menttium business education webinar: managing up · managing up menttium business education webinar...

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Managing Up

Menttium Business Education WebinarJune 6, 2019

© 2019 Menttium Corporation. All Rights Reserved. Confidential.

Your Host

Marci Heerman Executive Coach & Leadership Development Consultant, Menttium Facilitator

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Agenda• Managing Up – Today

o 3 Essential Keys to Managing Up

» Communications

» Goal-Setting

» Building Effective Relationships

• Applying the Knowledgeo Assessing Your Working Relationships

o 4 Step Conversational Tool

o Self-Assessment: Relationship Management Tool

• Leveraging the Experience: Voices of Experience• Next Steps

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In addition to your boss, who do you need to influence in your organization?

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What are your biggest challenges in managing up?

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3 Keys to Managing Up

Excerpt from Harvard Business Review, “Managing Your Boss”, Peter Drucker

CommunicationGoal-Setting

Relationship-Building

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Communications

• Figure out and adapt to your boss’ communication style

• Ask yourself whether tensions with the boss may be a problem of clashing styles rather than fundamental conflicts

• If you disagree, do it privately• Seek agreement on how and

when to update your boss

“The Wall Street Journal, “The Right and Wrong Way to Manage Up at

the Office”, April, 2018

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Goal Setting

• Approach your manager at least once annually to ask what you do that helps him/her and what you do that makes life harder for him/her

• Understand your manager’s idiosyncrasies and learn to work with oraround them

• Make sure you and your boss understand what’s expected of you• Don’t expose your manager to surprises• Don’t underestimate your manager

Excerpt from Harvard Business Review,

“Managing Your Boss”, Peter Drucker

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Relationship Building Skills

Building effective working relationships with others (up, down, and across the organization) is one of the most important skills leaders must develop in

order to achieve results.

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Build relationships that:

• Fit both your needs and styles• Are characterized by mutual expectations• Keeps your boss (and others) informed• Are based on dependability and honesty

• Uses time and resources wisely

“From Managing Your Boss”, HBR, J. Gabarro & J. Kotter

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Emotionally Intelligent Leaders

“An emotionally intelligent leader can monitor his or her moods through self-awareness, change them for

the better through self-management, understand theirimpact through empathy, and act in ways that boostothers’ moods through relationship management.”

- Daniel Goleman

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Designing Effective Relationships

• Are mutually beneficial• Focus on what’s most important about the relationship (as

well as outcomes)• Consider the agendas of both parties• Include high-degree of listening• Feature communications that are open and honest

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4-Step Conversational Tool

• What is the potential of this relationship?

• In this relationship, what do I want MORE of?

• In this relationship, what do I want LESS of?

• When things get rough, what are wecommitted to do to get back on track?

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Essential Relationship Management Skills

From Emotional Social Competency Inventory (ESCI) research by Richard Boyatzis, Daniel Goleman & Korn Ferry

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Conflict Management

Coaching & Mentoring

Influence

Inspirational Leadership

Teamwork

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Managing Up: Assess Your Working Relationships

Openness: How easy is it to speak openly?

Mutuality: How are we each contributing to the relationship?

Trust: How much do we count on one another to maintain confidentiality when needed?

Integrity: How much do we count on one another to follow-through on our actions?

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Keys to Building Effective Working Relationships

• Focus on the person (not just the task)

• Continual reassessment and redesign

• Conversations which focus on what is mostimportant about the relationship & its potential

• Clear agreements about how the relationshipwill work

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What area do you most want to focus on to help you manage up?

CommunicationsGoal-Setting

Relationship Building

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Voices of Experience

Kathleen PhillipsHead of North American

PartnershipsDigital River

Patrece CadeManager Compliance Office and Small Group UnderwritingBlue Cross Blue Shield of Michigan

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Next Steps

• Discuss “Managing Up” in your next mentoring partnership meeting to explore areas of strength and opportunity, as well as how you can practice new skills.

• What new strategy will you try in the next 72 hours to enhance your relationship with your direct manager?

• What approach will you try in the next 30 days to build a stronger network of strategic relationships?

• What relationship goals will you set for yourself in the coming year?

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Resource Reference List

Robert Kegan comments re "All leaders have both an agenda they’re driving and an agenda that’s driving them“ (McKinsey Quarterly article):

http://www.mckinsey.com/global-themes/leadership/when-to-change-how-you-lead

Circles of Influence and Concern:The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change, Steven Covey, (updated) 2013

6 questions to ask yourself (Who, What, Where, When, Why & How)Its Okay to Manage Your Boss: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work, Bruce Tulgan, 2010

https://www.wsj.com/articles/the-right-and-wrong-way-to-manage-up-at-the-office-1523366792

https://www.drucker.institute/monday-issue/managing-the-boss (This includes a fun 4 minute video)

Co-active Coaching: New Skills for Coaching People Toward Success in Work and Life”, Laura Whitworth, Karen Kimsey-House, Henry Kimsey-House, Phillip Sandahl, 2007

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http://www.mckinsey.com/global-themes/leadership/when-to-change-how-you-lead

https://www.wsj.com/articles/the-right-and-wrong-way-to-manage-up-at-the-office-1523366792

https://www.drucker.institute/monday-issue/managing-the-boss

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