Presented: Giang Dang

Managing your boss by John J.Gabarro and John P.Kotter

“Successful managers develop relationships with everyone they depend on – including the boss”

Misreading the boss-subordinate relationship

Personality conflict: very small partUnrealistic assumptions and expectations:

the nature of boss-subordinate relationship is mutual dependence between the 2 fallible human beingFailed to see the dependence of the boss on

his subordinate: help, cooperation and honestySome are too self-sufficient: no need critical

information and resource a boss can supply

Misreading the boss-subordinate relationship

Unrealistic expectation: all boss can provide information or help subordinates

Reasonable expectation: boss can only provide modest help. Effective managers should seek information and help they need instead of waiting for their boss to provide it

Misreading the boss-subordinate relationship

Requirements to manage mutual dependence among fallible human being:Good understanding of other person and

yourself: strengths, weaknesses, work styles and needs

Use this information to develop and manage healthy working relationship: compatibility, mutual expectation and critical needs

Understanding your bossGoals and objectives: organizational and

personalPressures: from his own boss and others at

the same levelStrengths and weaknessesPreferred working styles:

How a boss like to get information? Memos, meeting, or phone calls

Does he thrive on conflicts or try to minimize them?

Understanding your bossShould be more sensitive to work

styles of a new bossShould seek out this information on

a going basis as priorities and concerns change over time

Understanding yourselfBoss is one-half of the relationshipYou: the other half and have more direct controlEffective working relationship: know your own

strengths, weaknesses and personal style.Not change the basic personality structure of

you or your bossBut be aware of what is about you that impedes

or facilitates working with your bossTake actions that make the relationship more

effectively

Understanding yourselfGaining self-awareness and acting on it based

on past experienceSubordinates more dependent on the boss:

frustrationsHandle these frustrations based on

predisposition: Counter-dependenceOver-dependence

Understanding yourselfBoth these predisposition lead managers to

unrealistic views of what a boss isIn fact: bosses are imperfect and fallible: they

don’t have unlimited time, encyclopedic knowledge, or extrasensory perception nor are they evil enemies

Awareness of these extremes and the range: useful to understand your own predisposition, implications, and predict your reaction and behaviors

Developing and managing the relationship

Compatible work style:Listeners vs. readersDecision-making style: involved or notComplement skills to make up for each other’s

weaknessesMutual Expectation

Boss’s expectation: broad or specificCommunicate your own expectation to the boss

Developing and managing the relationship

Mutual Expectation: to deal with inexplicit expectation of the boss using different approaches that depend on the boss’s style:Detailed memo with key aspects of a

manager’s work approved by the bossInitiate an ongoing series of informal

discussions about “good management” and “our objectives”

Getting information indirectly through those who used to work for the boss and through the formal planning systems

Developing and managing the relationship

Flow of information: How much information the boss needs depends

on the boss’s style, situation and confidence with the subordinates

How to deal with a good-news-only boss: management information system, communicate immediately

Developing and managing the relationship

Dependability and honestyBe consistent and meet the deadlinesBe honest to gain trust from the boss

Good use of time and resourcesBoss has limited time, energy and resources:

be wise to draw on these resources selectivelyRecognize that managing relationship with the

boss takes time and energyEffective managers understand that this part of

their work is legitimate

Summary: Checklist for managing your boss

Understand your boss and his or her context:Goals and objectivesStrengths, weaknesses, blind spotsPreferred work style

Address yourself and your needs:Strengths and weaknessesPersonal stylePredisposition toward dependence on

authority figures

Summary: Checklist for managing your boss

Develop and maintain a relationship that: Fits both your needs and stylesIs characterized by mutual expectationsKeeps your boss informedIs based on dependability and honestySelectively uses your boss’s time and resources