Managing Your Relationship with Your Boss

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<ul><li><p>Managing Your Relationship with Your Boss:</p><p>Managing Your Relationship with Your Boss:Don't Set Yourself Up for Failure</p><p>Presented by:Rob Orr, SPHRHR Consultant</p></li><li><p>Were running as an economy at 30% efficiency</p><p>Were running as an economy at 30% efficiency</p><p>Curt CoffmanEmployee Engagement Global Practice Leader,</p><p>The Gallup Organization</p><p>HRMagazine, February 2004</p></li><li><p>Session ObjectivesSession Objectives</p><p> Identify the cues to watch out for</p><p> Recognize how you might contribute to the problem</p><p> Identify steps you can take to turn the situation around </p><p>By the end of the session, you will be able to:</p></li><li><p>AgendaAgenda</p><p> Review purpose and desired outcomes</p><p> Difficult Bosses</p><p> The Set-Up-To-Fail Syndrome</p><p> How Subordinates Contribute</p><p> Taking Responsibility</p><p> Summary </p></li><li><p>Your Difficult BossYour Difficult Boss</p><p>Use the worksheet to describe a difficult boss that you have known</p></li><li><p>The Difficult BossThe Difficult Boss</p><p>1. Negative, mean spirited</p><p>2. Autocratic</p><p>3. ______________________________</p><p>4. ______________________________</p><p>5. ______________________________</p><p>6. ______________________________</p><p>7. ______________________________</p><p>8. ______________________________</p></li><li><p>The Set-Up-To Fail SyndromeThe Set-Up-To Fail Syndrome</p><p> Widespread</p><p> Insidious &amp; Pernicious</p><p> Based on Common Wisdom</p></li><li><p>Common WisdomCommon Wisdom</p><p>Three Groups</p><p> Stronger Performers</p><p> Weaker Performers</p><p> Deadwood </p></li><li><p>Different Strokes for Different Folks</p><p>Different Strokes for Different Folks</p><p>Bosses consciously treat stronger and weaker performers differently</p><p> Stronger performers get autonomy</p><p> Weaker performers get help</p><p> Deadwood gets an invitation to leave</p></li><li><p>The Downward SpiralThe Downward Spiral</p></li><li><p>Performance Management Models</p><p>Performance Management Models</p><p> Situational Leadership Theory</p><p> Interaction Management</p><p> Leadership for Results</p><p>Dont these Common Sense Models prescribe just that?</p></li><li><p>Labels, Biases, &amp; MisperceptionsLabels, Biases, &amp; Misperceptions</p><p>Having formed an opinion, our minds draw on all possible evidence to support it. When confronted with evidence that contradicts our viewpoint, we overlook it or denigrate it, or find some other way of writing it off. That way we can cling to our original opinion as though it were a universal truth.</p><p>Francis Bacon, 1620(updated language byManzoni &amp; Barsoux.)</p></li><li><p>How does this start?How does this start?</p><p>Loss of Confidence in Subordinates</p></li><li><p>Triggers of Lost ConfidenceTriggers of Lost Confidence</p><p>What would you say?</p></li><li><p>Triggers of Lost ConfidenceTriggers of Lost Confidence</p><p> Disloyalty</p><p> Complaining</p><p> Negative attitude</p><p> Low engagement or energy</p><p> Low-self-confidence</p><p> Insensitivity to signals</p><p> Know-it-all</p><p> Disrespect for Bosss time</p><p> Blatantly political</p><p> Extrinsic motivation</p><p> Trying too hard </p></li><li><p>Perceiving PerformancePerceiving Performance</p><p>What about objective performance measures ?</p></li><li><p>Perceiving PerformancePerceiving Performance</p><p>Goal Commitment and Sales Performance</p><p> 0.7 In-Group</p><p>Stronger Perf.