Managing Up – Dynamic Following Managing Up – Dynamic Following in an Organizational Settingin an Organizational Setting

Barry K. Herman, M.D., M.M.M.Barry K. Herman, M.D., M.M.M.

Medical Affairs DirectorMedical Affairs Director

Shire PharmaceuticalsShire Pharmaceuticals

SAN FRANCISCOSAN FRANCISCO

May 18, 2013May 18, 2013

"The only happy people I know are the ones who are working well at something they consider important.” - Abraham Maslow

DisclosureDisclosure

Barry K. Herman, M.D., M.M.M. is a full-Barry K. Herman, M.D., M.M.M. is a full-time employee of Shire Pharmaceuticals.time employee of Shire Pharmaceuticals.

The views expressed by Dr. Herman are The views expressed by Dr. Herman are not those of Shire Pharmaceuticals, its not those of Shire Pharmaceuticals, its management, its employees, or its agents.management, its employees, or its agents.

This Story Has a Happy Ending!This Story Has a Happy Ending!

Managing UpManaging Up Great organizations depend not only on dynamic Great organizations depend not only on dynamic

leaders but on leaders but on “dynamic followers.”“dynamic followers.”

A completely different A completely different LEADERSHIP Skill SetLEADERSHIP Skill Set from from that of managing direct reportsthat of managing direct reports

Strategically working Strategically working with the style and goals of with the style and goals of your boss, blending them with your styles and your boss, blending them with your styles and goals to accomplish your career objectives goals to accomplish your career objectives ((alignmentalignment))

The process of The process of consciously workingconsciously working with a with a supervisor to obtain the best possible results for supervisor to obtain the best possible results for you, your supervisor and your organization you, your supervisor and your organization

Managing UpManaging Up

A deliberate effort to bring understanding A deliberate effort to bring understanding and cooperation to a relationship between and cooperation to a relationship between individuals who often have different individuals who often have different perspectives. perspectives.

Managing SelfManaging Self

Required Skill SetRequired Skill SetAwareness of own style and how it affects Awareness of own style and how it affects

others; make necessary adjustmentsothers; make necessary adjustmentsReceptive to and respond positively to Receptive to and respond positively to

constructive suggestions constructive suggestions Develop and maintain positive work Develop and maintain positive work

relationships with others relationships with others Maintain a reputation for trust, fairness and Maintain a reputation for trust, fairness and

reliabilityreliability

The Wish- Ideal BossThe Wish- Ideal Boss Clear, consistent,and concise vision of where the Clear, consistent,and concise vision of where the

organization is going organization is going Encourages a sense of responsibility for ongoing workEncourages a sense of responsibility for ongoing work Develops your ability to manage yourself and to take Develops your ability to manage yourself and to take

ownership of projects. ownership of projects. Not threatened by competencies that exceed his or her Not threatened by competencies that exceed his or her

ownown Engenders greater commitment and increases Engenders greater commitment and increases

motivationmotivation Seeks opportunities to enhance your visibility and Seeks opportunities to enhance your visibility and

influence and to advanceinfluence and to advance Celebrates your successes!Celebrates your successes!

The RealityThe Reality

Assessing your Boss Assessing your Boss

Management StyleManagement Style Emotional StyleEmotional Style Cognitive StyleCognitive Style Personal Style-Idiosyncrasies, Quirks, Pet PeevesPersonal Style-Idiosyncrasies, Quirks, Pet Peeves Situation Analysis - Where is your boss in the Situation Analysis - Where is your boss in the

organizational systemorganizational system How do decisions get made that effect you?How do decisions get made that effect you? What are your bosses own goals? Where are the What are your bosses own goals? Where are the

points of intersection with yours?points of intersection with yours?

You Boss

Job

Department/Team

Organization

Boss’Boss

Mission

Operating Environment

Organizational Culture

Managing Up StrategyManaging Up Strategy

Think of your boss as a key customer and Think of your boss as a key customer and your potential best advocateyour potential best advocate

Develop and communicate shared goalsDevelop and communicate shared goalsLearn from your bossLearn from your bossSupport your boss's vision and goalsSupport your boss's vision and goals

Turn criticism into projects or proposalsTurn criticism into projects or proposalsNegotiate your wants (time, work, position)Negotiate your wants (time, work, position)

