Managing Your Boss & Key Relationships

In this section I include managing your boss as well as the effective management of key relationships. The most important of these is, in all probability, the relationship with your boss. He or she is often the major influence on how you are viewed and judged. Other people with whom you interact can also have a crucial role in evaluating your contribution.

In terms of your career, whether you're about to change jobs or not, your boss is a key player who may determine your success or failure.

Through 'busyness', or for other reasons, it is easy to pay insufficient attention to your key relationships, especially managing your boss.

And in career and performance terms, that could cost you dearly. So what you need to think about includes:

1. Knowing what motivates your boss
2. What does your boss expect from you?
3. What do you expect from your boss?
4. Where bosses can and do go wrong
5. Improving the relationship
6. Other key relationships

Managing your boss means understanding what your boss has the right to expect from you.

Read the section on career development which explains the importance of this.

• A working style consistent with the culture being developed
• Results and outputs - deliverables - and timescales being met
• Completion of particular tasks and assignments as requested
• Support and anticipation of need at levels other than your own
• Timely information (i.e. no surprises)
• Regular or ad hoc reporting (verbal or written?)
• Ideally solutions not problems

What should you expect from your boss?

• Opportunities to discuss and agree targets, standards, methods and relationship
• Sufficient resources to carry out your role
• Guidance, support and interest - receptive to fresh ideas and ways of contributing
• Room to be effective and produce own results: lack of interference
• Constructive feedback on progress and how you are viewed - recognition and praise
• To be treated with respect like any other mature adult
• Information about the company and the future to feel involved
• Support when in difficulties

Bosses can (and do) go wrong through:

• Lack of availability or access, working behind closed doors
• Poor communication of information or changes (you seem to be the last to know)
• Change of mind: inconsistent in approach, then blames subordinates for not knowing
• Interference with or second guessing your decisions
• Takes credit for your ideas and results
• Doesn't give feedback on performance which you need
• Doesn't support you upwards or to colleagues
• A management style which is out of line with the overall culture

Understanding and managing your boss:

Before you assume that the boss is ill intentioned or incompetent consider his or her position and the pressures that you may not see or understand.

Ask yourself what might be the main pressures on your boss - try to see the world from his or her perspective. If you decide that the situation needs altering your aim should be first to develop a more effective working relationship.

Remember your boss is human and is not a mind-reader: therefore, don't hide problems - or successes -and keep the boss informed on what you're up to.

Understand what motivates and pleases, and what irritates and worries him or her.

Improving the relationship:

If you feel that improvement is needed consider the following suggestions:

• Ensure you keep the boss in the picture and supplied with relevant information
• Show that you understand his or her concerns and needs (including 'politics') - if you don't know what they are - ASK!
• Seek support in advance of big tasks or changes
• Clarify your role and their expectations - you may need to get an agreement in writing
• Use notes to record meetings and a follow-up in writing may be necessary
• Do not cause irritation by missing deadlines, being late, or being poor on detail
• Help your colleagues: help to build the team
• Use your time with your boss well:
• have an 'agenda'
• keep focussed
• have relevant data to hand
• go with options for solutions as well as problems
• Do deliver what you say you are going to deliver and if not, explain why.

Relationships with Other Key People

Many of the above points can be re-read with other key people in mind. Analyse each relationship in terms of:

What is the relationship - either formal or informal? - What expectations does each have of the other (deliverables and yield)? How do your key relationships link to each other, and to your boss?

If a relationship is not going well you need to:

• review expectations/deliverables
• review structural/organisational factors
• review behavioural style of your meetings and other communications
• "renegotiate" relationship and agree improvements
• involve others (as a last resort)

These top tips for your career and performance at work will help you in managing your boss and other key work related interactions.

Remember, the only behaviour you can change directly, is your own, so when managing your boss don't think you can change their behaviour.

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Continue to Management Jobs which includes top tips for new managers to help you on your way to becoming an effective leader.

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