!!How to be a good manager: up and dowm

manage up

notes on lessons

• 摸索他们的喜欢与性情，档面对客户，对手，主管
  + 揣摩上司心理并实时满足并不是拍马屁，而是顺畅你的工作

• 自信与主动

  • “别人比我们所以为的 更喜欢我们”
  • 你问不问是你的事，别人答不答应是别人的事

• 创造价值，付出价值

  • 用同理心去揣摩对方的需求和担心，以及你能为对方提供什么价值
  • 不一定是物质价值，也可以是情感价值

• 注意边界感

  • 一些无足轻重的小事自己解决就好，关键的人脉要用来解决最关键的问题

Embrace managing up

• if you don't manage up, you'll waste time on

  • needless back-and-forth
  • avoidable misunderstandings

  • confusion on how you're adding value

  • your boss will believe you're

    • add a ton of value
    • worth investing in
    • worth advocating for
    • it's a win-win

  • If I manage up, I'll take control & futher my career

• how to manage up

  • show your thought process

    • "I recommend this because X. My criteria/assumptions were A and B. The potential trade-off is Y, but seems manageable because Z. I vetted a range of options [options] and found [my recommendation] best fits our needs. "

  • offer solutions and flag issues

    • "this is a problem. I suggest doing X."
    • "This is a problem. I'm not sure how to solve, but wanted to flag it. my hunch is to monitor for now because X, but let me know if we should brainstorm what to do"

  • Turn complaints into opportunities

    • "This process isn't ideal because X. I'd like to update to Y process instead, which should be cheaper/faster/easier. Do you agree if I make the change this week?"

  • use information hieratchy

    • ""

  • keep your boss in the loop

  • control your own actions

    • "I wonder what's making them feel the need to micromanage? I'll review how I'm keeping them informed & what success looks like so I can show i'm handling it"

  • proactively assert what to do

    • "I recommend X. Here's rationale, data, or examples of why this will work. The risk is Y but we can address by Z. If you agree, I'll start by doing ... "

  • Don't only ask questions. share your point of view too

    • "why? My pov is [insight]. I'm not 100% sure yet. Curious how ya'll are thinking about it."

• reference

  • Here’s a secret about managing up

treat your manager as a coach, not as a judge

• 主动向老板寻求反馈

  • 主动问问上司，你的哪些工作令他们印象深刻，还有哪些方面需要改进

• 定期要求与之会面，定期了解他对你的看法

• 把重点放在应该完成哪些目标上， 更好地了解管理层对自己的期望，不仅涉及日常工作，还包括长期思维

• 自己的事情主动跟进，有什么问题就跟老板说，讨论， 如果不是自己管辖范围内的事情，别人开心就好 这里最重要的是你对你提出的问题已经找到合适的解决方案。

• It is our job to do the hard and discern the impossible. it then becomes your job to help the entreprenuer find a reasonable solution which is merely hard and gets most of what they wanted. A solution is merely hard when it can be confidently scheduled and the risks are understood.

how to mange down

• 管理 - 激励员工

  • 理解员工

    • 以员工的诉求为核心
    • 在员工内心深处，不仅关心赚钱谋生，还更希望被人尊重，能体现自己的价值，能实在地体验完成工作后的卓越感
    • 每一位员工都有理想追求，都想实现自我价值，并在一些领域有所建树

  • 激励的终点，是让员工自我驱动

    • 用激励取代控制，让员工实现自我驱动

      • 很强的控制欲
      • 授权，支持，帮助

    • 激励 是发自内心的鼓舞，认可员工价值

  • 情境管理 而非控制

    • 在员工日常决策中，領導不會替你做决定，他们会利用自身信息与经验，帮你设定场景
    • 只要按场景假设，感觉自己的决定符合公司利益，就可以放手去干，不用非要按领导意思来

• your role as a manager is not to do the work yourself,even if you are the best at it, because that will only take you so far.

  • your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcomes as you can.

Giving Feedback - in a way that was helpful and direct, but also kind and thoughtful

• Ask first

  • so that the person can be mentally prepared for it ahead of time
  • "Would you like to hear a suggestion?"

  • "Do u mind if I give you feedback?"

  • or start off by asking them "How do u think it went? what do u think was good, what could we improve"

• compliment + criticism + compliment

  • "The work you ... good; " + "However, ..., it might be better"

• be timely

  • feedback is more effective when it is at the time of the event
  • If too much time has elasped, use judgement

• Make it about the task, not the person

  • like "Adding headers to the email would make it easier to read"

• Give suggestions on how to improve

  • tell them how - give them examples and ideas on how to make something better
  • more actionable

• Provide a personal example

  • easier to receive is to make the recipient feel like they are not the only one making the mistake
  • "I learned this the hard way" or "I used to do the same thing"

• provide people the "why" behind your suggestions

• Allow the person to defend/vent/explain

  • the receiving party may react by defending or justifying their approach
  • if that, just listen and allow them to say their piece
  • more ofthen than not they will still make the changes, but knowing that you heard their side of things will make them feel better

• 把事情的前因后果说清楚， 同时明确告知需要执行的事项

• reference

  • Giving Feedback – learning to criticize in a way that actually works

Learning to coach and delegate

• you are not just be the person who is the expert, you will be someone who makes everyone better

The art of delegating

• change your mindset

  • have to focus on growth and education, not necessarily efficiency.

• Adopt a leader:leader model instead of a leader:follower

  • Being a good leaders means allowing the people around you to be the experts in their domains
  • transform my team to stop asking me questions, and instead make recommendations and ask for permission
  • encourage your teammates to take more ownership and lead their own areas
  • like "What do you think I would say"

• Don't look for perfection

  • open to the differences and you accept that other people may not do things the same way you would
  • If worried about quality, define your quality up front when you assign the task

• Setup some guard rails

  • try to identify what information you need to feel good about the progress, and then the best way to get the information without being overbearing or micromanaging the details
    • like setup daily status meetings to go over progress, bi-weekly code reviews to go over implementation, or weekly one-on-ones with other people on the project

• Help them come up with a plan

  • have them draft up a plan and bring it back to you
  • Go over their approach together, give them feedback (like asking good questions)
  • When you can draft the idea together, you will feel more confident in their approach and they will be able to leverage your expertise and direction

• Lead them to figure it out

  • lead them down your steps or your thought process on how you would solve the problem, not just give them the solution
  • "what have you tried so far?"
  • "What have you considered trying"
  • "What did you research? Did you find anything?"
  • "And then finally, have you tried looking up ..."" (you would look for to find the answer)

• start small

  • start with something that is easy to do
  • find things that maybe aren't urgent but are small, iterative improvements that would be easy introduction into your realm of responsibility

• The Art of Delegating

tips

• 如果对方善良

  • 可以讲自己有不对的地方
  • 指出对方的问题

• 如果对方无赖

  • 千万不要说自己有做的不对的地方

you own your career

your career is defined by your skills and how your've used them

Peers

reference

• [The Making of a Manager]