某咨詢崗位職責(zé)ManagerJob

bcManagingUpwardDecember1998Copyright?1998Bain&Company,Inc.JacinthaPeerisAuthor:Contributor:DiannaMagnani1ManagingUpwardAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways2ManagingUpwardCTLvs.VPRole

TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TopofanalyticpyramidOverallanswer/implications;assigningworkDay-to-dayclientissuesDay-to-dayPDTopofclientpyramidOverallanswer/implicationsOverallcauseatclientExceptional(upordown)performanceissuesCTLRoleVPRole3ManagingUpwardMutualDependence

TherelationshipbetweenaVPandaCTLisoneofmutualdependence.InformationAnalysis/outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunicationFeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisor4ManagingUpwardMutualSuccess

TheCTL’ssuccesswilldependinpartonhis/herVP’ssuccess.YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)5ManagingUpwardCTLObjectives

HelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:6ManagingUpwardAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways7ManagingUpwardKeySuccessFactors

VPscitefourkeysuccessfactorsformanagingupward.AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway8ManagingUpwardDrivetheValueAddition(1of2)

Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.“Idon’texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”Thinkaboutthebigpicture.“IfIwritetheworkplan,it’sboundtobemorerobustandcovernon-criticalpathissues,becauseIwon’tputthethoughtintofocusingit.”Developahypothesisandaworkplantotestit.Don’texpect(orlet)theVPdoit.“CaseteamleadersseemtothinkthatIhavealltheanswers.I’dlikethemtocometomeandtellmewhatshouldbedone.”“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”CommentsfromVPsStrategies9ManagingUpwardDrivetheValueAddition(2of2)

