“Managing up” –and doing it well—is essential to any success in organizational life. In this article I want to add another important piece to this very important puzzle.
In his excellent book, How to Become CEO, author Jeffrey Fox advises:
“Bosses don’t like surprises. They get enough unknowns from the business environment, their supervisors, cunning rivals, and other subordinates. They don’t need surprises—good or bad—from you.”
Author Stuart R. Levine agrees. In his book, The Six Fundamentals of Success—The Rules for Getting It Right for Yourself and Your Organization, he writes:
“How much communication a boss wants varies, but no boss likes surprises. If something happens that concerns your boss, don’t let him hear about it from someone else.”
Fox elaborates, to remind us that bosses want to appear to be “on top of things.” That includes things like:
- How certain projects are progressing
- Developments in the latest crisis
- Progress toward critical performance goals
- Intelligent answers to any questions THEIR boss might have!
Levine adds other examples to the list:
- Losing a valuable employee to a competing company
- Problems in the relationship with a major client
- A “key mistake” made by you or your team
Your boss’s ability to trust you is at stake here. Trust is central to your success in the organization—you cannot succeed in your role if your boss doesn’t trust you!
Levine explains:
“Your boss trusts you to make sure he has the information he needs when he needs it. When that trust gets violated, it damages his faith in you and your working relationship. Always be the one to deliver the news…”
One of the most common sources of organization “surprises” comes in the form of problems that subordinates hide, out of fear of failure, reprisal, or damage to one’s professional reputation. Jeffrey Fox calls these “elephants.” His advice where this is concerned, is not surprising:
Don’t hide an elephant.
He adds this practical counsel:
“When you know there is a problem, a goof, a snafu, and it is important, let your supervisors and colleagues know right away. The longer you wait the more you increase the severity of the problem.”
One media company Senior Vice President agrees. In the book, Smash the Pyramid, he offers the following advice:
When you start to smell that you’re having trouble, it’s important to reach out for help. …Call in your superiors and say, “Hey, something here’s not working out.” Be the first one to call it. Be the first to acknowledge it. …say to them, “Look, this isn’t working, I’m having a problem. Help me.”
Studies have shown that leaders actually gain the respect of their peers and higher-ups when they:
- Take responsibility for their problems and failures.
- Ask for help.
It sounds counterintuitive, but it’s true!
Levine agrees. His advice to ambitious leaders is clear:
“Admitting things aren’t going well can make you feel vulnerable, and it requires courage. But telling the truth, especially when it’s difficult, builds trust.”
His advice for managing “elephants” is straightforward:
- Own the mistake if it is yours.
- Let your superior know—never let your boss hear it from someone else. Assess the damage and offer some options for a solution.
- Immediately notify those affected. Apologize and tell them you will work to ensure that it does not happen again.
So…build a great working relationship with your boss—share information; share problems; share bad news; share progress; share ideas; share responsibility for the success of the team and the organization!
If you want to continue to build your career and your success, stay tuned—you will find many more great ideas coming in future articles!
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!
