SORRY. I'M SNOWED' · if you've ever sat ix a job interview am) talked about how the role you're...

SORRY. I'M SNOWED'

There's no glory in being the office martyr.So why are we competing to be the busiest?

If every social occasion descends into a work-related whinge, heed this: research has revealedthe average worker overestimates their working hours by up to 10 per cent. The professional

mutation of the "humble brag" is not only a conversation-ender, but can also increase your stresslevels. So enough already with the competitive late-working chat. Change the subject!

COSMOPOLITAN. H 2 0 1 6 7 5

Ref: 606111506Copyright Agency Limited (CAL) licenced copy

CosmopolitanJuly, 2016Page: 75Section: General NewsRegion: National, AUCirculation: 82112Type: Magazines LifestyleSize: 3,760.00 sq.cms.

of 5AUS: 1300 1 SLICE NZ: 0800 1 SLICE [email protected]

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IF YOU'VE EVER

SAT IX A JOB

INTERVIEW AM)

TALKED ABOUT

HOW THE ROLE

YOU'RE APPLYING

FOR WOULD BE

GREAT FOR YOUR

CAREER. YOU'RE

GOIXG ABOUT

THIXGS THE

WRONG WAY.

"I'm looking for someonewho is talking about whatthey are going to give to theorganisation - not what it isgoing to do for them," explainsSheryl Sandberg, the COO ofFacebook and author of LeanIn. "When you look for a job,it's not about you, it's aboutthem... How are you goingto help them succeed?"

What Sandberg is talkingabout is managing up. Or inother words, managing yourmanager. By understandingwhat makes your boss tick,you can help them succeedand also make yourself lookway better in the process. No,it's not just another term forsucking up. It's about learningto create a relationship thatbenefits you and your boss,makes for a great workingenvironment and gets younoticed, rewarded and evenpromoted along the way. It'sa win/win situation.

Four out of five workersbelieve that selling yourselfis the key to business success,according to a US study - yet

work

62 per cent of us spend lessthan an hour a day doing thisat work. So, how can you sellyourself to your managereffectively, again and again?

Firstly you need to workout what your boss wantsand how they work, explainsSimone Milasas, a businesscoach. "You need to listenand watch how they act andhow they talk," she says. "Isyour boss extremely punctual?Do they have a to-do list andlike to tick everything off atthe end of the day? Perhapsthey tend to work on manyprojects at once? You couldeven ask your boss outright:'What do you require of metoday/this week/over thenext six months?'"

Once you've analysed whatmakes your manager tick, you

need to adapt how you workin order to give them exactlywhat they need.

"If you normally completea project before showing theresults, but you have noticedthat your manager likes toknow what you're doing andwhen, then give them regularupdates," suggests Milasas."It doesn't have to be a formaldaily report, but check in withthem and tell them: 'Today I'mworking on this project - it'smoving really well.'

"If you've noticed yourboss responds well to beingasked questions and gettinginvolved in whatever you'reworking on, start includingthem in what you're doing.Ask: 'I've got a tricky situation;what would you do?' It's notnecessarily about changing the

work you do, but changinghow you produce it to alignwith their work technique."

CLAIRE*. 33.

A SUSTA INABILITY

MANAGER AT

A MULTINATIONAL

COMPANY. DID

JUST THIS.After she noticed her managertended to praise staff for anywork that led to cost savingsand operational efficiencies,she devised a new strategyto support the company'scorporate responsibility andsustainability journey. ••V




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V*i £vVtf

~ S \ ..., ! f! ' • ^ - '

IF YOU'RETHE BOSS...it's important to recognise and give credit toemployees who are giving you what you want."Always acknowledge staff when they havedone something great, so they feel valued andappreciated," says Milasas. It's also importantto listen to what your team has to say. "A greatboss is willing to receive the awareness andexpertise that every person on their team has,and use that to their and the company'sadvantage. A good manager should allow staffto contribute as much as they possibly can."

7 8 COSM0P0LnAN.com.au TO SUBSCRIBE CALL 136116




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work

"I tailored the strategy toimpress my boss," she says."I know she is interested incost saving so I particularlyfocused on that one element.Demonstrating my capacityto put this in place and leadit makes our business a leaderin its field too - which makesboth me and my boss lookgood." The strategy paid off."She is now supporting mewith whatever I need whileI'm on maternity leave. I hopethat eventually it will lead toa promotion and payrise."

AS CLAIRE HAS

DISCOVERED. IX

A WORLD WHERE

W E ( A X \ O

LOXGER RELY OX

A JOB FOR LIFE.managing up can help you tokeep control of your career."Today your life wyour careerso you have to look at what youwould like to create as yourfuture," says Milasas.