The Managing Up Action PlanThe Managing Up Action Plan

Personal Organizational

Strengths Weaknesses

Opportunities Threats

Action Plan

Marketing Strategy

Short & Longterm Objectives

Mission

Strengths Weaknesses

Opportunities Threats

Action Plan

Marketing Strategy

Short & Longterm Objectives

Mission

Building TrustBuilding Trust

Mutual trust is a shared belief that you can depend Mutual trust is a shared belief that you can depend on each other to achieve a common purposeon each other to achieve a common purpose Respect differences; Look for commonalityRespect differences; Look for commonality Develop understanding NOT dependency or Develop understanding NOT dependency or

sycophantic behaviorsycophantic behavior Listen ActivelyListen Actively Do what you say you’ll doDo what you say you’ll do You don’t have to always agree, but if your boss You don’t have to always agree, but if your boss

feels that you are ultimately on his/her side you feels that you are ultimately on his/her side you will receive what is availablewill receive what is available

Managing Your Boss in Conflict Managing Your Boss in Conflict

Trust DisintegratesTrust DisintegratesKey: Diagnose and act quicklyKey: Diagnose and act quickly

Conflict ResolutionConflict ResolutionManage your emotionsManage your emotionsSeek first to understand and LISTEN!Seek first to understand and LISTEN!Look beyond the presenting problemLook beyond the presenting problemSeek help----COACHING!!Seek help----COACHING!!

What Your Boss Can Do to YouWhat Your Boss Can Do to You(Short of Firing You)(Short of Firing You)

Subvert and contaminate relationships with Subvert and contaminate relationships with teammates and with other internal teammates and with other internal stakeholders stakeholders

Assign high profile projects and initiatives to Assign high profile projects and initiatives to other team members other team members

Employ tactics such as ultra Employ tactics such as ultra micromanagement to make you miserable micromanagement to make you miserable

Focus on minor performance issues and Focus on minor performance issues and devalue successesdevalue successes

Block personal and professional Block personal and professional advancementadvancement

Financial impact on performance bonus, Financial impact on performance bonus, stock options, other perksstock options, other perks

Your OptionsYour Options(In Order of Increasing Likelihood of Getting Fired!)(In Order of Increasing Likelihood of Getting Fired!) What can you do?What can you do?

No ActionNo ActionBottle up feelings; decreases productivity and health—you Bottle up feelings; decreases productivity and health—you

will eventually become sick and miserablewill eventually become sick and miserableModify your own behavior onlyModify your own behavior only

May be only a temporary solution to buy timeMay be only a temporary solution to buy timeManage your boss*Manage your boss*

Constructive criticism, set regular private meetingsConstructive criticism, set regular private meetingsConsider Outside help like CoachingConsider Outside help like Coaching

Oppose your bossOppose your bossFire your bossFire your boss

CoachingCoaching

The Goal of Executive Coaching is to The Goal of Executive Coaching is to Learn to “observe the observer that you are”Learn to “observe the observer that you are”Challenge self-perceptions and blind spotsChallenge self-perceptions and blind spotsBecome more aware of how you are Become more aware of how you are

perceived by others and how you interact with perceived by others and how you interact with the worldthe world

Develop the power and leverage to changeDevelop the power and leverage to changeTo take action with a different “world view” To take action with a different “world view”

that is more effectivethat is more effectiveCoaching is NOT THERAPY!Coaching is NOT THERAPY!

Four StepsFour StepsAssess RealityAssess Reality

1. Develop a clear sense of what’s 1. Develop a clear sense of what’s really going onreally going on

Various tools include a “360 process”Various tools include a “360 process” Coach interviews co-workers, direct Coach interviews co-workers, direct

reports, supervisors, past and presentreports, supervisors, past and present Emotional Intelligence Surveys (Hay Emotional Intelligence Surveys (Hay

Group ECI)Group ECI) Compare “realities”—often shocking Compare “realities”—often shocking

discrepanciesdiscrepancies

Agree on GoalsAgree on Goals

2. What do you want to accomplish?2. What do you want to accomplish?

Keep Your Job!Keep Your Job!RecognitionRecognitionIncreased visibility and influenceIncreased visibility and influencePromotion and advancementPromotion and advancement

Plan of ActionPlan of Action

3. 3. Commitment to ongoing process of Commitment to ongoing process of working with your Coachworking with your Coach

Work to identify ways to become more aware of Work to identify ways to become more aware of “blind spots”“blind spots”

