Negotiating success means proactively engaging the boss to shape the game in order to achieve desired goals. Too many just play the game reacting to the situation and failing to produce results. One alternative is to set the conditions or shape the environment to close the gap between expectations and realizations. This requires one to achieve a consensus on the situation then secure resources in order to deliver results. The higher up in the organization the greater the autonomy. The situation should be vetted against the STaRS model presented in an earlier blog posting in order to determine the level of involvement with the boss. While there is much to the relationship with the boss, this discussion will highlight the necessary discussions.
One mistake that should be avoided is assuming that older methods with the previous boss can be continued with the new boss. New boss means new approaches. Let us begin by focusing on fundamentals.
One mistake that should be avoided is assuming that older methods with the previous boss can be continued with the new boss. New boss means new approaches. Let us begin by focusing on fundamentals.
- Do not trash the past
- Reach out to your boss
- Give your boss a heads up of emergent situations
- Approach boss with solutions and workarounds
- Engage your boss to overcome obstacles requiring his involvement
- Adapt to the bosses style and idiosyncrasies
- Take 100% responsibility for making the relationship work
- Close the gap between expectations early and often
- Negotiate timelines for diagnosis and solution planning
- Aim early wins on issues important to the boss
- Pursue positive remarks from those whose opinions the boss respects
There are five kinds of conversations that will occur during dialogue with your boss. Rarely, these conversations are distinctly made alone and may be combined or comingled in the ongoing conversations. Each style of conversation requires some sort of planning.
Situational diagnosis dialogues will reveal how the boss sees the situation. The first conversations should center on the STaRS model discussed in earlier post to determine the current situation type. In further planning this conversation, the challenges need to match organizational capabilities and capacity. Likewise, opportunities should match the organizational objectives. Thus, support matches the situation.
Conversations that expose expectations center on the situation and attempt to negotiate expectations. In planning the talk the short term and long term goals, timing, and how success is measured are aligned. Aim to match the situation to the expectations by assessing early wins aligned with what is important to the boss. Also seek to identify untouchables paying close attention to body language and listening to chatter. Float ideas gently when uncertain to get reactions. Educate the boss in order to shape the boss’s perceptions of the limitations. Bias yourself by under-promising or over-delivering results. This builds towards credibility. Clarify your boss’s expectations routinely.
Stylistic conversations seek to clarify how you and the boss communicate. In planning these conversations the process involves diagnosing your boss’s style, scoping the limitations of the boss, adapting to your boss’s style, and addressing difficult issues. The boss’s comfort zone is the limitations of the position. Address difficult issues to avoid the risk of being perceived as disrespect of incompetent.
Resource negotiations attempt to negotiate resources to meet the expectations. This may require a rethinking of the expectations if resources are constrained. Resource conversations begin by understanding the STaRS model situation then identifying tangibles and intangibles. The determination must be made to maintain the status quo or to change the circumstances. If establish processes need to change clarify needs first before speaking then stick to your guns. Finally, negotiate for the necessary resources by focusing on underlying interests and mutually beneficial exchanges then couple resources to results.
Personal development conversations seek to promote your success and tenure with the boss. This conversation occurs after the relationship has matured. Gather candid feedback and listen in a soft analysis manner. Do not focus on hard skills only. Key soft skills become exceptionally important in higher positions.
Early conversations focus on situation diagnosis then mature towards personal development conversations. All the conversations contribute towards organizing the 90 day plan. The first 30 day block is dedicated to learning and developing credibility. The second 30 day block is a plan that has developed and is being executed. The third 30 day block is the plan reviewed, adjusted, then moved forward towards realization of the expectations. At each conjuncture there is a formal conversation with the boss and ongoing dialogues during the blocks evaluating and adjusting the plan and expectations as appropriate.
In the end, you are a boss as much as reporting to one. Watkins delivers the Golden Rule of Transitions essentially commenting “Transition unto others as you would have others transition unto you.”
References:
Watkins, M. (2003) The first 90 days: Critical success strategies for new leaders at all levels. Harvard Business School Press. Boston, Ma.
Situational diagnosis dialogues will reveal how the boss sees the situation. The first conversations should center on the STaRS model discussed in earlier post to determine the current situation type. In further planning this conversation, the challenges need to match organizational capabilities and capacity. Likewise, opportunities should match the organizational objectives. Thus, support matches the situation.
Conversations that expose expectations center on the situation and attempt to negotiate expectations. In planning the talk the short term and long term goals, timing, and how success is measured are aligned. Aim to match the situation to the expectations by assessing early wins aligned with what is important to the boss. Also seek to identify untouchables paying close attention to body language and listening to chatter. Float ideas gently when uncertain to get reactions. Educate the boss in order to shape the boss’s perceptions of the limitations. Bias yourself by under-promising or over-delivering results. This builds towards credibility. Clarify your boss’s expectations routinely.
Stylistic conversations seek to clarify how you and the boss communicate. In planning these conversations the process involves diagnosing your boss’s style, scoping the limitations of the boss, adapting to your boss’s style, and addressing difficult issues. The boss’s comfort zone is the limitations of the position. Address difficult issues to avoid the risk of being perceived as disrespect of incompetent.
Resource negotiations attempt to negotiate resources to meet the expectations. This may require a rethinking of the expectations if resources are constrained. Resource conversations begin by understanding the STaRS model situation then identifying tangibles and intangibles. The determination must be made to maintain the status quo or to change the circumstances. If establish processes need to change clarify needs first before speaking then stick to your guns. Finally, negotiate for the necessary resources by focusing on underlying interests and mutually beneficial exchanges then couple resources to results.
Personal development conversations seek to promote your success and tenure with the boss. This conversation occurs after the relationship has matured. Gather candid feedback and listen in a soft analysis manner. Do not focus on hard skills only. Key soft skills become exceptionally important in higher positions.
Early conversations focus on situation diagnosis then mature towards personal development conversations. All the conversations contribute towards organizing the 90 day plan. The first 30 day block is dedicated to learning and developing credibility. The second 30 day block is a plan that has developed and is being executed. The third 30 day block is the plan reviewed, adjusted, then moved forward towards realization of the expectations. At each conjuncture there is a formal conversation with the boss and ongoing dialogues during the blocks evaluating and adjusting the plan and expectations as appropriate.
In the end, you are a boss as much as reporting to one. Watkins delivers the Golden Rule of Transitions essentially commenting “Transition unto others as you would have others transition unto you.”
I will explore in the next several blogs postings, Proving Yourself on Your New Job. The steps are:
01. Promote Yourself
02. Accelerate Your Learning
03. Match Strategy to Situation
04. Securing Early Wins
05. Negotiate Success
06. Achieve Alignment
07. Build Your Team
08. Create Coalitions
09. Keep Your Balance
10. Expedite Everyone
Should you have any comments or questions please feel free to post or email me; james.bogden@gmail.com.
01. Promote Yourself
02. Accelerate Your Learning
03. Match Strategy to Situation
04. Securing Early Wins
05. Negotiate Success
06. Achieve Alignment
07. Build Your Team
08. Create Coalitions
09. Keep Your Balance
10. Expedite Everyone
Should you have any comments or questions please feel free to post or email me; james.bogden@gmail.com.
References:
Watkins, M. (2003) The first 90 days: Critical success strategies for new leaders at all levels. Harvard Business School Press. Boston, Ma.
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