Working KnowledgeA Monthly Column about Life on the Job |
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By Mary Pergander American Libraries Columnist Mary Pergander is director of the Deerfield (Ill.) Public Library. Send comments or questions to working@ala.org. Column for October 2006 |
Manage Your Boss—Please!
Several years ago, I surprised members of my staff with a book on the topic of "managing your boss." My employees passed the book around like a steamy novel, and employees from other departments snuck a read, too. Before long, communication improved, and then results improved. All of us had a better understanding of where we were going and what we needed to do to get there.
I welcome being "managed" by employees who present workable solutions to the problems they encounter, keep me informed about their progress before I even ask, and take the initiative to clarify priorities or even ask for more to do! I know I am not alone in this.
I also try hard to manage my own bosses, the board members, by treating them the way I would like to be treated if I were in their shoes. What is so good about managing our managers? It makes work better for us as well as for them.
Currently, there are over a dozen books with similar titles on the concept of managing bosses. Over the years, though, I have developed my own list of tips. Here are just a few of my favorites.
Avoid surprises
Naturally, the boss does not enjoy unpleasant surprises. But if there is bad news, it's still best to pass it on right away. Believe me, news about angry patrons, overdue bills, or about-to-be-blown deadlines sound much better coming from you than from the patron, board member, vendor, etc. The manager might get upset, but at least you have provided him with an opportunity to address the problem. Are you still reluctant? Try this: For one boss, I used to preface disagreeable information by saying, "Permission to speak freely?" That became our signal that I needed to give important but potentially distressing feedback. Providing a verbal buffer prepares the listener for what is coming next.
Clarify priorities
Quick—can you list your manager's four highest priority projects for the month? Knowing what your boss needs to accomplish is another way of prioritizing your own responsibilities.
Here's an example. Your manager just spent 20 minutes outlining a crucial project. Thirty minutes later, she's back, asking for urgent help with something else. Which task has primacy? Ask! First, let her know that you are willing to do whatever is needed, and then ask which undertaking is to be completed first. This shows you are trying to align your concerns with hers.
Make it easy to say yes
Want to increase the chances that your boss will agree to your suggestion? State your proposal in terms of his goals and present solid reasons why your idea solves the problem at hand. Remember-it's always a nice touch to include any potential costs. Also, be sure to put it in writing, preferably using a summary not over a page long. Irresistible!
Communicate frequently
Is your manager meeting regularly with you, even for just a few minutes, to clarify goals, assess progress, and share information? If not, you might consider suggesting such habitual exchanges. Make clear that you want to calibrate your respective objectives, and then keep her informed about your progress. After all, it is easier to redirect a project early in the process rather than later.
What's in it for you?
Managing a relationship with your boss means taking active responsibility for ongoing communication. This includes being aware of the timing, content, and frequency of interactions. With effort and practice, you may experience improved understanding, results, and performance, as well as less stress. Give it a try.
Send your feedback to me at working@ala.org for possible inclusion in a future column.
(c) Copyright 2006 American Library Association