Focus on behavior, not on feelingsFocus on behavior, not on feelings How to align your goals with those of your bossHow to align your goals with those of your boss Regular contact with Coach by telephone and Regular contact with Coach by telephone and

face-to-face meetingsface-to-face meetings Process involves Coach support, ongoing review Process involves Coach support, ongoing review

of results, adjustments as necessaryof results, adjustments as necessary

Reinvent YourselfReinvent Yourself

4.4. Change your World View Change your World View

Coach becomes your confidante, source of Coach becomes your confidante, source of objective feedback, advocateobjective feedback, advocate

Gradual process—tend to revert back to your Gradual process—tend to revert back to your “old story” when under stress“old story” when under stress

Ultimately to take action with a new world viewUltimately to take action with a new world view Internally---a “new story” that you tell about yourselfInternally---a “new story” that you tell about yourself Externally---more effective behaviorExternally---more effective behavior

...Know when to fold em...Know when to fold em

When your personal action plan When your personal action plan deviates from the organization’s deviates from the organization’s strategic planstrategic plan

When you can’t align your goals with When you can’t align your goals with those of your bossthose of your boss

When you stop learningWhen you stop learningWhen you hate going to workWhen you hate going to work

ResourcesResourcesBlock, Peter, (1981) Block, Peter, (1981) Flawless Consulting: A Guide to Getting Your Expertise Used. Flawless Consulting: A Guide to Getting Your Expertise Used.

San Francisco, CA: Jossey-Bass/Pfeiffer. San Francisco, CA: Jossey-Bass/Pfeiffer.

Browne, M. Neil & Keeley (2001) Browne, M. Neil & Keeley (2001) Asking the Right Questions: A Guide to Critical Asking the Right Questions: A Guide to Critical Thinking. Thinking. Upper Saddle River, NJ: Prentice Hall.Upper Saddle River, NJ: Prentice Hall.

Dobson, Michael & Dobson, Deborah Singer (1999) Dobson, Michael & Dobson, Deborah Singer (1999) Managing Up!: 59 ways to build a Managing Up!: 59 ways to build a career-advancing relationship with your boss. career-advancing relationship with your boss. New York, NY: American Management New York, NY: American Management Association.Association.

Goleman, Daniel (1998) Goleman, Daniel (1998) Working with Emotional Intelligence. Working with Emotional Intelligence. New York, NY: New York, NY: Bantam BooksBantam Books

Goleman, Daniel (2006) Goleman, Daniel (2006) Social Intelligence: The New Science of Human Social Intelligence: The New Science of Human Relationships.Relationships. New York: Bantam Books New York: Bantam Books

Hathaway, Patti & Schubert, Susan D. (1992) Hathaway, Patti & Schubert, Susan D. (1992) Managing Upward: Strategies for Managing Upward: Strategies for Succeeding with your Boss. Succeeding with your Boss. Boston, MA:Boston, MA: Thompson Learning.Thompson Learning.

Munter, Mary (2000)Munter, Mary (2000) Guide to Managerial Communication: Effective Business Guide to Managerial Communication: Effective Business Writing and Speaking. Writing and Speaking. Upper Saddle River, NJ: Prentice Hall.Upper Saddle River, NJ: Prentice Hall.

Osborne, Christina (2003) Osborne, Christina (2003) Managing Your Boss. Managing Your Boss. New York, NY: DK Publishing.New York, NY: DK Publishing.

Patterson, Kerry; Grenny, Joseph; McMillan, Ron & Switzer, Al (2002) Patterson, Kerry; Grenny, Joseph; McMillan, Ron & Switzer, Al (2002) Crucial Crucial Conversations: Tools For Talking When Stakes Are High. Conversations: Tools For Talking When Stakes Are High. New York, NY: New York, NY: McGraw Hill.McGraw Hill.

Resources

• Peter Block Online: http://www.designedLearning.com/• CEO Refresher: http://www.refresher.com/• Free Management Library: http://www.mapnp.org/library/• Milano Graduate School Mix: http://www.lcmmix.org/• Leader Values: http://www.leader-values.com/• Center for Creative Leadership: http://www.ccl.org/• Society for Org. Learning: http://www.solonline.org/• Leader to Leader: http://www.pfdf.org/• Workforce Management (HR): http://www.workforce.com/• Change Management: http://www.change-management.org/• International Society for Performance Improvement: http://www.ispi.org/• (Nonprofit) Transition Guides: http://www.transitionguides.com/• Maslow: http://maslow.org/• Kesslin Associates: http://www.kesslin.com

Thank you to Ken KesslinKesslin Associates Inc.2009 Saint Albans St.Philadelphia, PA 19146212.865.2999info@kesslin.comhttp://www.kesslin.com