Managing Up A Presentation for San Jose State University School of Library Information Science
What is “managing up”? <ul><li>”… the process of consciously working with your boss to obtain the best possible results for you, your boss, and your organization. This is not political maneuvering or kissing up. Rather it is a deliberate effort to bring understanding and cooperation to a relationship between individuals who often have different perspectives.” </li></ul><ul><li>Zuber and James, 2001 </li></ul>
What “managing up” is not <ul><li>Sucking up </li></ul><ul><li>Brown nosing </li></ul><ul><li>Manipulation </li></ul><ul><li>Keeping a score </li></ul><ul><li>Doing more than one person’s job to curry favor </li></ul><ul><li>Fawning </li></ul><ul><li>Smarminess </li></ul><ul><li>Spurious complements </li></ul><ul><li>Patronizing </li></ul><ul><li>Being a door matt </li></ul>
Excerpts from the Wharton paper <ul><li>“ In the same way, he says, leading up is more difficult than just managing up. </li></ul><ul><li>Keeping your boss informed about what you are hearing from your sales people in the field about customer needs is an example of managing up. </li></ul><ul><li>Leading up, by contrast, might involve offering your superior a strategic insight or plan that could open up a new market for the company.” </li></ul>
“ Useem says almost anyone in an organization can lead up if the organization encourages it. If you’re a middle or top person at Motorola, Hewlett-Packard or Deutsche Bank, you should want all the help you can get from the ranks below. The markets these companies face are far too complex for any one person to see it all. But it’s also critical that companies create a culture that helps people understand that you do want upward feedback, that you want coaching and assistance in being effective, that you want all the strategic insights on your markets that people below can provide." (MU team: note connections to mentoring, organizational culture)
We are all managers : of ourselves, our presentation, our trustworthiness, our reputation, our interactions with others: tactical : making things happen We are all leaders : the result of affective management skills in the accomplishing the mission of the person or enterprise strategical : visioning what needs to happen
<ul><li>Applying our knowledge of MBTI for affecting better communicative behaviors during managing and leading upward and outward. Moreland, 1993 </li></ul><ul><li>R ECOMMENDATIONS ON WORKING WITH DIFFERENT PERSONALITY TYPES THE ENERGY PREFERENCES </li></ul><ul><li>FOR THE INTROVERTS: </li></ul><ul><li>Provide a private place to practice new products or learn new skills </li></ul><ul><li>Provide written documentation or training guides. </li></ul><ul><li>Try not to implement new products with "real users" until staff feel ready. </li></ul><ul><li>Allow time to think through policy or procedural issues before asking for an opinion. </li></ul><ul><li>(Even a few minutes helps.) </li></ul>
FOR THE EXTRAVERTS: Provide personal training or use co-training pairs or teams. Don't rely solely on written guides or isolated self-training. Allow for early exploration of a new product with "real users." Accept "thinking out loud" in deliberation of policy or procedural matters.
THE PERCEIVING PREFERENCES FOR SENSING TYPES: Highlight the practical advantages of a new product. Provide realistic examples of sample searches, or lists of features to be mastered. Provide concise, specific trouble-shooting instructions. Create a grid showing comparative commands. Provide concrete, step-by-step instructions whenever possible, and take advantage of the S's ability to write them.
FOR INTUITIVE TYPES: Point out the innovative and creative features of a new product, and its conceptual framework. Encourage learning through loosely structured exploration. For trouble-shooting, convey a bit of theory about "why" it works, along with the specifics of what-to-do. Take advantage of the N's ability to conceptualize and envision possibilities for the future.
THE JUDGING OR DECISION-MAKING PREFERENCES FOR THINKING TYPES: In training, emphasize the rules and logic that underlie operations of a system or product. Provide a clear statement of the objectives of new programs. Provide firm policy and procedures based on objective, consistent criteria. Make use of T's ability to analyze and critically evaluate systems.
FOR FEELING TYPES: Stress ways in which new services will benefit real people. Provide a supportive, friendly climate for learning; minimize competition. Relate rules and policies to the ultimate good of the users; allow some discretion in interpreting rules for specific situations. Make use of F's ability to understand people's needs and predict their reactions.
THE LIFESTYLE OR ORGANIZING PREFERENCES FOR JUDGING TYPES: Prepare for the unpredictable. Provide back-up equipment and supplies; make policies to handle emergencies. Provide a sense of direction and goals when services and systems are in rapid flux. Settle some issues as you can. Acknowledge the need for closure, even if it is deferred. Make use of J's ability to organize and plan.
FOR PERCEIVING TYPES: Allow for flexibility in the handling of unforeseen problems and emergencies. Avoid rushing into decisions without adequately considering the data and possible alternatives. Remind people that some decisions can be reversed, if they don't work out successfully. Make use of P's adaptability and zest for change.
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