ll appreciate the early warning and that you’ve brought them a possible solution, even if they don’t follow your recommendation.
You and your boss may discover you have a talent for thinking through solutions in a pinch. Most important, you’ll have created a bond of trust with your supervisor that is priceless.
Plan for the unplanned
Know that if you should expect anything, it’s the unexpected. Your supervisors will bring you new assignments, deadlines and problems to solve. When they do so, it’s like music to their ears when you can say, “I’m on it.”
The you can only make that happen if you’re always on top of your work. If something is due on Friday, have it ready on Thursday. Or even Wednesday.
If you get downtime — admittedly, a rarity in our business — use it to tackle an assignment or issue that has been brewing. Better yet, let your boss know your availability. You might solve this morning’s newest problem.
Managing up is a skill that can take years to hone, but start implementing these five actions and you’ll be on your way to a more open and mutually beneficial relationship with your supervisor.
Ken Jacobs is the principal of Jacobs Communications Consulting, LLC, which helps PR agencies grow business, and enhance staff performance and retention via training. He can be reached at ken@jacobscomm.com.
Comments
Beth Hallisy says:
I applaud your article, Ken. I agree this is all extremely important for career advancement and hope young professionals take note. Although, I wouldn't necessarily recommend waiting for a boss or client to ask you for your understanding of an assignment. Go ahead and paraphrase what you heard and describe your plan of attack. Take responsibility from the outset. Also, offer updates/status reports in the format and frequency your boss prefers. (It's OK to ask.) And don't be shy about sharing your work/results, as long as you also give credit where credit is due. A nod to your colleages -- and even a compliment to the boss -- is most appropriate when sincere. A final bit of advice: make sure you come through on the tiniest of projects. These are often the ones the boss remembers. And the big opportunities only come after the trust and confidence is earned.
Maria says:
"Managing up" only works if you have a competent supervisor. If one's supervisor is incompetent then "managing up" doesn't work. The subordinate is enabling the incompentant supervisor. In today's cut throat enviroment, guess who's going to be laid off first in a down market, the subordinate or the supervisor? Chances are the subordinate will go and the supervisor will survive having benefited from "managing up".
Chris says:
Mangaing up, or being a 360 degree leader, as John Maxwell called it, is an integral part of a team environment. If you have an imcompetent supervisor, part of leading up is helping them be better. I've seen it work with incompetent leaders, as well as competent ones. Leading up isn't about enabling, it's about putting the good of the team above individual needs and big picture thinking. I don't think this article is long enough or in depth enough to address the subject adequately. I would recommend reading more--perhaps Maxell's 360 Degree Leader or Leading Up by Useem.
M. says:
The cut throat environment has existed for decades, it's not a new concept. And the tips that Mr. Jacobs points out are not new, either; they are meant for the majority of the workforce now who seem to not understand how to work properly to move up the corporate ladder. Great article, Mr. Jacobs! You've touched the tip of the iceberg. I hope people reading this take your advice to heart.
