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S5:Ep 19

Producer’s Cut: You Have To Manage Your Manager! (From S3:28)

In this episode, I explain why you must manage your manager. Unfortunately, this task falls on you.  So today  I lay out why managing your manager is very important, how to determine the type of manager you have, and how to build a positive relationship with your manager, even if you don’t like her.

I explain:

• What managing up really means
• The 9 types of bosses you may have and how to think through managing them
• The rules of engagement you need to enact to manage your manager and build a stronger relationship
• Why you never show your frustration with your boss
• The eight-count laugh
• Contrived Vulnerability

Remember, You got this…. now go forth and be great!!!

If you need some help, email me at ask@trillmba.com.

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Editing and Sound Design by Chris Mann of Podshaper

Sources:

Nine Types of Managers:

1. A brand new boss, someone you’ve never met before.
2. A manager you don’t see face-to-facebecause she works in another location
3. An insecure boss (hint: it’s important to know how to tame his ego)
4. An all-knowing or indecisive boss
5. A manager who gives you conflicting messages
6. A long-winded boss
7. A hands-off boss
8. A manager who isn’t as smart as you
9. A boss that’s actually a board of directors

https://hbr.org/2015/01/what-everyone-should-know-about-managing-up

https://hbr.org/2005/01/managing-your-boss

https://www.themuse.com/advice/10-ways-to-get-your-boss-to-trust-you-completely

https://getlighthouse.com/blog/managing-up-advice-experienced-leaders/

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

https://www.psychologytoday.com/us/blog/understand-other-people/201304/eight-ways-manage-effectively

https://www.forbes.com/sites/rodgerdeanduncan/2018/05/26/why-managing-up-is-a-skillset-you-need/#76f62b1537fd

https://hbr.org/2014/12/overcoming-the-peter-principle :

Note in this article: In dealing with superiors, subordinates must navigate through a minefield of potential disasters by continually asking themselves six questions.

• Is my boss interested in my welfare or does he see me as a competitor who needs to be neutralized?
• Can I correctly work out what my boss wants or am I stuck second-guessing from what he’s actually saying?
• Will my boss reward — or punish — me if I make improvement suggestions?
• Am I capable of doing my job?
• Do I want to emulate this boss, or should I distance myself from his poor example?
• Should our relationship be friendly or strictly professional?