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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、靜夜四無無鄰，荒居居舊業(yè)貧。。。12月-2212月-22Wednesday,December14,202210、雨中黃葉樹樹，燈下白頭頭人。。00:11:5700:11:5700:1112/14/202212:11:57AM11、以我獨沈久久，愧君相見見頻。。12月-2200:11:5700:11Dec-2214-Dec-2212、故人江江海別，，幾度隔隔山川。。。00:11:5700:11:5700:11Wednesday,December14,202213、乍見見翻疑疑夢，，相悲悲各問問年。。。12月月-2212月月-2200:11:5800:11:58December14,202214、他鄉(xiāng)生生白發(fā)，，舊國見見青山。。。14十十二月202212:11:58上上午00:11:5812月-2215、比不了得得就不比，，得不到的的就不要。。。。十二月2212:11上午12月-2200:11December14,202216、行動出成成果，工作作出財富。。。2022/12/140:11:5800:11:5814December202217、做前，能能夠環(huán)視四四周；做時時，你只能能或者最好好沿著以腳腳為起點的的射線向前前。。12:11:58上上午12:11上午00:11:5812月-229、沒有有失敗敗，只只有暫暫時停停止成成功?。?。12月月-2212月月-22Wednesday,December14,202210、很多多事情情努力力了未未必有有結(jié)果果，但但是不不努力力卻什什么改改變也也沒有有。。。00:11:5800:11:5800:1112/14/202212:11:58AM11、成功就是日日復(fù)一日那一一點點小小努努力的積累。。。12月-2200:11:5800:11Dec-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。。00:11:5800:11:5800:11Wednesday,December14,202213、不知知香積積寺，，數(shù)里里入云云峰。。。12月月-2212月月-2200:11:5800:11:58December14,202214、意志堅堅強(qiáng)的人人能把世世界放在在手中像像泥塊一一樣任意意揉捏。。14十十二月202212:11:58上上午00:11:5812月-2215