Author Jeffrey Fox dispenses a volume of practical career advice in his book, How to Become CEO—The Rules for Rising to the Top of Any Organization. That’s where I first ran across this great word of wisdom:
Never let a good boss make a mistake.
He writes,
“Don’t let your good boss make a mistake that could hurt her promotability, because that directly hurts your promotion chances. Don’t let your good boss make a mistake that could hurt your company because that makes it harder for the company to flourish…and the better your company performs, the more resources are available for rewards.”
He dispenses this advice in connection with a more basic principle:
Make your boss look good, and your boss’s boss look better.
I have often argued, myself that the main reason anyone is hired in an organization, is to help their boss succeed and of course, make their boss look good as a result!
Fox explains,
“You make these people look good by anticipating their needs and problems and by doing the extra work needed to get answers. Always keep them informed. Always finish work ahead of schedule. Always do a bit more. See their job through their eyes. Help them by doing the project and making suggestions as if you were in their place.”
Then he finishes this section with one final imperative:
Don’t let them make a mistake.
In this article, I’m going to tackle the issue, combined with practical advice I have given on these other important related topics:
How to disagree with your boss.
How to present your boss with a problem.
Here is what the experts recommend:
1. Pick the right time – when your Boss is not distracted or overwhelmed by other demands, issues.
Sometimes, the best time is NOT in a team meeting, but in a one-on-one with your boss at YOUR request but at your BOSS’S convenience. A private setting is almost always preferable to a public one. This automatically allows for greater candor and honesty from both parties.
2. Be clear about your Boss’s preferred communication style – direct or indirect?
Direct – Just say it! I have worked with a number of executives who were as comfortable receiving directness in communications as they were dispensing it! If you work for someone like this, don’t beat around the bush—just say it!
Indirect – Proceed with caution and… ALWAYS Use diplomacy and tact. I have worked with my share of executives with strong egos and defensiveness to match! Frontal assaults with such individuals are often seen as disrespectful subordination, not simple disagreement. How do you proceed? KEEP READING.
3. Gain permission for candor.
There’s an oft-used literary trope that frequently emerges in popular media. It’s when a military subordinate makes the following request of his commanding officer: Permission to speak candidly, sir. (NOTE: this really has no basis in actual military organizations, but what the heck, it sounds good!)
In a 2014 Harvard Business Review article, Joseph Grenny advised:
Asking for permission is a powerful way of honoring the position of the boss and avoiding unnecessary provocation. The trick is to ask for permission while giving the boss a reason to give it to you!
Thus, the next point…
4. Clarify your purpose – to help, not hinder; support, not insurrect; counsel, not command.
Jeffrey Fox cautions us:
Don’t link the potential mistake with your boss personally. Don’t say, “You are making a mistake, or “There is an error in your report.” Handle the mistake avoidance like this: “Mary, there may be a problem in this budget. It looks like the cost numbers are understated. If we use ten dollars an hour for the rate instead of eight we will have a more realistic budget.”
I advise my coaching clients to always talk in terms of what is best for the organization. This avoids having others view them as trying to build their own “kingdom.” I advise the same approach when presenting your boss with contrarian thinking. Couch your request in the context of wanting to do what is best for the clients, the customers, and the organization:
“Boss, I have a concern about this, especially with regard to our production deadlines. And I have some ideas that might help us get what we want and make the customer happy and higher-ups happy at the same time. Can you spare a few minutes to hear me out?”
5. Position your ideas to support your boss’s main focus and concerns
Bosses come in different shapes and personality styles—with their own specific concerns. To be persuasive, you must be able to position your suggestions as supportive of your boss’s main priorities.
Achievers are fast-paced go-getters who are driven to get things done and make headway in measurable ways. To persuade them, you must be able to impart your ideas quickly and concisely; show your boss how your suggestions will help get the “work” done; and demonstrate that you know what you’re talking about.
Visionaries are creative, up-beat, enthusiastic, optimistic, high-energy “movers and shakers” who love new ideas and innovation. They also live to impress and influence others. They need to see how your ideas will have an impact that will engage and impress higher-ups.
Relaters are socializing people-lovers who value people, teams, and relationships in general. They are most concerned with the impact on people—employees, managers, executives, clients, customers—even contractors and vendors! They need to see how your ideas will make things better for the people involved.
Analytics embrace the importance of the details. They are careful, particular, crafters and producers. They worship at the altar of quality, accuracy, and precision. They are extremely loyal to tried-and-true processes and procedures, so they will approach any new protocol with skepticism. They need to know the details of any idea you propose. Be prepared with well-researched and well-crafted responses—including any metrics and measurable results that will bolster your proposal.
Additionally… In addition to these general issues, executives often have concerns that are as personal as they are work-related. It is incumbent on a direct report to know their boss well enough to identify those important issues and consider them in their proposals! Here’s an example…
Up Close and Personal
One of my executive coaching clients was having a difficult time getting key department leaders to sign off and support a major construction plan for the organization. One department head in particular was not working with his people to sell them on the plan. My coaching client was frustrated with his lack of support and non-performance. “Nobody gets everything they want in ANY construction plan,” she explained, “so it’s vital for key leaders to get their people to support the plan as much as possible, in order to avoid insurrection and protect employee morale.”
I asked her, “What is this department head most concerned about, with regard to his position in the company?” She scoffed, “He’s afraid of looking bad to his boss.” I told her, “Make it easy for him to succeed—and look good to his boss—and it will be easier for him to help YOU succeed. So give him a detailed list of the benefits of your plan to his department. Put a heavy emphasis on the positive aspects. And give him specific talking points to use with his staff when he presents the plan to them. You might also consider designing a PowerPoint slide set for him to use, with cool visuals and persuasive content. Make it easy for him to persuade his staff and look good in the process. He’ll appreciate the assist; it will help get his staff on board with the construction plan; and his boss will be happy with the result. Everybody wins, including YOU.”
6. Provide practical suggestions, solutions, alternatives, options. My advice to my coaching clients is also appropriate for situations like this:
Never present a problem to your boss without also presenting at least three viable solutions.
No boss wants to end up doing all the problem-solving and heavy-lifting in their area of responsibility. Every busy manager or executive values team members who take the initiative to think creatively about the challenges the team faces. If you want to REALLLY help a good boss avoid an embarrassing pitfall, be prepared to do more than just raise an objection or wave a warning flag. Give your boss viable alternatives to work with.
No boss wants to end up doing all the problem-solving and heavy-lifting in their area of responsibility. Every busy manager or executive values team members who take the initiative to think creatively about the challenges the team faces. If you want to REALLLY help a good boss avoid an embarrassing pitfall, be prepared to do more than just raise an objection or wave a warning flag. Give your boss viable alternatives to work with.
If you want more details about how to do this well, read the article I wrote about it. Here’s the link:
7. Be specific about what everyone involved would have to do—you, the Boss, fellow team members, colleagues. Nobody wants to be blindsided! An important part of any initiative at work boils down to what is on everyone’s mind: How is this going to make more work for ME?
8. Leave it with the Boss at that point. Do your best to support whatever decision is finalized. This may be the toughest part of the process, especially if you put a high value on your opinions. Ultimately, though—it’s your boss’s neck that’s on the line. No matter how great you think your idea is, your boss is the one whose reputation is ultimately at stake.
If you want more great ideas about how to “manage up,” stay tuned to this blogsite. There are more great ideas coming in the future!
Until next time… Yours for better leaders and better organizations,
Dr. Jim Dyke – The Boss Doctor ™– Helping you to BE a better boss and to HAVE a better boss!
