Chris Remark C H IEF EXEC UT IVE OFFIC ER AULT MAN H OS PITA L
Wh What at We We Wi Will ll Di Discuss scuss To Today: day: 1) 1) Learn n Yo Your Bo Bosses es Pr Priorit ities es & & St Style le 2) 2) Learn n How Be Best t to Communica icate te with Yo Your Bo Boss 3) 3) How to Get Ac Action on from m Yo Your Routine ine Meeting ings 4) 4) Th The Be Best t Ways s to Critiqu ique e Yo Your Bo Boss 5) 5) How Not to Manage ge Up
Fi First t St Step ep: : A S A Sho hort Qu Quiz z to As o Assess ess Yo Your ur Ab Ability ity • 32 32 Q Que uesti stions ons • 1= 1=NEVER VER / / 4 = AL 4 = ALWAYS • Add dd You our Score ores s Tog oget ethe her
An Anal alysis ysis 32 to 63 You Need to be More Proac acti tive ve in in Managing ng Your Boss ss. . Try & Understand Your Boss’s Workstyle. Be Clear on Objectives Before You Dis iscu cuss ss Them. 64 to 95 You are Largely ely Aware e of How to Manage ge Your Boss ss. . Prac acti tice ce Bein ing g More Asse sertiv rtive e and Identi ntify fy Areas as for Self lf-Dev Develop elopment ent. . 96 to 128 You are Adept pt at Ma Managing g Your r Boss ss. . Conti tinuously uously Develop elop Yoursel rself f ed. by Aski king ng for Feedbac back k and Review ewing g What t You Have e Learn rned.
Learn Your Boss’s Style & Priorities • The Perfecti fectionist ist – Dif ifficu cult lt to Ple lease se, , Reluc luctant ant to Dele legat gate e Wil ill l Spot t Anythin thing g Wrong ng • The Ch Chaotic tic – Moves s from One Idea a to the Next t Wit ithou hout t Foll llow w Through ugh, , Tasks ks are Not Dele legate ated, d, Enthus husias astic tic About t People ple • The Interferi terfering – Cannot ot Resist st Check cking g on Progr gress, ess, Afraid d You Wil ill l Not tell ll Him im Until il it it is is Too Late • The Absentee ntee – Never er Seems ms to be There e When n You Need d Him im, Enjo joys ys Cris isis is and Trouble ble-Shoo Shooti ting, ng, Thin inks ks he has Giv iven n Adequa quate te Dir irect ction on
Learn Your Boss’s Style & Priorities • The Aggressi essive – Has Outburs ursts ts When n Under er Stres ess, s, Used d to People ple Agreei eeing ng wit ith Him im/Her er • The Re Reluc luctant ant – Wants ts to be Lik iked ed, , Slo low w to Make e Decis isions ns Whic ich h May Cause e Conflict flict, , Wil ill l Only ly Giv ive Posi siti tive ve Feedbac back • The Passive ive – Avoids ds Confr frontat ontation ion & Fails ils to Tack ckle le Awkwar ward d Sit ituati ations ons, , Exce cess ssive ve Desire ire to Ple lease se Superi eriors ors
Learn Your Boss’s Style & Priorities • Th The Be Best t Way to Learn? n? – As Ask! • For Example, Do You Know…. – Yo Your Bo Bosses es Work Habits? ts? – How He / / Sh She Likes es to Receiv eive e Communica ication tion? – Yo Your Bo Bosses es Va Values? s? • 20 Questio stions ns Ab About t Yo Your Bo Boss
Working with Your Boss’s Style • The Perfecti fectionist ist – Works ks Best st wit ith Few Interru rruptions ptions, , Giv ive Freque uent nt Progr gress ess Reports rts • The Ch Chaotic tic – Leave ve Him im wit ith Min inim imal l Paperwor rwork, k, Meet Brie iefl fly y Every ryday day to Pla lan Tasks ks • The Interfering terfering – Ask k Him im to Clo losely ely Look k at Your Work, k, Appro roach ach and Proce cess ss • The Absentee ntee – Learn n to Gi Give Short, rt, Focuse used d Updates ates, , Build ild Rela lation tionshi ships ps wit ith Those se Who are Clo lose e to Him im/Her er in in Order to Gather er Inform ormati tion on
Working with Your Boss’s Style • The Aggressi essive – Durin ing g an Outburs urst, t, Stand nd Your Ground nd Fir irmly ly & Ask k for a Me Meeting ing Later er to Explain ain how You Felt lt During ing This is Sit ituatio ation • The Re Reluc luctant ant – Take e the Init itiat iative ve and Make Decisi sions ons (Make Sure e You Know the Boundar ndaries) ies). . You u Can Ga Gain in Exper perience ience & Autonom onomy • The Passive ive – Respon ponse ses s Should uld be Asse sertiv rtive e and Coopera erativ tive. e. Enc ncour ourage age Him im/Her er to Me Meet wit ith You to Review iew Your Progr gress ess
As Assessing essing Ho How t w to o Co Comm mmun unicate cate With Wi h Yo Your ur Bo Boss 5 M Medium ums: s: 1) 1) E-Mail 2) 2) Ph Phone 3) 3) Br Brief f Ad Ad-Hoc c Meetin ting 4) 4) Memo 5) 5) Fo Formal l Meeti ting ng
As Assessing essing Ho How To w To Com Commu muni nicate cate Wi With h Yo Your ur Bo Boss E-Mai ail If you our boss s uses es e-ma mail il To rec ecord ord & h has tim ime to d deal al with ith it. it. comm mmuni unica cation ion Use e it it when en you ou need ed a and d for non-urg urgent ent res esponse ponse to a a ques esti tion on or or questions estions non non-urgent urgent is issue ue Caution: Keep e-mail to a minimum, beware of confidential material, Keep them short. “Did you see my e - mail?”
