Managing up, down and across

Mon, 14 Jun 2010 | By Ella L J Edmondson-Bell, PhD

Entire books have been written about how to manage people; I can’t tell you everything you need to know — and part of your success will depend on your emotional intelligence, patience, open-mindedness and grace.

To discuss managing relationships, I consulted a pro. Dr Stacy Blake-Beard is an associate professor of management at the Simmons School of Management in Boston and a member of the research faculty at the Center for Gender in Organizations.

“The best relationships are mutually beneficial,” says Dr Blake-Beard. “And they’re also genuine. People have a barometer for authenticity. When you show up or arrive in a way that isn’t real, that isn’t real, that lack of authenticity gets in the way of beneficial relationships.”

Here, with the help of Dr Blake-Beard, I’d like to offer you some big-picture thoughts that most people forget when managing up, down and across.

Managing up: your boss isn’t the boss of you

When thinking about the boss, most of us need to be reminded that s/he is dependent on you. Too many people cede control to their managers way too often. The way you work together should be based on interdependence, rather than hierarchy. Nobody can do his/her job in isolation — especially when teamwork is so highly valued. Your boss needs you in order to shine.

So how do you get your manager to work for you? Know what your boss needs. What are his/her deadlines, times and goals? When you figure out, very specifically, how to support your manager, you both succeed.

Managing further up: get to know your boss’s boss

Managing up shouldn’t stop at your direct manager. You should have a relationship with your boss’s boss. He or she might be the best person to explain to you what the game plan for the company is, and how can you contribute to that. S/he should also know who you are and what you’re thinking.

An easy way is to send an email. Always let your manager know that you are doing this so s/he doesn’t feel that you’re sneaking around. Request a coffee date — 10 or 15 minutes — to check in. Ask questions such as: “How would you define leadership here? How do you see the big picture at the company? To what should we be paying attention? What’s your game plan for getting us to that place?” Of course, you have to do your research before a meeting like this. Send a note — not an email — to say thank you.

By the way, this kind of sit-down is appropriate only at companies where the culture isn’t highly bureaucratic, hierarchical or authoritarian. If it is, then connecting with the upper-ups at social or cultural events may be the better move.

When you do meet with your manager’s manager, steer clear of talking about your manager. Your job is to make your manager look good and to contribute to the success of the team and the company as a whole.

Managing ‘down’: it’s about leadership with a personal touch

The ability to inspire others to join you on the journey you’re on is an art. And it’s not a skill reserved for those in the executive suite. Leadership is critical at every level and in every area.

Like managing up, leadership is two-way. And it’s hard work. How do you motivate other people to sign on to your vision? You have to know and understand the people you’re leading as individuals, since what might inspire employee A won’t necessarily work for employee B. These individual differences mean that as a leader, you need to be thoughtful, attentive, in contact and in touch — not just in charge.

Managing across: your sanity check

Most of us spend so much time thinking about our bosses or direct reports that we neglect our peers. But peers can be a huge source of support in your career. They can provide you with important data about the company, particularly parts that you aren’t as familiar with.

They can also offer information about the people above and below you — and give you insight into your own brand and buzz. Peers also offer a fairly safe sounding board and in the best-case scenario, can offer honest, informed feedback. Think of them as your sanity check.

Extract taken from Career GPS: Strategies for Women Navigating the New Corporate Landscape, by Ella L J Edmondson Bell, PhD, with Linda Villarosa. Published by permission.