Could you be more effective with your boss so that you are granted more money, more support, or more challenging assignments?
Or is there something about your boss’s management style that you would like to influence, such as more fairness, or his or her being more effective in dealing with higher ups?
The challenge is to gain influence with your boss so that it can build your relationship rather than threaten it.
There are too many managers and leaders who are not very good bosses,and those who are good could be even better.
What might surprise you, however, is the belief that your boss's fireness is part of your job. It starts with you. You are, in part, responsible for helping your boss be a good and more effective manager and a better boss to you.
Whether you or your boss see it that way, you are the partner in making that happen.
It is recommended that a change in the basic nature of the manager-employee relationship from the old superior-subordinate form of interaction (with all
its implications of all-knowing dominance and ignorant submission). Instead, it is a more of a partnership relationship.1 While a difference in hierarchy remains, junior and senior partners still form a partnership.
How do junior partners act? Partners don’t let their partners:
• Make huge mistakes
• Inadvertently look bad
• Go uninformed when you know things the partner should know
Partners do:
• Stay loyal to the partnership’s objectives.
• Place the good of the organization ahead of their own good.
• Value and take advantage of differing skills and perspectives.
• Tolerate each other’s foibles.
• Not assume that bad behavior comes from bad intentions but rather from misinformation or misguided views. (They assume that senior partners are trying to do their best for the f irm and are basically intelligent and competent, or they wouldn’t have been admitted to partnership in the f irst place.)
No self-respecting partners could stand silently by when other partners, no matter how senior, are about to make a costly blunder, overlook important opportunities, or miss vital information that could affect success. It is the obligation of a partner to be as responsible as possible, even at the risk of personal discomfort or embarrassment.
This obligation asks a lot of you, but wouldn’t you want that kind of basic mind-set from the people who report to you? Accept responsibility for the relationship with your boss; both of you have a stake in your being more productive. That is the leverage point for inf luence with your manager.
Accepting responsibility can get you the kinds of benef its many people want: greater scope to your job, better supervision and coaching, a closer or more open work relationship, or a boss who is more effective in the organization.
(Not all managers may, at f irst, welcome such a partnership relationship, and we deal with that later.)
The Approach
To get the kind of inf luence with your boss that will pay off, there are four main things to do:
1. See the boss as a potential ally (a partner).
2. Make sure you really understand the boss’s world.
3. Be aware of the resources (currencies) you already have or can acquire.
4. Pay attention to how the other wants to be related to.
第一章 Influencing Your Boss
所有跟帖：
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Saved. Thanks for sharing.
-veggiedoggie-
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11/11/2009 postreply
17:21:17
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More is on the way...
-黄国人-
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11/11/2009 postreply
17:28:08
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:D
-veggiedoggie-
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11/11/2009 postreply
17:29:34
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very good！thanks
-灰衣人-
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11/11/2009 postreply
17:39:59