As Assessing essing Ho How t w to o Co Commu mmuni nicate cate Wi With h Yo Your ur Bo Boss Phone Your ur boss s does es not min ind To addres dress s is issues ues interrupt in rruptions ions and d does es prom ompt ptly ly that can n be well ll with ith quic ick ver erbal bal dealt alt with ith ver erbally bally exchanges. hanges. Only ly phone one on im impor ortant tant is issue ues s to lim limit it the in interruption rruptions. Caution: Be cognizant of your bosses schedule
As Assessing essing Ho How t w to o Co Commu mmuni nicate cate Wi With h Yo Your ur Bo Boss To disc iscus uss s urg rgent ent Your ur boss ss is is happy ppy with ith Brie ief f Ad-Hoc oc Meeting ing is issues ues that need ed quick ick face-to to-face ace immediat im ediate e attention ntion in interrupt rruption ions. s. Use e it it when en your ur boss oss need eds s im impor ortant ant in informa rmation, ion, or need eds s to be “made aware” Caution: Try to avoid interrupting your boss during a meeting
As Assessing essing Ho How t w to o Co Commu mmuni nicate cate Wi With h Yo Your ur Bo Boss Memo To exp xpla lain in why y a Your boss would prefer fer to documen cument is is b being ing sort t an in-tra tray y of papers rs sent nt or to act as a rather her than deal with e-mail. ail. Use a memo to make a reminder eminder point t for the record rd Caution: Do not replace needed face-to-face communication with a memo
As Assessing essing Ho How t w to o Co Comm mmun unicate cate Wi With h Yo Your ur Bo Boss Forma mal l Meetin ting To Dis iscuss cuss is issue ues s Your boss respond nds s well to planned ed one-on on-on one face-to to-face face, with ith a meeti ting ngs. s. Use e these e to pre-plan planned ned Agenda nda keep your r boss s updated ted on progress ress and for coachi hing g and two-way way feedback. back.
No No Mat Matter er Ho How w Yo You Comm u Commun unicate cate to o Your Boss…Avoid Surprises! Ma Make e Sur ure e You our Bos oss s is Awar are e of of Critica itical l In Info formati rmation on. . He e or or She he Wou ould d Pref efer er to to Hea ear it t fr from om You ou.
Ho How w to Ge o Get Ac Action ion from om Yo Your ur Me Meet etings ings Tips for Yo Ti Your Fo Formal l Meeti ting ng • Come Prepared • Prepare a Notebook (1 for Each) • Inform if Bringing Visitors • Use Exhibits / Put it on Paper! • Respect Allotted Time Keep copies of your Agenda so You Can Reference Prior Meetings if Needed
A Fe A Few Ad w Addi ditional ional Ti Tips ps:
Cr Criticizing icizing / Cr Critiquing iquing Yo Your ur Bo Boss “One study found that people without supervisory respon ponsib sibilities ilities found nd it more difficu ficult lt to critici ticize ze than n those se who have e super ervis visor ory y respo pons nsibilities ibilities. More people le (51%) ) find d it diffic fficult ult to criticiz iticize e their ir boss ss, , and regard rdles less s of whom they y criticize, ticize, it is most t diffic fficult ult getting started.”
Co Comp mplet ete e the he Fo Follow owing ing An Anal alys ysis is Be Before ore Cr Criticiz icizing ing • De Describ ribe the Sit ituation tion & Pr Problem lem You are Experie riencing cing wit with Yo Your Bo Boss • When Did Did t this is Start, rt, and What at is t is the Impa pact ct on You? • Ho How w do You Think ink Your Boss wil will Re React t to This is Cr Crit iticis icism? m? • What t are the Benefits fits to You & the Team m if if this is Issue ue is R is Resolve lved? d? • Do Do the Be Benefits fits Outweigh tweigh the Co Costs? ts? Yes/N /No/ o/Not Not Sure (Explain) lain)
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