Managing Your Boss

Managing Your Boss

Judy Olian

( Judy Olian is Dean of Penn State's Smeal College of Business and a leading expert in strategic human resources management .)

Sure, the ticket to getting great merit reviews and mega bonuses is being a superb performer, terrific colleague, and admirable organizational citizen. Is that enough? No. It's also about managing your boss.

We can all generate countless examples of people who are good at their job, but never recognized or appreciated for what they do. Managing your boss is an additional ingredient of job effectiveness. It's an important strategy for managing perceptions of your effectiveness, as well as adding to your irreplaceability because you compensate for the imperfections of your boss. Consider these strategies to help you manage the person upstairs.

First rule: In crafting your own performance goals, first refer to the boss' goals. Your goals must feed into those of your boss, and follow his/her (I'll refer to his) priorities. Your boss depends on you and your team to meet his goals, much like a pyramid system.

Second rule: Your boss isn't perfect…try to adapt to his peculiarities and compensate for the imperfections. If your boss shies away from addressing conflict situations, why not take on that role? If he tends to miss deadlines, can you serve as his project manager to achieve those deadlines? If your boss is uncomfortable in public speaking, or in direct contact with customers, can you serve as his surrogate?

Third, make your boss aware of the successes of the team. Have you provided information on the team's successes so he can convey them to his superiors? Sharing the good news doesn't mean bragging about yourself-it means offering your boss the opportunity to showcase the unit's accomplishments as a whole.

Fourth, just as you share the good news, be sure to operate by the "no surprises" rule. If there's any bad news in the offing, your boss should hear it first from you. Present the problem, as well as solutions or damage control strategies, demonstrating that you're in control. Your boss should never be surprised by his superiors about a foul-up within his unit, or be unprepared with solutions.

Fifth, if in doubt, consult. You've understood your boss' strategic priorities, developed yours in alignment with his, but issues come up that require adjustment or quick response. It may mean a shift in strategic focus. Don't assume that you have license to shift priorities. Consult with your boss and involve him in the decision.

Sixth, manage your boss in accordance with your working style. If you have a strong need for structure and on-going feedback, it's up to you to initiate feedback sessions and solicit the information, especially if your boss has a hands-off style. If you're an advance planner with a boss who procrastinates, schedule your projects to allow for added slack periods. Manage your boss around your own dispositions since no one else will.

Seven, don't assume that you're seen, heard, or appreciated. Take the initiative to meet and connect, as long as the time is spent productively and efficiently. Bring issues to the table that are of strategic significance. Don't self-aggrandize, just demonstrate that you are partnering to solve important strategic problems.

Good bosses understand that their subordinates are, in effect, their partners in achieving success for the unit as a whole. Perform, but more than that, make sure that you help your boss deliver the necessary results. Along the way, it will become evident that you are indispensable to his success.