Managing Up – Dynamic Following
in an Organizational Setting
Barry K. Herman, M.D., M.M.M.
Medical Affairs Director
Shire Pharmaceuticals
SAN FRANCISCO
May 18, 2013
"The only happy people I know are the ones who are working well at
something they consider important.” - Abraham Maslow
Disclosure
Barry K. Herman, M.D., M.M.M. is a fulltime employee of Shire Pharmaceuticals.
 The views expressed by Dr. Herman are
not those of Shire Pharmaceuticals, its
management, its employees, or its agents.

This Story Has a Happy Ending!
Managing Up
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Great organizations depend not only on dynamic
leaders but on “dynamic followers.”
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A completely different LEADERSHIP Skill Set from
that of managing direct reports

Strategically working with the style and goals of
your boss, blending them with your styles and
goals to accomplish your career objectives
(alignment)

The process of consciously working with a
supervisor to obtain the best possible results for
you, your supervisor and your organization
Managing Up

A deliberate effort to bring understanding
and cooperation to a relationship between
individuals who often have different
perspectives.
Managing Self

Required Skill Set
Awareness of own style and how it affects
others; make necessary adjustments
 Receptive to and respond positively to
constructive suggestions
 Develop and maintain positive work
relationships with others
 Maintain a reputation for trust, fairness and
reliability

The Wish- Ideal Boss

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Clear, consistent,and concise vision of where the
organization is going
Encourages a sense of responsibility for ongoing work
Develops your ability to manage yourself and to take
ownership of projects.
Not threatened by competencies that exceed his or her
own
Engenders greater commitment and increases
motivation
Seeks opportunities to enhance your visibility and
influence and to advance
Celebrates your successes!
The Reality
Assessing your Boss
Management Style
 Emotional Style
 Cognitive Style
 Personal Style-Idiosyncrasies, Quirks, Pet
Peeves
 Situation Analysis - Where is your boss in the
organizational system
 How do decisions get made that effect you?
 What are your bosses own goals? Where are
the points of intersection with yours?
Operating Environment
Organization
Mission
Job
Boss’
Boss
You
Boss
Department/
Team
Organizational Culture
Managing Up Strategy
Think of your boss as a key customer and
your potential best advocate
 Develop and communicate shared goals
 Learn from your boss
 Support your boss's vision and goals
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Turn criticism into projects or proposals
Negotiate your wants (time, work, position)
The Managing Up Action Plan
Personal
Organizational
Mission
Mission
Short & Longterm Objectives
Short & Longterm Objectives
Marketing Strategy
Marketing Strategy
Strengths
Weaknesses
Strengths
Weaknesses
Opportunities
Threats
Opportunities
Threats
Action Plan
Action Plan
Building Trust
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Mutual trust is a shared belief that you can depend
on each other to achieve a common purpose
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Respect differences; Look for commonality
Develop understanding NOT dependency or
sycophantic behavior
Listen Actively
Do what you say you’ll do
You don’t have to always agree, but if your boss
feels that you are ultimately on his/her side you
will receive what is available
Managing Your Boss in Conflict
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Trust Disintegrates
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Key: Diagnose and act quickly
Conflict Resolution
Manage your emotions
 Seek first to understand and LISTEN!
 Look beyond the presenting problem
 Seek help----COACHING!!
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What Your Boss Can Do to You
(Short of Firing You)
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Subvert and contaminate relationships with
teammates and with other internal
stakeholders
Assign high profile projects and initiatives to
other team members
Employ tactics such as ultra
micromanagement to make you miserable
Focus on minor performance issues and
devalue successes
Block personal and professional
advancement
Financial impact on performance bonus,
stock options, other perks
Your Options
(In Order of Increasing Likelihood of Getting Fired!)

What can you do?

