Managing your BOSS

1. Managing your BOSS by John J. Gabarro and John P. Kotter Introduce by . Burble Team

2. Who is the BOSS.? Who will be my BOSS.? Considering the different between Manager & Boss.

3. The BOSS. • He is the ONE • my direct line-manager. • leading a group to accomplishing organization goals. • I’ll reporting to him. • who will evaluating my work. • Who will developing, teaching, motivating & encouraging me. • Who will • ……………………………………………………………………………………………………………………………………………………………………………………………………………… • The ONE who will be my BOSS.

4. The BOSS. My Boss (Manager) is a person (humane) have his own believes, values, assumption, thoughts, responsibilities, duties & personality . Human have experience and succeed to become a manager in the organization.

5. Managing your Boss. So it’s became an essential that the first task or challenge any new employee faced is haw to • Dealing with his/her boss (Manager). • Treating him/here & haw he/she will treating him. • The relationship will be building on. And what will happen if he failed in…………………………………………………………

6. Managing your BOSS. A quarter-century ago, John Gabarro and John Kotter introduced a powerful new lens through which to view the manager–boss relationship: One that recognized the mutual dependence of the participants. After several observing for really cases The fact is bosses need cooperation, reliability and honesty from their direct reports. Managers rely on bosses for making connections with the rest of the company, for setting priorities and for obtaining critical resources. When you take the time to cultivate a productive working relationship – by understanding your bosses strengths and weaknesses, priorities and work style – everyone wins. The successful relationship between organization layers become as watch will working if all are working.

7. Understanding the Boss. Managing your boss requires that you gain an understanding of the boss and his or her con- text, as well as your own situation. All managers do this to some degree, but many are not thorough enough. In light of the foregoing, it seems to us that managing a situation of mutual dependence among fallible human beings requires the following: 1- You have a good understanding of the other person and yourself, especially regarding strengths, weaknesses, work styles, and needs. 2- You use this information to develop and manage a healthy working relationship—one that is compatible with both people’s work styles and assets, is characterized by mutual expectations, and meets the most critical needs of the other person.

8. Understanding the Boss. • What are your boss’s organizational and personal objectives? • What are his or her pressures – especially those from his or her own boss and others at the same level? • What are your boss’s talents and blind spots? • What is the preferred working style? • Does your boss like to get information through memos, formal meetings or phone calls? • Does your boss thrive in conflict or try to minimize it? Bosses, like everyone else, are imperfect and fallible. They don’t have unlimited time, encyclopedic knowledge, or extrasensory perception; nor are they evil enemies.

9. Understanding Yourself The boss is only one-half of the relationship. You are the other half, as well as the part over which you have more direct control. Developing an effective working relationship requires, then, that you know your own needs, strengths and weaknesses, and personal style. You are not going to change either your basic personality structure or that of your boss. But you can become aware of what it is about you that impedes or facilitates working with your boss and, with that awareness, take actions that make the relationship more effective.

10. Developing & Managing the relationship. 1. Work styles. Bosses divided into “listeners” and “readers”. Consider if your boss likes information in report form so he can read it, or does he want it in person so he can ask questions immediately. Is your boss hands on or hands off? Does he delegate and expect you to deal with problems and inform him about important changes or does he want to be involved in the decisions up front. 2.Mutual Expectations. Be proactive. “The subordinate who assumes that he or she knows what the boss expects is in for trouble”. 3. Flow of Information. How much information does the boss need? He or she usually needs more than the subordinate assumes. Be effective by keeping them informed through processes that suit their style. 4. Dependability and Honesty. Commit to delivery dates and don’t downplay issues. Without a basic level of trust, a boss will be compelled to check all decisions which makes it difficult to delegate. 5. Good Use of Time and Resources. Many managers use up their boss’s valuable time (and some of their own credibility with trivial issues.) Be selective in how you use both of your time, energy and resources.

11. How to managing your boss.? 1. Agree the boundaries. All of us require a firm boundary to work within. We call this empowering yourself by agreeing the remit you work to. You both agree the What (Objectives) and you decide on the How the job is completed. Agree the standards and outputs expected and avoid leaving things to chance. Be specific when you agree your Objectives: what exactly must I do and how must it be presented. 2. Manage your Boss’s time. Work out in the diary when you need to see your Boss and book in short, focused meetings. Prepare & summarize data and present options, suggestions and solutions to keep these meetings action driven. 3. Avoid Making Assumptions. One of the first mistakes was to assume my first Boss knew how to manage me to achieve our best as a team. Most Bosses are busy working on their priorities and they forget that one of their key areas of effort should be on us, their people. Empower yourself by booking in personal development reviews for yourself and steer these meetings by focusing on what added value your Boss can expect by committing to your development. Another mistake is to think they know more than you do; you may be the expert in the sector, department and organization. Educate your Boss in the culture of how to do things and what to expect. This will enable a smoother decision making process.

12. How to managing your boss.? 4. Be a Problem Solver. Avoid becoming the person your Boss dreads: the moaner whining about problems and even worse, the member of staff who always dumps problems in their lap. Develop your problem solving skills. 5. Always deliver. Always deliver what your promise to deliver. Trust does not develop overnight and depends a lot on the behavior of the other person. Both you and your Boss need to be clear in what you want or need to happen and then follow this with action. 6. Develop a relationship based on Trust. This builds on delivering on your promises. Agree the standards and stick to them. Careless errors and poor quality work will erode their confidence and trust in you as their key person. You may find your remit reduced or eroded in some way which will erode your confidence and trust in yourself. 7. Provide Constructive Feedback. It is not healthy to keep quiet in any important relationship about things that are not going well. Your relationship with your Boss is a key relationship to work on in life; we spend a lot of time at work and our personal and professional pride depend on it. Both of you need to commit to adapting your behavior based on constructive feedback.

13. How to managing your boss.? 8. Accept their Differences. Every individual has their own frame of reference (their camera lens onto the world). This includes our values, beliefs, standards and views on the world. When we learn to care about someone we accept differences and work with them, accepting they may behave or believe in a different way to us. 9. Increase your Boundaries . Managers often assume that their staff will struggle if given a task outside their comfort zone. Let your Boss know what skills you have and what skills you would like to develop. Look for projects that interest you or will enhance your knowledge, skills and experience. This includes widening your remit to include more decision making and increased responsibility. 10. Celebrate. Make time to celebrate the projects and events that go well. In the business world we often make the time to analyze when projects fail, which is negative psychology. Use positive psychology in all working relationships and remember your Boss needs a positive stroke too! Provide positive feedback to ensure you maintain the successful team.

14. Second day summery. • Managing without PLAN = 0 • Zero plan lead to (Reactive or Retro-active or Doer). • Bets way to learning is Learning by Doing

16. Second day summery. • Short & Long term goals. • Levels of Plans/Goals. • The two-way goal-setting (ups & down). • IDP – Individual Developing Plan. • Untapped Potential (Motivation & Challenge).

17. Second day summery. • Performance Management & Performance Appraisal. • Appraisee Benefits. • Management Benefits. • Performance Management Cycle. • Ongoing Review.