Managing Your Boss

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

Who’s the Boss When….

“…You Have More Than One Boss”

courtesy of Fast Company, Greg Clark


“…You Get a New Boss
Every Six Months”




“…You Have a Virtual Boss”



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, 1997


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?


Rules for success

 Remember that destinies are intertwined
 Clarify what drives your boss and organization
 Determine your boss’ management style and
complement it
 Relieve anxiety


What a boss needs from you

 Implementation
 Loyalty
 Protection
 Career Enhancement


What you need from a boss

 Direction
 Equity
 Feedback
 Loyalty
 Career Development
 Protection


Types of bosses

 What motivates a boss?

 What is his or her style?


Types of bosses: Motivation

 Achievement-driven: task-oriented
 Affiliation-driven: friendly
 Power-driven: empowering or disempowering


Types of bosses: Styles

 Coercive
– task oriented
– win-lose mentality
 Authoritative
– has vision
– provides direction
– delegates


Types of bosses: Styles (cont’d)

 Affiliative
– puts welfare first, task second
 Democratic
– seeks consensus, may lack aims


Types of bosses: Styles (cont’d)

 Pacesetting
– can be cryptic, idiosyncratic
 Coaching
– develops others


The coercive boss

 What the boss needs from you
– task accomplishment
– high standards
– risk management
– timeliness
– protection from him/herself
– acknowledgement of position


The coercive boss

 What you need from the boss
– clear directives
– timeframes
– clarification of risks
– expertise
– resources


The authoritative boss

– 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
strategic


The authoritative boss

– deputy status
– measures of excellence
– clear understanding of roles


The affiliative boss

– help set vision and direction
– attention to standards
– discipline and feedback
– good cop/bad cop motivation


The affiliative boss

– attention to fairness
– support for discipline
– attention to standards
– consistency


The democratic boss

– secondary leadership
• consensus building

• group dynamics skills

• honest, independent feedback

– help with implementation


The democratic boss

– delegation
– sense of purpose
– outside parameters of acceptable solutions
– willingness to implement consensus decisions
– strategic, sparing use of this participatory approach


The pacesetting boss

– 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 excellence


The pacesetting boss

– technical expertise
– forgiveness
– consistency
– job excitement


The coaching boss

– desire to improve
– honesty concerning your career goals and performance
– extra effort on assignments whose outcome represents a
career risk for the boss


The coaching 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 goals


In summary

 Relieve the main anxiety that drives their style

 Fill the leadership vacuum resulting from their
style


Managing Your Boss

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