How To Make My 3 Year Old Listen To Me 3 Rules to Managing Up

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3 Rules to Managing Up

If you are an employee looking to advance in your current job (see yesterday’s post), here are three rules to work well with those who can help your career. Management is not difficult and the benefits are worth the time and energy it takes to master it. Management is also not manipulation. It’s just understanding how to create an exchange that is mutually beneficial – and this kind of exchange cannot exist without trust between the two parties. Which leads to the first management rule:

Rule #1: Know your manager’s personal and professional schedule.

To manage, you must embrace the idea that you are selling your professional services. It’s time to act as a seller, and great sellers take the time to learn about the history, experiences, perceptions of their customers, and, subsequently, what it might take to change those perceptions. Emphasizing the word “time” because many of the professionals I work with come to me after making the initial mistake of not having the detailed information they need to manage. A great salesperson is actually a truly gifted teacher, someone who patiently and creatively navigates students, allowing them to reach the right conclusions on their own. However, everyone knows that teachers cannot make this happen for their students without first determining what the students need to understand. Thus, understanding our managers to the extent that allows us to know how to get what we want means doing our jobs. Here are a few questions that we must seek answers to:

* What is my manager trying to accomplish and why?

* What does she value most, both personally and professionally?

* How have past work experiences impacted their professional goals?

* How do you plan to make your mark on the company?

* What role do I imagine myself playing in his master plan?

The last question is the most important because the answer tells us what our manager thinks we are capable of. How can we begin to convince managers that we can do more without first knowing what they perceive our limits to be? Doing extensive research on our manager not only keeps us busy, it provides us with a gold mine of information that we can use to help connect our professional goals to our manager’s. And we all know that presenting win-win strategies backed by evidence produces some of the best and fastest results. However, while the “everyone wins” approach is a solid principle to be understood and respected by management, we will now discover another sign of a truly successful salesperson, and the next key element for management – knowing when NOT to press the sale.

Rule #2: Building a long-term relationship yields more than a self-serving sale.

The most impressive and memorable salesperson is not the one who closes the big deal. Rather, he is the one who, after hearing the needs of his client, conveys that his product or service is actually not a good fit, and then tries to help by suggesting viable alternatives. Now that’s someone we can trust and respect – someone whose honest opinion we’d like again. The value in the in-depth exploration of the what, why and how of top management is that we can also get a “heads-up” as to why some of our ideas might not work as well this time. Is pushing a personal agenda worth jeopardizing our credibility? It’s easy to get caught up in selling our professional services, especially when we’re dissatisfied at work. But even when we want something, we must recognize that our administrators will not be able to respond to these requests right away. The timing might be off, or the right pieces might not be in place. And, like that unforgettable salesman, it is the employee who recognizes and graciously accepts what cannot be done at the moment, and who is willing to go back to the table to come up with another plan that earns the respect of management.

Now, before you say, “But management is too self-absorbed and busy to even give me the time of day,” or “why do I get annoyed when my boss doesn’t listen to me or respect my opinions,” let’s go get it. a look at the final key element of effective management that has quantum leaped the careers of many professionals I know: the willingness to speak their language.

Rule #3: An appreciative, tactful, and understanding nature is valued by all.

The best salespeople engage communicators who take serious care of what they say and how they say it. The old cliché “you get more flies with honey than vinegar” is paramount to management. If you are a professional looking to advance, then learning how to talk to management on their terms will be your ticket to success. Let me share a story. .

I recently spoke to a group of managers who had to hire a lot of younger professionals in the last year. His first comment to me: how inconsiderate these new employees could be expressed at work. A manager also shared a story of how when he made an effort to praise and recognize the efforts of a new employee with a symbolic creative gift, instead of a “thank you,” the employee said, “that’s corny” and l ‘ he gave a disdainful look. I don’t care how old you are or how long you’ve been a manager, getting that reaction from your efforts is like a kick in the stomach. More importantly, it puts a defensive wall between the two parties. Why should a manager respect us if we don’t treat them with respect? We may not like their approaches, but let’s at least give them credit for trying. I know how impatient and frustrating it can be for employees at work (the show, The Office comes to mind), but affecting change requires diplomacy – choosing your words wisely. The desire for greater teamwork, leaderless organizations, and an emphasis on meaningful one-on-one interaction are just some of the concepts that employees believe will improve a workplace. However, the actual success of these initiatives is based on very effective and positive communication. So why not start by leading by example?

Before speaking, put yourself in the shoes of the season manager of today and imagine what it must be like to work in the last twenty years. If you can’t muster some sensitivity for their situation, then look at it this way: the disconnect between older leaders and younger bosses will not disappear. Someday, the current crop of younger professionals will be responsible for the workplace, and the new generation coming in behind them will not be happy with what they have done with it. That’s the nature of progress – never be satisfied. I must admit that after years of hard work, and working only with what was available to me at the time, I don’t think I appreciated that new people in the workplace would tell me without a doubt how the I missed them. , did you? Progress only works when ALL parties learn to communicate effectively with each other. It is not only the job of management to listen to the wishes of its employees; it is the job of each employee to find the right way to engage management in dynamic and productive conversations.

For example, we all have questions, but it’s how we frame them to managers that can make the difference. Open the conversation by saying, “I’m really interested in finding a way to make a big impact, but I need more information. You have a lot of experience that can help me see the big picture. I need your perspective. We can establish. a little time to be able to ask questions and get the kind of feedback that will help me?” it is a way that successful young people are connected with their leaders. Give your manager a chance to share how they experienced their battle scars in the workplace. Someday, you might want that chance too. More importantly, articulating the reasons for our questions in this fashion is the smartest way to take charge of the defense. Instead of assuming that we are questioning their authority and secretly criticizing their decisions, understand that we are only looking for answers that will help us do our jobs better. ‘

In summary, adjusting our approach to communicating with management is part of the give and take necessary for successful partnerships. No one, especially managers, wants to work with someone who conveys an “all about me” attitude in their efforts to get ahead. We all know that there is no “I” in the team, but smart professionals know how to think and then phrase their thoughts to reflect a “we” versus “me” mentality is the fastest way to achieve respect from the highest. Make sure your communication with managers shows a comprehensive view of everyone’s needs, and you will be seen as wise and worth beyond your years.

Now tell us, what did we miss? Do you have any comments or additional rules for management?

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