</p><p> -0.83</p><p>-0.19</p><p>- 0.26 </p><p>Out -Group </p><p>Weaker Perf. -</p><p>-1</p><p>-0.8</p><p>-0.6</p><p>-0.4</p><p>-0.2</p><p>0</p><p>0.2</p><p>0.4</p><p>0.6</p><p>0.8</p><p>1</p><p>Low High </p><p>Goal Commitment</p><p>Sta</p><p>ndard</p><p>ized S</p><p>ale</p><p>s P</p><p>erf</p><p>orm</p><p>ance</p></li><li><p>In-Groups and Out-GroupsIn-Groups and Out-Groups</p><p> 80-90% of managers have sharply differentiated relationships with subordinates.</p><p> In-Group members have close partnerships as trusted assistants.</p><p> Out-Group members have low-quality relationships as hired-hands.</p></li><li><p>Performance PerceptionsPerformance Perceptions</p><p> No correlation between objective performance &amp; relationship quality:1993 Duarte, Goodson, &amp; Klich</p><p> Very high correlation between likingand in-group status:1990 Wayne &amp; Ferris</p><p> Boss expectation in 1st week a better predictor of in-group status than actual performance at end of 2nd week1993 Liden, Wayne, &amp; Stilwell</p></li><li><p>The Self-Reinforcing Dynamic The Self-Reinforcing Dynamic </p><p>Bosss behavior toward weaker performers</p><p>Boss is increasingly</p><p>impatient pushy or intense during contacts</p><p>Subordinate progressively disconnects</p><p>Subordinate looks for excuses</p><p>Boss is not well informed</p><p>Boss is less able to make useful suggestions</p><p>Bosss anxiety increases</p><p>Problem recognition is delayed</p><p>More problems arise</p><p>Subordinate performs less well overall</p><p>Subordinate spends time on excuses (rather than problem solving)</p><p>Boss loses faith in Subordinate's excuses</p></li><li><p>RealityReality</p><p>Good people can quickly end up with bad labels. That neednt be a problem. The bosss inaccurate label becomes a problem because it is so hard to change.</p><p>Jean-Franois Manzoni &amp; Jean-Louis Barsoux</p><p>The Set-Up-To-Fail Syndrome</p></li><li><p>Are You in the Out-Group?Are You in the Out-Group?</p><p>Lets take a look!</p><p>Refer to the answers on Your Difficult Boss worksheet</p></li><li><p>Your Difficult BossYour Difficult Boss</p><p>In small groups, share: the situations you described on page 5</p><p> the factors that contributed to the situation</p><p>Agree on the common factors( Write on page 18.)</p></li><li><p>What is there in your approach or way of managing the situation that might be contributing to the problem or getting in the way of its resolution?</p><p>What is there in your approach or way of managing the situation that might be contributing to the problem or getting in the way of its resolution?</p><p>Peter BlockFlawless Consulting, Second Edition2000, Jossey-Bass/Pfeiffer</p></li><li><p>Cues for SubordinatesCues for Subordinates</p><p> Attribution of negative personal characteristics </p><p> Tendency to reduce contact with Boss</p><p> Diminished self-confidence</p><p> Hyper vigilance of Boss behavior</p><p> Takes feedback with a grain of salt</p><p> Tendency to bring up the past</p><p> Reputation as the person most likely to disagree with the boss</p><p> Tendency to engage in covert lobbying</p></li><li><p>The Difficult BossThe Difficult Boss</p><p>1. Negative, mean spirited</p><p>2. Autocratic</p><p>3. Stickler for details, intolerant, impossible to please</p><p>4. Intimidating, treats people as resources</p><p>5. Unrealistic</p><p>6. Stubborn; impossible to influence</p><p>7. Manipulative</p><p>8. Meddlesome; untrusting</p><p>9. Control freak; micro manager; evaluative</p><p>10. Uncommunicative; aloof; unsupportive</p><p>11. Weak, prone to favoritism; low performance standards</p><p>12. Impatient; temperamental; unpredictable</p><p>13. Ignorant bureaucrat; clueless; defensive</p><p>14. Stifling my development</p></li><li><p>The Great BossThe Great