Managing your boss

by John J.Gabarro and John P.Kotter

Successful managers develop relationships with
everyone they depend on including the boss

Misreading
the boss-subordinate
Personality conflict:
very small part
relationship
Unrealistic assumptions and expectations: the
nature of boss-subordinate relationship is
mutual dependence between the 2 fallible
human being
Failed to see the dependence of the boss on his

subordinate: help, cooperation and honesty

Some are too self-sufficient: no need critical
information and resource a boss can supply

Misreading the boss-subordinate

relationship
Unrealistic expectation: all boss can provide

information or help subordinates

Reasonable expectation: boss can only
provide modest help. Effective managers
should seek information and help they need
instead of waiting for their boss to provide it

Misreading the boss-subordinate

relationship
Requirements to manage mutual dependence

among fallible human being:

Good understanding of other person and

yourself: strengths, weaknesses, work styles

and needs
Use this information to develop and manage
healthy working relationship: compatibility,
mutual expectation and critical needs

Understanding your boss

Goals and objectives: organizational and

personal
Pressures: from his own boss and others at
the same level
Strengths and weaknesses
Preferred working styles:
How a boss like to get information? Memos,

meeting, or phone calls

Does he thrive on conflicts or try to minimize
them?

Understanding your boss

Should be more sensitive to work

styles of a new boss

Should seek out this information on a
going basis as priorities and concerns
change over time

Understanding yourself
Boss is one-half of the relationship
You: the other half and have more direct control
Effective working relationship: know your own

strengths, weaknesses and personal style.

Not change the basic personality structure of
you or your boss
But be aware of what is about you that impedes
or facilitates working with your boss
Take actions that make the relationship more
effectively

Understanding yourself
Gaining self-awareness and acting on it based

on past experience
Subordinates more dependent on the boss:
frustrations
Handle these frustrations based on
predisposition:
Counter-dependence
Over-dependence

Understanding yourself
Both these predisposition lead managers to

unrealistic views of what a boss is

In fact: bosses are imperfect and fallible: they
dont have unlimited time, encyclopedic
knowledge, or extrasensory perception nor are
they evil enemies
Awareness of these extremes and the range:
useful to understand your own predisposition,
implications, and predict your reaction and
behaviors

Developing and managing the

relationship
Compatible work style:
Listeners vs. readers
Decision-making style: involved or not
Complement skills to make up for each others
weaknesses
Mutual Expectation
Bosss expectation: broad or specific
Communicate your own expectation to the boss

Developing and managing the

relationship
Mutual Expectation: to deal with inexplicit

expectation of the boss using different

approaches that depend on the bosss style:
Detailed memo with key aspects of a managers

work approved by the boss

Initiate an ongoing series of informal discussions
about good management and our objectives
Getting information indirectly through those who
used to work for the boss and through the formal
planning systems

Developing and managing the

relationship
Flow of information:
How much information the boss needs depends
on the bosss style, situation and confidence
with the subordinates
How to deal with a good-news-only boss:
management information system, communicate
immediately

Developing and managing the

relationship
Dependability and honesty
Be consistent and meet the deadlines
Be honest to gain trust from the boss
Good use of time and resources
Boss has limited time, energy and resources: be

wise to draw on these resources selectively

Recognize that managing relationship with the
boss takes time and energy
Effective managers understand that this part of
their work is legitimate

Summary: Checklist for managing

your boss
Understand your boss and his or her context:
Goals and objectives
Strengths, weaknesses, blind spots
Preferred work style
Address yourself and your needs:
Strengths and weaknesses
Personal style
Predisposition toward dependence on authority

figures

Summary: Checklist for managing

your boss
Develop and maintain a relationship that:
Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependability and honesty
Selectively uses your bosss time and resources