Managing Up – Dynamic Following in an Organizational Setting

1. Managing Up – Dynamic Following in an Organizational Setting Barry K. Herman, M.D., M.M.M. Medical Affairs Director Shire Pharmaceuticals SAN FRANCISCO May 18, 2013 "The only happy people I know are the ones who are working well at something they consider important.” - Abraham Maslow

2. Disclosure • Barry K. Herman, M.D., M.M.M. is a full-time employee of Shire Pharmaceuticals. • The views expressed by Dr. Herman are not those of Shire Pharmaceuticals, its management, its employees, or its agents.

3. This Story Has a Happy Ending!

4. Managing Up • Great organizations depend not only on dynamic leaders but on “dynamic followers.” • A completely different LEADERSHIP Skill Set from that of managing direct reports • Strategically working with the style and goals of your boss, blending them with your styles and goals to accomplish your career objectives (alignment) • The process of consciously working with a supervisor to obtain the best possible results for you, your supervisor and your organization

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

6. Managing Self • Required Skill Set • Awareness of own style and how it affects others; make necessary adjustments • Receptive to and respond positively to constructive suggestions • Develop and maintain positive work relationships with others • Maintain a reputation for trust, fairness and reliability

7. The Wish- Ideal Boss • Clear, consistent,and concise vision of where the organization is going • Encourages a sense of responsibility for ongoing work • Develops your ability to manage yourself and to take ownership of projects. • Not threatened by competencies that exceed his or her own • Engenders greater commitment and increases motivation • Seeks opportunities to enhance your visibility and influence and to advance • Celebrates your successes!

8. The Reality

9. Assessing your Boss Management Style • Emotional Style • Cognitive Style • Personal Style-Idiosyncrasies, Quirks, Pet Peeves • Situation Analysis - Where is your boss in the organizational system • How do decisions get made that effect you? • What are your bosses own goals? Where are the points of intersection with yours?

10. Boss You Boss’ Boss Operating Environment Organization Mission Job Department/ Team Organizational Culture

11. Managing Up Strategy • Think of your boss as a key customer and your potential best advocate • Develop and communicate shared goals • Learn from your boss • Support your boss's vision and goals • Turn criticism into projects or proposals • Negotiate your wants (time, work, position)

12. The Managing Up Action Plan

13. Building Trust • Mutual trust is a shared belief that you can depend on each other to achieve a common purpose • Respect differences; Look for commonality • Develop understanding NOT dependency or sycophantic behavior • Listen Actively • Do what you say you’ll do • You don’t have to always agree, but if your boss feels that you are ultimately on his/her side you will receive what is available

15. Managing Your Boss in Conflict • Trust Disintegrates • Key: Diagnose and act quickly • Conflict Resolution • Manage your emotions • Seek first to understand and LISTEN! • Look beyond the presenting problem • Seek help----COACHING!!

16. What Your Boss Can Do to You(Short of Firing You) • Subvert and contaminate relationships with teammates and with other internal stakeholders • Assign high profile projects and initiatives to other team members • Employ tactics such as ultra micromanagement to make you miserable • Focus on minor performance issues and devalue successes • Block personal and professional advancement • Financial impact on performance bonus, stock options, other perks

17. Your Options(In Order of Increasing Likelihood of Getting Fired!) • What can you do? • No Action • Bottle up feelings; decreases productivity and health—you will eventually become sick and miserable • Modify your own behavior only • May be only a temporary solution to buy time • Manage your boss* • Constructive criticism, set regular private meetings • Consider Outside help like Coaching • Oppose your boss • Fire your boss

18. Coaching • The Goal of Executive Coaching is to • Learn to “observe the observer that you are” • Challenge self-perceptions and blind spots • Become more aware of how you are perceived by others and how you interact with the world • Develop the power and leverage to change • To take action with a different “world view” that is more effective • Coaching is NOT THERAPY!

19. Four StepsAssess Reality 1. Develop a clear sense of what’s really going on • Various tools include a “360 process” • Coach interviews co-workers, direct reports, supervisors, past and present • Emotional Intelligence Surveys (Hay Group ECI) • Compare “realities”—often shocking discrepancies

20. Agree on Goals 2. What do you want to accomplish? • Keep Your Job! • Recognition • Increased visibility and influence • Promotion and advancement

21. Plan of Action 3. Commitment to ongoing process of working with your Coach • Work to identify ways to become more aware of “blind spots” • Focus on behavior, not on feelings • How to align your goals with those of your boss • Regular contact with Coach by telephone and face-to-face meetings • Process involves Coach support, ongoing review of results, adjustments as necessary

22. Reinvent Yourself 4.Change your World View • Coach becomes your confidante, source of objective feedback, advocate • Gradual process—tend to revert back to your “old story” when under stress • Ultimately to take action with a new world view • Internally---a “new story” that you tell about yourself • Externally---more effective behavior

23. ...Know when to fold em • When your personal action plan deviates from the organization’s strategic plan • When you can’t align your goals with those of your boss • When you stop learning • When you hate going to work

24. Resources Block, Peter, (1981) Flawless Consulting: A Guide to Getting Your Expertise Used. San Francisco, CA: Jossey-Bass/Pfeiffer. Browne, M. Neil & Keeley (2001) Asking the Right Questions: A Guide to Critical Thinking. Upper Saddle River, NJ: Prentice Hall. Dobson, Michael & Dobson, Deborah Singer (1999) Managing Up!: 59 ways to build a career-advancing relationship with your boss. New York, NY: American Management Association. Goleman, Daniel (1998) Working with Emotional Intelligence. New York, NY: Bantam Books Goleman, Daniel (2006) Social Intelligence: The New Science of Human Relationships. New York: Bantam Books Hathaway, Patti & Schubert, Susan D. (1992) Managing Upward: Strategies for Succeeding with your Boss. Boston, MA:Thompson Learning. Munter, Mary (2000) Guide to Managerial Communication: Effective Business Writing and Speaking. Upper Saddle River, NJ: Prentice Hall. Osborne, Christina (2003) Managing Your Boss. New York, NY: DK Publishing. Patterson, Kerry; Grenny, Joseph; McMillan, Ron & Switzer, Al (2002) Crucial Conversations: Tools For Talking When Stakes Are High. New York, NY: McGraw Hill.

25. 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

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