Ken Jacobs says:
Thanks to you all for your thoughtful input. I agree with much that you've stated. I wrote this article for the many who haven't had counsel in this critical concept, and as a simple reminder for those who have. "Managing the Monster Boss" is another article completely, one I should probably tackle. I also agree that most articles of this length do address just the tip of the iceberg; if it served to get the dialogue moving, I'm delighted. Thanks again for your input and I hope others will weigh in as well. kj
Joe Weinlick says:
Greetings, Ken! Have to say, seems like this was written from the perspective of the boss. I think my past bosses would have dropped dead if I had asked them, "is that right," or, "is there anything else!" I've also managed up fairly assertively - assessing what I believe needs to be done, and then selling that idea up, across, and down the organization. That said, I did understand organizational priorities, and got results. As I grew into management, I found that the employees I valued most where the ones who had a vision, understood the big picture, were willing to challenge my assumptions, and who could drive a project through to completion. My guidelines to managing up: - Choose your priorities. You will never get everything you need to done in a day. So pick a few big things, or a few areas to concentrate on, where you want to drive exceptional results. Do these at 120%, and make them a focal point of your discussion with your boss. Write plans and emails on how you can accomplish them. Get the other stuff done as quickly as possible so that you can focus on these. You will benefit the company more, and get more recognition from a good boss, if you make a meaningful impact, rather than getting your work done competently but not driving change. - Have a POV and express it. Don't be a pain in the ass, but if you feel passionately then make your argument - and, improve your argument over time. You may not convince your boss day one. But if you can show them the value over time, they will appreciate it. - Understand that your boss has different priorities. You are worried about executing the current campaign. Your boss is looking at the P/L statements. If you understand that, you can learn how to structure your arguments to get things done. This works at all levels of an organization. Understanding the priorities and pressures of the person you are talking to so that you can effectively convince people at any level. - Manage down and across. If you want to move up in the organization, then learn how to build consensus. If you go to your boss with a POV, but don't have buy in, he/she will likely not want the headache of taking your initiative on. But if you have already gained support, and are representing the viewpoint of others, then you are helping make things happen. - Volunteer to take on a difficult project and do whatever it takes to get it done. Your boss is likely busy and doesn't have a lot of time to spend managing down. So make it easy for him/her. Take challenging projects off their hands. And then don't bug them every few hours for help. Report progress at key points, and show them that when you are on it, then can focus on other things. - Understand how your boss likes to communicate and when they like to communicate. Are they an email person? Then learn to use email. And, if they won't read an 8 page email then learn to make your arguments in a paragraph (generally wiser). Or, do they face to face? If so, you may have to ride down the elevator with them to talk. Are they quiet on Mondays? Then wait until later in the week to bring them something new. Wow. Didn't plan on writing this long. I've never been good at following my own advice, such as making my arguments in a paragraph. Okay, time to do some work. take care, Ken. -joe
Mitch Katz says:
This is a very well written article which I have passed on to our vice president of operations. She operates this way and it may help her to get her staff to do so as well.
ken says:
Joe: Thanks for this heartfelt and considered perspective. I was attempting to present "Managing Up 101," and you've certainly provided "Managing Up 201." I appreciate your taking the time to do so. kj
Linda A says:
Ken, Thanks for the helpful comments on how to manage one's boss - the pointers are useful in family interpersonal relationships too! Regards, Linda
Robin Bernstein says:
Excellent article, Ken. In many ways, I think your advice also applies to how an outside consultant manages a client. The power structure is different, in that it's not boss/subordinate. But the process is the same; you must manage your client effectively so that the job you were hired to do gets done.
sharon says:
I like "surprises are for birthdays and not the office"! Nice article.
Doug Whitney says:
Ken, I agree with the techniques you describe in the article and I see them also being valid for Client Management outside of the office too. Being clear on what "deliverables" are expected for an assignment and in which format they should be prepared are examples of details that should be confirmed. I also agree strongly that surprises in business are often a bad thing, but can be managed most effectively by how we choose to react to them. If you have to write a response to something that is a "surprise", whether it is an email or a letter, don't be in too much of a rush to send it until you've reviewed and edited it two or three times. Sometimes if it is a particularly stressful issue, I'll rewrite the entire thing after I've vented the emotion in the first draft. Less emotion and drama around the office is usually a good thing. Leaving yourself open for unplanned assignments makes you more valuable to all concerned. It's true that if you want something done quickly, give the assignment to the busiest person, because the busiest person if often the best performing and most productive person too.
Deborah Bayes says:
Great article, Ken. The points you raise are applicable to other work environments in addition to those in PR agencies. I've personally experienced some of those you cited. In our present day fast-paced electronic businessworld taking the time to think before we act is so important. Also, don't forget the human element in everything we do as PR professionals.
Maria Kalligeros says:
Very sage advice Ken! Your clear, concise recomendations will be of great use to all. I'm sharing this with everyone in our office! Best, Maria
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