Boss</p><p>1. Development-oriented</p><p>2. Intuitive; decisive</p><p>3. Has high expectations and aspirations</p><p>4. Driven</p><p>5. Demanding; has high aspirations</p><p>6. Single-minded; focused</p><p>7. Politically astute</p><p>8. Helpful; caring</p><p>9. Encouraging; coaching; informed; close to the pulse</p><p>10.Thoughtful, busy</p><p>11.Allows self-discovery</p><p>12.Passionate; incisive; mercurial; (at worst) impulsive</p><p>13.Realistic; better judge; aware of interdependencies; victim of a poorly sold change</p><p>14.Considerate; letting me recover</p></li><li><p>The Observed BehaviorsThe Observed Behaviors</p><p>1. Giving critical feedback</p><p>2. Making a unilateral decision</p><p>3. Instructing work to be redone</p><p>4. Imposing discipline</p><p>5. Setting stretch targets</p><p>6. Sticking with a doubtful course of action</p><p>7. Sending mixed signals </p><p>8. Giving unsolicited advice</p><p>9. Asking specific questions</p><p>10. Delaying response to proposal/ request</p><p>11. Not condemning a big mistake</p><p>12. Losing temper in public</p><p>13. Resisting a proposed change</p><p>14. Giving a routine assignment</p></li><li><p>Perception is RealityPerception is Reality</p><p>Lacks loyalty and integrity</p><p>Personal betrayal</p><p>To make things better</p><p>Covert lobbying</p><p>Lacks judgment, self-control &amp; discipline</p><p>Challenging, foolish resistance</p><p>To be heardHolding ground with Boss</p><p>Lacks judgment &amp; maturity</p><p>Water under the bridge</p><p>Avoid repetition</p><p>Bringing up the past</p><p>Anti-learning, lacks potential &amp; respect</p><p>Ignored feedback</p><p>EffectivenessDiscounting feedback</p><p>Boss infersBoss seesIntentAction</p></li><li><p>Cues for SubordinatesCues for Subordinates</p><p> Attribution of negative personal characteristics </p><p> Tendency to reduce contact with Boss</p><p> Diminished self-confidence</p><p> Hyper vigilance of Boss behavior</p><p> Takes feedback with a grain of salt</p><p> Tendency to bring up the past</p><p> Reputation as the person most likely to disagree with the boss</p><p> Tendency to engage in covert lobbying</p></li><li><p>Taking ResponsibilityTaking Responsibility</p><p> Stop digging</p><p> Start talking</p><p> Accomplish some tasks</p></li><li><p>Taking ResponsibilityTaking Responsibility</p><p> Stop digging</p><p> Get your job in order</p><p> Get your head in order</p><p> Dont rush it</p><p> Start talking</p><p> Accomplish some tasks</p></li><li><p>Taking ResponsibilityTaking Responsibility</p><p> Stop digging</p><p> Start talking</p><p> Increase contact with boss</p><p> Make it easy for the boss</p><p> Invite your boss to a meeting</p><p> Have a new conversation</p><p> Accomplish some tasks</p></li><li><p>Taking ResponsibilityTaking Responsibility</p><p> Stop digging</p><p> Start talking</p><p> Accomplish some tasks</p><p> Maintain your own self-confidence</p><p> Fight the urge to withdraw</p><p> Dont overreach</p></li><li><p>Things to RememberThings to Remember</p><p> Know when to hold em, know when to fold em.</p><p> There is no one to blame.</p><p> Let go of expectations of your boss.</p><p> Offer the benefit of the doubt.</p><p> Produce hope, rather than pursue it.</p></li><li><p>The Set-Up-To Fail SyndromeThe Set-Up-To Fail Syndrome</p><p>Loss of Confidence WidespreadWidespread</p><p> Insidious &amp; PerniciousInsidious &amp; Pernicious</p><p> Based on Based on Common WisdomCommon Wisdom</p></li><li><p>Managing Your Relationship with Your Boss:</p><p>Managing Your Relationship with Your Boss:Don't Set Yourself Up for Failure</p><p>Presented by:Rob Orr, SPHRHR Consultant</p></li></ul>

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