Product Description Effective managers need to take time and energy to manage their relationships with their bosses. This effort can simplify their jobs by eliminating potential problems. The boss-manager relationship is one of mutual dependence between two fallible human beings. Managers must have a good understanding of themselves and their bosses and use this information to develop a healthy relationship compatible with both persons' work styles and expectations. They must seek out information about their boss's goals and pressures by being alert for opportunities to question the boss, and by paying attention to clues in his or her behavior. McKinsey Award Winner.
Customer Reviews:
Developing a good working relationship with your superior December 31, 2001 46 out of 47 found this review helpful
Both authors are Professors at the Harvard Business School. This article was originally published in January-February 1980, this On-Point version includes a retrospective commentary and was published in January-February 1993. Both authors have written several books on general management, leadership, and human resource management.
The term 'managing your boss' means "the process of consciously working with your superior to obtain the best possible results for you, your boss, and the company." It does not refer to political maneuvering or apple polishing. In this article the authors explain by using both successful and unsuccessful boss-manager relationship how to develop a productive relationship with your boss. First, you need to understand your boss and his/her context. It is necessary to appreciate their goals and pressures, their strengths and weaknesses. But this is only one-half of the relationship, you also need to know your own needs, strengths and weaknesses, and personal style. "With a clear understanding of both your boss and yourself, you can usually establish a way of working together that fits both of you ..." The authors provide a short checklist for 'managing your boss', which is supplemented with a discussion on compatible work styles, mutual expectations, the information flow, dependability and honesty, and use of time and resources. The article is complemented with a retrospective commentary by the editors of the Harvard Business Review.
Lots of traditional management books discussed the importance of top-down management, but this article was one of the first to discuss the upward relationship between manager and boss. The article provides great insights, excellent practical advice, and uses good examples. It is no surprise that it has become one of the best-selling Harvard Business Review articles. I highly recommend it to leaders, managers, and MBA-students. The authors use simple US-English.
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