Managing Your Boss            International Client Meeting, Budapest                    John B. Larrere                   ...
Who’s the Boss When….             “…You Have More Than One Boss”                                              courtesy of ...
Who’s the Boss When….                  “…You Get a New Boss                    Every Six Months”                          ...
Who’s the Boss When….                “…You Have a Virtual Boss”                                              courtesy of F...
Business press’ response                    An Employee’s Guide                    to Managers                    by Tammi...
Core Questions to Ask           How can I make the boss my partner?           What does my boss need from me?          ...
Rules for success           Remember that destinies are intertwined           Clarify what drives your boss and organiza...
What a boss needs from you           Implementation           Loyalty           Protection           Career Enhancemen...
What you need from a boss           Direction           Equity           Feedback           Loyalty           Career ...
Types of bosses           What motivates a boss?           What is his or her style?Hay/McBer                        970...
Types of bosses: Motivation           Achievement-driven: task-oriented           Affiliation-driven: friendly         ...
Types of bosses: Styles           Coercive            –   task oriented            –   win-lose mentality           Auth...
Types of bosses: Styles (cont’d)           Affiliative            –   puts welfare first, task second           Democrat...
Types of bosses: Styles (cont’d)           Pacesetting            –   can be cryptic, idiosyncratic           Coaching  ...
The coercive boss           What the boss needs from you            –   task accomplishment            –   high standards...
The coercive boss           What you need from the boss            –   clear directives            –   timeframes        ...
The authoritative boss           What the boss needs from you            –   communication of vision and direction to oth...
The authoritative boss           What you need from the boss            –   deputy status            –   measures of exce...
The affiliative boss           What the boss needs from you            –   help set vision and direction            –   a...
The affiliative boss           What you need from the boss            –   attention to fairness            –   support fo...
The democratic boss           What the boss needs from you            –   secondary leadership                 • consensu...
The democratic boss           What you need from the boss            –   delegation            –   sense of purpose      ...
The pacesetting boss           What the boss needs from you            –   attention to high standards            –   aut...
The pacesetting boss           What you need from the boss            –   technical expertise            –   forgiveness ...
The coaching boss           What the boss needs from you            –   desire to improve            –   honesty concerni...
The coaching boss           What you need from the boss            –   diagnostic ability            –   strategic exposu...
In summary           Relieve the main anxiety that drives their style           Fill the leadership vacuum resulting fro...
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Managing Your Boss

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Address at Hay Group International Client Meeting in Budapest

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Transcript of "Managing Your Boss"

