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Managing up, down, all around

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Managing is much more than the actions from manager to direct reports. It's lateral, but most importantly upwards. And it's centered around clear communication, empathy, and candor

Published in: Business
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Managing up, down, all around

  1. 1. MANAGING UP, DOWN AND ALL AROUND RAD READS
  2. 2. TODAY’S OBJECTIVE Unlock FLOW 
 and PRODUCTIVITY by removing FRICTION
 in a workflow
  3. 3. A COGNITIVE BIAS REMINDER (AKA WE’RE HARDWIRED FOR SURVIVAL) ▸ Easier to pick angry faces than happy ones ▸ We have more words to describe pain than pleasure ▸ Empathy more triggered by negative stimuli than positive
  4. 4. WHEN YOU ASSUME… YOU MAKE AN ASS OUT OF ME My Mom (I think) MANAGING UP, DOWN, AND ALL AROUND
  5. 5. A FEW EXAMPLES How’s your day going? When are u sending me that document?
  6. 6. A FEW EXAMPLES Can you update that paragraph? I’m such a bad writer
  7. 7. A FEW EXAMPLES Oh, the meeting, it was fine? About that meeting: next steps? takeaways? open items?
  8. 8. COMMUNICATING CLEARLY
  9. 9. COMMUNICATING CLEARLY WHAT CAN WE LEARN FROM THE EXTREME ▸Bridgewater embraces RADICAL TRANSPARENCY ▸Ray Dalio, founder: “You first walk into a nudist camp and it’s very awkward” ▸Constant surveillance by video and recordings of all meetings ▸Each worker has a “baseball card” with their ratings for various attributes.
  10. 10. COMMUNICATING CLEARLY WHAT CAN WE LEARN ▸“Getting in synch” is the best investment you can make ▸It’s unhealthy to hide your weaknesses ▸Be self-reflective and make sure your people are self- reflective ▸Allow people to probe your thinking thru candid Q&A
  11. 11. COMMUNICATING CLEARLY A SLIGHTLY LESS KOOKY APPROACH (CEO SHOPIFY) We’re very honest about everyone’s strengths and weaknesses. We even post them on our internal wiki. Everyone is invited to do it, and they can explain how they like to work and what they value.
  12. 12. RETURNING TO OUR EXAMPLES Let’s chat about your strengths/ weaknesses Let’s chat about my strengths/ weaknesses
  13. 13. COMMUNICATE CLEARLY RADICAL CANDOR
  14. 14. RADICAL CANDOR SOUNDS GREAT - BUT HOW?
  15. 15. RADICAL CANDOR RADICAL CANDOR: BUT HOW? ▸ Criticizing your employees when they screw up is not just your job, it's actually your moral obligation. ▸ “If you can't offer radical candor, the second best thing you can do is be an asshole” HHIPP Humble
 Helpful
 Immediate
 P: in Person
 P: doesn’t personalize TRY THIS
  16. 16. COMMUNICATE CLEARLY ONE-ON-ONES
  17. 17. ONE ON ONES WHAT MAKES A GOOD ONE ON ONE ▸ Frequency: At least 1x/month for an hour ▸ Reminder: It’s the employee’s meeting ▸ Manager’s Role: Imperative to listen ▸ Prep: Employee should prepare a quick agenda ▸ Get to know the report: It’s their meeting: ▸ Past, aspirations, hobbies, values ▸ Andy Grove:“A 90 minute 1:1 can impact 2 weeks of a report’s work.”
  18. 18. ONE ON ONES ALSO - USE TWO HOLD FILES ▸A shared document where both manager and report accumulate important (yet not urgent) issues for discussion ▸Manager keeps a separate hold file where (s)he flags any other observations TRY THIS
  19. 19. COMMUNICATE CLEARLY MANAGING UP, FEEDBACK
  20. 20. MANAGING UP WEEKLY UPDATES ▸Imagine the peace of mind if you were never asked “Hey where’s that thing you were working on?” ▸Everyone has a boss, investor, and/or board that they report to ▸Take 15 minutes a week to eliminate hours of anxiety for both parties
  21. 21. MANAGING UP SOUNDS GREAT - BUT HOW? PSST!!! IT’S YOUR OPPORTUNITY TO HUMBLE BRAG!!!! TRY THIS
  22. 22. RETURNING TO OUR EXAMPLES Got the document! I keep it 💯
  23. 23. MANAGING UP ASKING FOR CONTEXT ▸With new projects, a quick conversation can save hours of work and frustration ▸There are no dumb questions (ever), but here in particular ▸On the contrary, you’re better equipping yourself ▸Both parties should be clear tie task to broader mission
  24. 24. COMMUNICATE CLEARLY MANAGING UP, FEEDBACK
  25. 25. FEEDBACK MEETINGS MANAGING UP: MANAGER FEEDBACK MEETINGS ▸Quarterly meeting, separate from the 1:1 ▸Employee provides direct feedback to manager including: ▸ What can I start doing? ▸ What should I stop doing? ▸ What should I keep doing? ▸(Puts accountability back on the report) TRY THIS
  26. 26. COMMUNICATE CLEARLY SOCIAL NORMS
  27. 27. SOCIAL NORMS UNDERSTANDING SOCIAL NORMS ▸Social Norms are the unwritten rules yet collectively agreed upon rules for groups ▸They include: responsiveness, how disagreements are handled, small talk, Slack usage ▸Googled studied all its teams and two stuck out: ▸ The distribution of speaking in meetings ▸ High “social sensitivity” - i.e. high empathy
  28. 28. MANAGING UP, DOWN AND ALL AROUND IN SUMMARY ▸ More transparency is usually better (but spare me the baseball cards) ▸ Be careful of “Ruinous Empathy” ▸ Feedback should HHIPP (Humble, honest, immediate, in- person, not personalized) ▸ Invest the time in 1:1s (regularity, prep) ▸ Manage up with a weekly email ▸ Discuss your social norms with your teams
  29. 29. THANK YOU

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