"If you're doing somethingyou love and you're great at it- which you can help prove bymanaging up - then you canexpand both your capacitiesand the chances you'll keepyour job. Managing up is agreat way to help navigate asuccessful career path."

Don't fall into the trapof thinking that you'll startmanaging up when you'rein a less junior role or you'recompletely settled into a newjob. The time to manage upis right now, no matter whereyou are. "Of course, take thetime to observe your new teamand manager, but you shouldbe trying to give them whatthey want and need as soonas possible," says Milasas.

Managing up does notalways go to plan, however.If you're working extra hardto help your boss succeed butyou're not being acknowledgedfor all your effort, it can bedemotivating and frustrating.

Laura*, 29, a managementconsultant, recalls: "Early onin my career I worked for amaster delegator - by whichI mean I did all the work andhe took most of the credit!I once worked until midnighton a presentation he'd askedme to help him with. We hada similar workload ahead ofus so I discussed it with himthe following day, and askedwhether he would pitch in todo some of the grunt work.He not only said 'no', he thenwrote in my review that Ihad a tendency to panic andexaggerate! Meanwhile, hewas getting kudos for pleasinga challenging client off theback of my work."

Milasas recommendsdealing with situations suchas this one by asking somenon-confrontational questionsof your manager. "If you feellike it's time to flag that you'reworking hard to help your bossbut not receiving any creditor acknowledgement, say tothem: 'I'm a little confused.I need some help.' Then askquestions such as: 'Can youexplain to me why you didthis? How do you see thislooking? Where do you seeme within the company?'

"This shows you're askingfor information rather thanspoiling for a fight. If theygive you a straightforwardanswer, then you can decidewhether they simply didn'trealise they weren't actingappropriately, or if they areplanning to continue takingadvantage of your hard workand your skills." In which case,it may be time to manage upsomewhere else.

HOW TO MANAGEUP DIFFERENTTYPES OF BOSSHUMAN BEHAVIOUR EXPERT DR JOHN DEMARTINIREVEALS HOW TO DEAL WITH A TRICKY MANAGER

• THE IDEALIST:BELIEVES ANYTHING ISPOSSIBLE AND EXPECTSYOU TO THINKTHE SAME.MANAGE THEM BY: "Define

which part of their requestyou believe is realistic, andget it done efficiently andeffectively. Then define whichpart of their request you thinkis unrealistic and ask them forfeedback on how they suggestyou complete this task in theallotted time."

• THE PEOPLE LOVER:LOVES BEING AROUND PEOPLEBUT CAN BE GOSSIPY.MANAGE THEM BY: "Thank them

for their attention, conversationand information, but let themknow it might be considerateand respectful to speak directlywith the individual they aretalking about."

• THE RESULTS-DRIVEN BOSS:INTERESTED IN WHATTHEYCAN ACHIEVE AND WHAT'SIN IT FOR THEM.MANAGE THEM BY: "Ask what

specific outcomes they hopeto achieve and how you canhelp them do this. Also askwhat other projects they'dprefer you to postpone untiltheir main objectives areconcluded."

• THE CHARISMA QUEEN:CHARISMATIC ANDINSPIRATIONAL BUT CAN BEWISHY-WASHY WHEN IT COMESTOGETTINGTHINGSDONE.MANAGE THEM BY: "First thank

them for their inspiring wordsand actions, then ask whatspecific actions you can taketo help fulfill their needs. Thiswill give you clear objectives."

• THE METHODICALMANAGER:RELIABLE, CAUTIOUSAND CONSCIENTIOUS,WITH STRONG OPINIONS.MANAGE THEM BY: "Ask for

their detailed opinion aboutwhat they would like you towork on as a matter of priority.Ensure you're on the samepage in order to get the bestresults and impress them."

• THE BULLISH BOSS:ALWAYSTHtNKS THEY ARERIGHT, NOT GOOD ATLISTENING TO OTHERS.MANAGE THEM BY: "If you

feel your boss is wrong aboutsomething, gather factual,objective data and ask themto clarify their view. Objectivefacts can help calm down anysubjective bias. Hopefully yourboss will respect your calm,objective approach."

• THE PEOPLE PLEASER:YOU NEVER KNOW IFYOU'RED O I N G T H E R I G H T J O B B E C A U S ETHEY'RE SO POLITE.MANAGE THEM BY: "Ask them

to provide you with positiveand negative feedback sothat you can improve on yourperformance in the future.Feedback assessments thatprovide both praise andconstructive criticism helpbuild more refined skills."

THEPANICKER:BAD PLANNERS,SOEVERYTHING IS URGENT.MANAGE THEM BY: "Figure out

which part of their request isfeasible and which isn't withinthe time frame given. Ask fortips on how they suggest youcan achieve the task in thetime they've allotted." E33




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