“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,‘Howdoesitaddvalue?’or‘Whyarewedoingthis?’”Filteroutbadideasandprioritizegoodones.“Caseteamleaderssay‘yes’toeverything,evenstupid‘creative’ideas.”“TheCTLneedstokeepinmindwhat’spossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”“Don’tknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”CommentsfromVPsStrategies10ManagingUpwardFindtheRightRolefortheVP(1of2)“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon’’tneedhelp.”Don’’ttrytodoalltheworkyourself.“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”“You’’llgetnocreditfortryingtobeaheroanddoingitallyourself…findtherightwaystofullyinvolveyourbossonthemostimportantissues…collaborationwilloptimizetheendproductforeveryone.”CommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.11ManagingUpwardFindtheRightRolefortheVP(2of2)“Definemyrole.Youcan’’tdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.””LeveragetheVP’sexpertise.“CTLsconsistentlydon’tconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.””“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).””CommentsfromVPsStrategies12ManagingUpwardCollaborate“Offerapointofviewbutbea‘‘sponge’’forcoaching……Putforthyourperspective(it’’simportantsinceyou’’vehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinput…Donotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimize……Assumethatyourworkwillbeimproved,ifitisn’tyou’renotcollaborating.”Beopentoideas.“Mychallengetoteamleadersandmanagersis‘‘putyourselfinyourVP’sshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclient’s).ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient’sobjectives.”CommentsfromVPsStrategiesPutyourselfinyourVP’sshoes.CaseteamleadersshouldworkwithVPstoimprovetheirteams’’output.13ManagingUpwardCommunicateProgressandIssues“Ilikepeopletocomebackthedayafterameetingandplayback,‘‘ThisiswhatIthinkyouwanted.’””UpdateyourVPfrequently.“Managemyexpectationsthroughcommunications.Ihatesurprises.IfIgetnothingbutreassuringphonemails,Iknowthingsaren’tgoingwell.”CommentsfromVPsStrategiesBehonestaboutdifficulties.BykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly.“Iwanttoknowwhat’sgoingonregularly,particularlyonclientissues.””“CTLsalwayssayeverythingisgoinggreat.Iknownothingiseverperfect,soIhavetorootaroundandfindproblems.”“Please,nosurprises.”14ManagingUpwardAgendaUnderstandingtheCTL’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways15ManagingUpwardTakeResponsibility*ParaphrasedfromTheServantasLeaderbyRobertGreenleafItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveitToomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions.*TakeresponsibilityformanagingyourrelationshipwithyourVP.16ManagingUpwardAgreeUponHowtheVPShouldManageYouReviewassignmentsanddeliverablesandVP’’sperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyouestablishcheckpointsAgreewithyourVPabouthowhe/sheshouldmanageyou.WithyourVP,17ManagingUpwardAdjustBasedontheCircumstancesYourVP’sstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituationAdjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors:Whenindoubt,proceedwithcautionandfocusonactingproductively.18ManagingUpwardAgendaUnderstandingtheCTL’’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways19ManagingUpwardKeyTakeaways(1of2)TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TherelationshipbetweenaCTLandaVPisoneofmutualdependence;aCTL’ssuccessdependsinpartontheVP’ssuccess.TheCTL’sobjectivesaretohelptheVPwinandtomaketheVPredundant.VPscitefourkeysuccessfactorsformanagingupward:1.Assumefullresponsibilityfordrivingthevalueadditionprocess.a.Thinkaboutthebigpicture.b.Developanhypothesisandaworkplantotestit.c.Filteroutbadideasandprioritizegoodones.2.FindtherightrolefortheVPa.Don’ttrytodoalltheworkyourself.b.LeveragetheVP’sexpertise.20ManagingUpwardKeyTakeaways(2of2)CTLsmustbeproactiveinmanagingtheirrelationshipwiththeirVPs.Takeresponsibilityformanagingtherelationship.AgreewithyourVPabouthowhe/sheshouldmanageyouinrelationtoeachaspectofthework.Adjustyourdegreeandstyleofupwardmanagementbasedonthecircumstances.4.Communicateprogressandissuesinaclearandstructuredway.a.UpdateyourVPfrequently.b.Behonestaboutdifficulties.3.CollaboratewiththeVPtoimprovetheoutput.a.Beopentoideas.b.PutyourselfinyourVP’sshoes.21ManagingUpward9、靜夜夜四無無鄰，，荒居居舊業(yè)業(yè)貧。。。12月月-2212月月-22Wednesday,December14,202210、雨中中黃葉葉樹，，燈下下白頭頭人。。。00:11:3200:11:3200:1112/14/202212:11:32AM11、以我獨(dú)沈久久，愧君相見見頻。。12月-2200:11:3200:11Dec-2214-Dec-2212、故人江海別別，幾度隔山山川。。00:11:3200:11:3200:11Wednesday,December14,202213、乍見翻疑夢夢，相悲各問問年。。12月-2212月-2200:11:3200:11:32December14,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。14十二月月202212:11:32上午午00:11:3212月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月2212:11上上午12月-2200:11December14,202216、行動出成成果，工作作出財富。。。2022/12/140:11:3200:11:3214December202217、做前前，能能夠環(huán)環(huán)視四四周；；做時時，你你只能能或者者最好好沿著著以腳腳為起起點的的射線線向前前。。。12:11:33上上午午12:11上上午午00:11:3312月月-229、沒沒有有失失敗敗，，只只有有暫暫時時停停止止成成功功??！。。12月月-2212月月-22Wednesday,December14,202210、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒沒有有。。。。00:11:3300:11:3300:1112/14/202212:11:33AM11、成成功功就就是是日日復(fù)復(fù)一一日日那那一一點點點點小小小小努努力力的的積積累累。。。。12月月-2200:11:3300:11Dec-2214-Dec-2212、世間成事事，不求其其絕對圓滿滿，留一份份不足，可可得無限完完美。。00:11:3300:11:3300:11Wednesday,December14,202213、不知香積積寺，數(shù)里里入云峰。。。12月-2212月-2200:11:3300:11:33December14,202214、意意志志堅堅強(qiáng)強(qiáng)的的人人能能把把世世界界放放在在手手中中像像泥泥塊塊一一樣樣任任意意揉揉捏捏。。14十十二二月月202212:11:33上上午午00:11:3312月月-2215、楚楚塞塞三三湘湘接接，，荊荊門門九九派派通通。。。。。。十二二月月2212:11上上午午12月月-2200:11December14,202216、少年十五五二十時，，步行奪得得胡馬騎。。。2022/12/140:11:3300:11:3314December202217、空山新