No Action
 Bottle
up feelings; decreases productivity and
health—you will eventually become sick and
miserable

Modify your own behavior only
 May
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be only a temporary solution to buy time
Manage your boss*
 Constructive
criticism, set regular private meetings
 Consider Outside help like Coaching
Oppose your boss
 Fire your boss
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Coaching
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The Goal of Executive Coaching is to
Learn to “observe the observer that you are”
 Challenge self-perceptions and blind spots
 Become more aware of how you are
perceived by others and how you interact with
the world
 Develop the power and leverage to change
 To take action with a different “world view”
that is more effective
 Coaching is NOT THERAPY!

Four Steps
Assess Reality
1. Develop a clear sense of what’s
really going on
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Various tools include a “360 process”
 Coach interviews co-workers, direct
reports, supervisors, past and present
 Emotional Intelligence Surveys (Hay
Group ECI)
Compare “realities”—often shocking
discrepancies
Agree on Goals
2. What do you want to accomplish?
 Keep
Your Job!
 Recognition
 Increased visibility and influence
 Promotion and advancement
Plan of Action
3. Commitment to ongoing process of
working with your Coach
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Work to identify ways to become more aware of
“blind spots”
Focus on behavior, not on feelings
How to align your goals with those of your boss
Regular contact with Coach by telephone and
face-to-face meetings
Process involves Coach support, ongoing review
of results, adjustments as necessary
Reinvent Yourself
4. Change your World View
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Coach becomes your confidante, source of
objective feedback, advocate
Gradual process—tend to revert back to your
“old story” when under stress
Ultimately to take action with a new world view
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Internally---a “new story” that you tell about yourself
Externally---more effective behavior
...Know when to fold em
 When
your personal action plan
deviates from the organization’s
strategic plan
 When you can’t align your goals with
those of your boss
 When you stop learning
 When you hate going to work
Resources
Block, Peter, (1981) Flawless Consulting: A Guide to Getting Your Expertise Used.
San Francisco, CA: Jossey-Bass/Pfeiffer.
Browne, M. Neil & Keeley (2001) Asking the Right Questions: A Guide to Critical
Thinking. Upper Saddle River, NJ: Prentice Hall.
Dobson, Michael & Dobson, Deborah Singer (1999) Managing Up!: 59 ways to build a
career-advancing relationship with your boss. New York, NY: American Management
Association.
Goleman, Daniel (1998) Working with Emotional Intelligence. New York, NY:
Bantam Books
Goleman, Daniel (2006) Social Intelligence: The New Science of Human
Relationships. New York: Bantam Books
Hathaway, Patti & Schubert, Susan D. (1992) Managing Upward: Strategies for
Succeeding with your Boss. Boston, MA: Thompson Learning.
Munter, Mary (2000) Guide to Managerial Communication: Effective Business
Writing and Speaking. Upper Saddle River, NJ: Prentice Hall.
Osborne, Christina (2003) Managing Your Boss. New York, NY: DK Publishing.
Patterson, Kerry; Grenny, Joseph; McMillan, Ron & Switzer, Al (2002) Crucial
Conversations: Tools For Talking When Stakes Are High. New York, NY:
McGraw Hill.
Resources
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Peter Block Online: http://www.designedLearning.com/
CEO Refresher: http://www.refresher.com/
Free Management Library: http://www.mapnp.org/library/
Milano Graduate School Mix: http://www.lcmmix.org/
Leader Values: http://www.leader-values.com/
Center for Creative Leadership: http://www.ccl.org/
Society for Org. Learning: http://www.solonline.org/
Leader to Leader: http://www.pfdf.org/
Workforce Management (HR): http://www.workforce.com/
Change Management: http://www.change-management.org/
International Society for Performance Improvement: http://www.ispi.org/
(Nonprofit) Transition Guides: http://www.transitionguides.com/
Maslow: http://maslow.org/
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Kesslin Associates: http://www.kesslin.com
Thank you to Ken Kesslin
Kesslin Associates Inc.
2009 Saint Albans St.
Philadelphia, PA 19146
212.865.2999
info@kesslin.com
http://www.kesslin.com