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Check-In:
- What has recently become less important to you?
Big Ideas:
- Look at the lattice of the organization, not just the ladder
- Leap between individual contributor and manager
- No change of nature between the different levels of managers - shift in intensity, but not the nature of the work
- Develop a network of people at and around your level
- At some point you'll be playing the game, so need a wide network to support you
- How do we define a "good working relationship" with your manager?
- Being too passive in the relationship with your manager
- Lack of clarity of expectations and not asking for more clarity
- Bringing people's reputations into your relationship
- Confirmation bias - when you see people through the lens you want to
- Asymmetric power relationships
- When you think your boss should do something differently - you suffer, not them
- Relying too heavily on your power of expertise and not your power of connections
- Managing up connotates teaching your manager how to do their job
- First step - check your own ego
- Second step - develop self awareness, know your triggers, what pisses you off about people
- Third step - Know what motivates you and how your manager aligns or not with those
- Fourth step - Take the time to develop a relationship
- Know your external motivators which are context driven
- The power of working their way gains capital with them and builds trust
- Prove that you can work in their system
- Do you known what your boss needs? How can you "manage up" if you don't know what your boss needs?
- Develop a coaching mindset up toward everyone around you
- Do you ever ask your boss "How can I help?"
- Whether we like it or not we are in service to our manager - we aren't just in service to our direct reports
- Not standing in someone else's shoes for a while
- Empathy can be dangerous. Compassion is less taxing
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