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This section includes the effective management of key relationships. The most important of these is, in all probability, the relationship with your boss. He or she is often the major influence on how you are viewed and judged. Other people with whom you interact can also have a crucial role in evaluating your contribution. Through 'busyness', or for other reasons, it is easy to pay insufficient attention to your key relationships.
What does your boss expect from you?
- a style consistent with the culture being developed
- results and outputs - deliverables - and timescales being met
- completion of particular tasks and assignments as requested
- support and anticipation of need at levels other than your own
- timely information (i.e. no surprises)
- regular or ad hoc reporting (verbal or written?)
- ideally solutions not problems
What do you expect from your boss?
- opportunities to discuss and agree targets, standards, methods and relationship
- resources to carry out your role
- guidance, support and interest - receptive to fresh ideas and ways of contributing
- room to be effective and produce own results: lack of interference
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constructive feedback on progress and how you are viewed - recognition and praise
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to be treated like another mature adult
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information about the company and the future to feel involved
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support when in difficulties
Bosses do go wrong through
- lack of availability or access, working behind closed doors
- poor communication of information or changes (you seem to be the last to know)
- change of mind: inconsistent then blames for not knowing
- interference: second guessing
- takes credit for your ideas and results
- doesn't give feedback on performance which you need
- doesn't support you upwards or to colleagues
- style out of line with the overall culture
Understanding your boss
Before you assume that the boss is ill intentioned or incompetent consider his or her position and the pressures that you may not see or understand.
Ask yourself what might be the main pressures on your boss - try to see the world from his or her perspective. If you decide that the situation needs altering your aim is to develop a more effective working relationship.
Remember your boss is human and is not a mind-reader: therefore, don't hide problems - or successes -and keep the boss informed on what you're up to. Understand what motivates and pleases, and what irritates and worries.
Improving the relationship
If you feel that improvement is needed consider the following suggestions:
- ensure you keep boss in picture and supplied with relevant information
- show that you understand his or her concerns and needs (including 'politics') - if you don't know what they are - ASK!
- seek support in advance of big tasks or changes
- clarify role and expectations - you may need to get agreement in writing
- use notes to record meetings and follow-up in writing may be necessary
- do not cause irritation by missing deadlines, being late, or being poor on detail and such like
- help your colleagues: help to build the team
- use your time with boss well:
- have an 'agenda'
- keep focussed
- have relevant data to hand
- go with options for solutions as well as problems
- do deliver what you say you are going to deliver and if not, explain why
Relationships with Other Key People
Analyse each relationship in terms of:
- what is the relationship - either formal or informal?
- what expectations does each have of the other (deliverables and yield)?
- how do your key relationships link to each other, and to your boss?
If a relationship is not going well you need to:
- review expectations/deliverables
- review structural/organisational factors
- review behavioural style of your meetings and other communications
- "renegotiate" relationship and agree improvements
- involve others (as a last resort)
Remember, the only behaviour you can change directly, is your own.
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