  1. 1. Managing Your Boss International Client Meeting, Budapest John B. Larrere Vice President Managing Director John’s name, title) (Insert Hay Group B.V.Hay/McBer 9708-3684-STFM-PC 1
  2. 2. Who’s the Boss When…. “…You Have More Than One Boss” courtesy of Fast Company, Greg ClarkHay/McBer 9708-3684-STFM-PC 2
  3. 3. Who’s the Boss When…. “…You Get a New Boss Every Six Months” courtesy of Fast Company, Greg ClarkHay/McBer 9708-3684-STFM-PC 3
  4. 4. Who’s the Boss When…. “…You Have a Virtual Boss” courtesy of Fast Company, Greg ClarkHay/McBer 9708-3684-STFM-PC 4
  5. 5. Business press’ response An Employee’s Guide to Managers by Tammi Wark, October 21, 1997 ...Era of the Brutal Boss May Be Giving Way... by Sharon Walsh, September 31, 1997 How to Boss the Boss, in Five Easy Steps by Robert L. Dilenschneider, September 21, 1997Hay/McBer 9708-3684-STFM-PC 5
  6. 6. Core Questions to Ask  How can I make the boss my partner?  What does my boss need from me?  What do I need from my boss?  How can I understand this person better?  How can we both benefit from this relationship?Hay/McBer 9708-3684-STFM-PC 6
  7. 7. Rules for success  Remember that destinies are intertwined  Clarify what drives your boss and organization  Determine your boss’ management style and complement it  Relieve anxietyHay/McBer 9708-3684-STFM-PC 7
  8. 8. What a boss needs from you  Implementation  Loyalty  Protection  Career EnhancementHay/McBer 9708-3684-STFM-PC 8
  9. 9. What you need from a boss  Direction  Equity  Feedback  Loyalty  Career Development  ProtectionHay/McBer 9708-3684-STFM-PC 9
  10. 10. Types of bosses  What motivates a boss?  What is his or her style?Hay/McBer 9708-3684-STFM-PC 10
  11. 11. Types of bosses: Motivation  Achievement-driven: task-oriented  Affiliation-driven: friendly  Power-driven: empowering or disempoweringHay/McBer 9708-3684-STFM-PC 11
  12. 12. Types of bosses: Styles  Coercive – task oriented – win-lose mentality  Authoritative – has vision – provides direction – delegatesHay/McBer 9708-3684-STFM-PC 12
  13. 13. Types of bosses: Styles (cont’d)  Affiliative – puts welfare first, task second  Democratic – seeks consensus, may lack aimsHay/McBer 9708-3684-STFM-PC 13
  14. 14. Types of bosses: Styles (cont’d)  Pacesetting – can be cryptic, idiosyncratic  Coaching – develops othersHay/McBer 9708-3684-STFM-PC 14
  15. 15. The coercive boss  What the boss needs from you – task accomplishment – high standards – risk management – timeliness – protection from him/herself – acknowledgement of positionHay/McBer 9708-3684-STFM-PC 15
  16. 16. The coercive boss  What you need from the boss – clear directives – timeframes – clarification of risks – expertise – resourcesHay/McBer 9708-3684-STFM-PC 16
  17. 17. The authoritative boss  What the boss needs from you – communication of vision and direction to others – implementation management – attention to detail because he/she delegates – tactical management because he/she more likely to be strategicHay/McBer 9708-3684-STFM-PC 17
  18. 18. The authoritative boss  What you need from the boss – deputy status – measures of excellence – clear understanding of rolesHay/McBer 9708-3684-STFM-PC 18
  19. 19. The affiliative boss  What the boss needs from you – help set vision and direction – attention to standards – discipline and feedback – good cop/bad cop motivationHay/McBer 9708-3684-STFM-PC 19
  20. 20. The affiliative boss  What you need from the boss – attention to fairness – support for discipline – attention to standards – consistencyHay/McBer 9708-3684-STFM-PC 20
  21. 21. The democratic boss  What the boss needs from you – secondary leadership • consensus building • group dynamics skills • honest, independent feedback – help with implementationHay/McBer 9708-3684-STFM-PC 21
  22. 22. The democratic boss  What you need from the boss – delegation – sense of purpose – outside parameters of acceptable solutions – willingness to implement consensus decisions – strategic, sparing use of this participatory approachHay/McBer 9708-3684-STFM-PC 22
  23. 23. The pacesetting boss  What the boss needs from you – attention to high standards – autonomous accomplishment – successful delegation without a lot of direction – understanding of his/her thinking and operating – timeliness – flexibility – understanding of boss’s passion for excellenceHay/McBer 9708-3684-STFM-PC 23
  24. 24. The pacesetting boss  What you need from the boss – technical expertise – forgiveness – consistency – job excitementHay/McBer 9708-3684-STFM-PC 24
  25. 25. The coaching boss  What the boss needs from you – desire to improve – honesty concerning your career goals and performance – extra effort on assignments whose outcome represents a career risk for the bossHay/McBer 9708-3684-STFM-PC 25
  26. 26. The coaching boss  What you need from the boss – diagnostic ability – strategic exposure for career development – solutions tailored to your strengths and weaknesses – protection to try things, fail at them, and improve – realism in setting goalsHay/McBer 9708-3684-STFM-PC 26
  27. 27. In summary  Relieve the main anxiety that drives their style  Fill the leadership vacuum resulting from their styleHay/McBer 9708-3684-STFM-PC 27

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