Leading Up To The Front

Don’t Get Down – Manage UP!

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Leading Up To The Front
Don’t Get Down – Manage UP!

1. Lessons-in- Leadership
   • Don’t Get Down – Manage UP!
2. Meeting for Results
   • The Leadership Challenge – How Well Would Your Employees Reflect Your Leadership?
3. The Juice Bar
   • The Optimist Creed – Promise Yourself These Things..
4. Reader Meter
   • More New Tools Available Now!
5. Site News
   • What’s Around The Corner?

Ever have one of those supervisors that just didn’t quite get it?

Perhaps you even wondered from time to time how in the world this person ever became a manager in the first place?

The truth is that most of us, at some point in our career, will experience this firsthand. No doubt, it’s a tough situation to be in when you work for someone whose leadership skills are less than desired.

So what can you do?

First of all, remember that a majority of leaders in any organization do not hold the #1 position in the company. Don't let one unreasonable manager ruin your opinion of the entire organization.

Understand that within any reporting structure/hierarchy, there will typically be challenges in even the best reporting relationships. Clearly realize that your particular situation may not be that unique. Chances are, the grass will be no greener elsewhere.

Keep in mind that your supervisor may be well aware of his weaknesses and has hired you to help him compensate. One trait common among great leaders is their ability to surround themselves with team members that compliment their strengths and/or compensate for their weaknesses. So there's still hope!

Keeping the above in mind, let’s take a look at some way you can effectively "Manage UP"!

• Accept your supervisor as he/she is, and commit yourself to helping him be successful. In the long run, everyone wins with this strategy.
• Realize that you are in control of your actions and you can work to improve your business environment.
• Focus on ways you can help your manager provide the resources you need to do your job well.

For example: If you feel you need more feedback from your manager, yet he does not provide regular one-on-one coaching sessions – simply take the initiative to schedule "briefings" with your manager. Ask specific questions that will generate the feedback that you seek.

Taking initiative in a safe and non-threatening way, for the dual purpose of getting what you need and identifying how you can make your supervisor’s workload lighter – will certainly serve you well.

Specifically ask your supervisor what she needs to make her job easier, and the team more successful. OR, if you have your own ideas – offer those ideas for consideration.

In short, do your best to be supportive and helpful, yet be prepared to be patient in the event that your strategy is not accepted as quickly as you would like. You can’t control what anyone else does, but you can always control what you do.

In the event that your supervisor is just one of those "evil-beings" – have faith that what goes around, comes around. It’s just a matter of time until circumstances will change for the better.

Be successful in spite of an unreasonable manager.

Above all else, stay on the "high road" – as it will always serve you well.

What do your employees say about you when you aren’t around? Good leaders understand it’s a simple fact of life that almost every night at the dinner table, their name is spoken as spouses and friends discuss their daily lives.

One of the truest reflections of leadership is how your subordinates talk to their family and friends about your leadership. Do they respect your decision-making abilities? Do they clearly understand your expectations. Can they easily recite your personal vision?

Obviously, it’s not feasible (or legal for that matter) to "listen in" on these private conversations. However, if a leader is committed to making sure that he/she is doing a good job of leading each team member, the following Leadership Challenge Questionaire can be utilized.

Leaders who want to inspect whether the basic expectations of their subordinates are being met are encouraged to utilize this tool.

Since the questions presented here could place employees in an uncomfortable situation if they were asked to complete the questionnaire, we recommend that leaders only ask employees to complete the questionnaire if they can ensure confidentiality and zero chance of retaliation. Without employee confidence, their feedback may not reflect their true feelings.

Put yourself in the shoes of those who work for you and answer the following questions. How do you think your subordinates would answer?

1. I understand the mission/vision of my organization. Yes or No
   Please explain answer.
2. I know what I am accountable for. Yes or No
   Please explain answer.
3. I know how to measure my progress. Yes or No
   Please explain answer.
4. I have the tools, knowledge and support I need to do my job well. Yes or No
   Please explain answer.
5. At work I have the opportunity to succeed daily. Yes or No
   Please explain answer.
6. I receive regular constructive communication from my supervisor. Yes or No
   Please explain answer.
7. I feel my supervisor cares about me as a person, not just as an employee. Yes or No
   Please explain answer.
8. I am encouraged to continually develop my skills. Yes or No
   Please explain answer.
9. My opinions are valued by my supervisor. Yes or No
   Please explain answer.
10. I would encourage anyone who is qualified to work for my organization and for my supervisor. Yes or No
    Please explain answer.

NOTE: Leaders who are seriously striving to meet the needs of their team members, can revisit the above questions simply as a way to self-assess. Be honest with yourself as you review each question. It’s highly likely that you know the real answer to each question.

These questions provide a great tool for leaders to "check into" the true experience of their employees. If you are honest with yourself, you’ll recognize areas that you can improve on.

If you would like to receive the Free Word File containing our "10 Key Questions" tool – asking these ten questions will provide insight to leaders who wish to gauge their overall effectiveness as a leader - simply click here to request your:

The following was originally pushing in 1912 in a book titled, Your Forces and How to Use Them. The author was also a lecturer who spread a message of hope saying that people have tremendous powers that can be identified and utilized for great results, with the proper attitude.

The following Creed was adopted by Optimist International in 1922.

To be so strong that nothing can disturb your peace of mind.

To talk health, happiness and prosperity to every person you meet.

To make all your friends feel that there is something in them.

To look at the sunny side of everything and make your optimism come true.

To think only of the best, to work only for the best and expect only the best.

To be just as enthusiastic about the success of others as you are about your own.

To forget the mistakes of the past and press on to the greater achievements of the future.

To wear a cheerful countenance at all times and give every living creature you meet a smile.

To give so much time to the improvement of yourself that you have no time to criticize others.

To be too large for worry, too noble for anger, too strong for fear, and too happy to permit the presence of trouble.

Promise yourself these things.

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