Has your company appointed a new manager? Why is it important to make sure you and your new boss start off the right foot from the get-go?<\/p>\n\n\n\n
The relationship you have with your boss can make or break both your performance and job satisfaction. That’s why it’s important to negotiate success in your role by understanding his\/her needs, priorities, and communication style from the get-go.<\/p>\n\n\n\n
We’ll discuss some tips on how to build a good relationship with your boss <\/p>\n\n\n\n\n\n\n\n
You may find yourself working with a difficult boss or a boss with a fundamentally different style from your own and thus need to take initiative in setting up the framework for your role.<\/p>\n\n\n\n
Take, for example, Michael, who accepted a new job as Chief Information Officer in his unit but was told by coworkers that his new boss, Vaughan, would be impossible to please\u2014especially because she was intensely action-oriented, whereas Michael was more of a planner. Still, Michael proactively approached his boss with a concrete plan of action for the first 90 days<\/a> in his new role. Even when Vaughan tried to accelerate his plan, Michael pushed back with a clear rationale for his plan. Eventually, Michael gained Vaughan\u2019s confidence and trust because he was able to deliver results, even though his process and style were different from Vaughan\u2019s preferred approach.<\/p>\n\n\n\n Below are several tips on how to build a good relationship with your boss just like Michael did. For example, consider the following \u201cDos and Don\u2019ts\u201d: <\/p>\n\n\n\n Do:<\/strong><\/p>\n\n\n\n By contrast, don\u2019t:<\/strong><\/p>\n\n\n\n Keeping these considerations in mind, start planning to formally engage your boss. There are five key conversations<\/strong> that you\u2019ll want to deliberately approach and that will help to inform your 90 day plan: the STARS conversation, the expectations conversation, the resources conversation, the style conversation, and the personal development conversation. <\/p>\n\n\n\n How would your boss diagnose which STARS phases are applicable to your new role? How does that impact resourcing your role? <\/strong>Getting on the same page for this question will fundamentally inform the kind of support that you\u2019ll need from your boss moving forward. For example, <\/p>\n\n\n\n What are the expectations (short and long term) for your role and how will you define success? <\/strong>Additionally, what processes or metrics will be used to evaluate your performance? Consider these key principles as you engage your boss:<\/p>\n\n\n\n Beyond your boss\u2019s support, you\u2019ll also need access to other resources. What do you already have access to and what will require your boss\u2019s buy-in? <\/strong>This should be evaluated not just in terms of money or personnel but in time and energy. It\u2019s important that this conversation occurs after you have already identified your STARS situation because each phase will demand different kinds of resources. For example: <\/p>\n\n\n\n Some resource requests may be simple and fit into the current structure and political climate. Other times, more substantial requests will need to be made, requiring you to put your neck out but also to secure allies and insights to build support. In order to gain that support consider (1) helping your boss understand how your resource requests will also benefit their priorities and interests or those of your peers, and (2) making your \u201cask\u201d by laying the issues out in a menu form of \u201cif you want this, I will need this\u201d<\/strong> so that a clear link is established between expectations, your request, and what you\u2019ll ultimately be able to deliver. <\/p>\n\n\n\n What is your boss\u2019s style of communication and management? How often and through what medium will you check-in? When should he be consulted and when can you independently make a call?<\/p>\n\n\n\n First, diagnose your boss\u2019s working style<\/a> and begin to evaluate how it might interact with your own. For example, your boss\u2019s tendency might be to micromanage while you flourish with some semblance of independence<\/a>. Below are some tips to evaluate your boss\u2019s style and then successfully navigate it: <\/p>\n\n\n\n What will your personal development at the company look like? Checking in after a few months provides some context to think through your role moving forward and how you can continue growing and improving. Where can you still improve? What has been successful thus far? Your boss will respect your proactive approach to gaining constructive feedback. Don\u2019t forget to ask for feedback<\/a> about soft skills too (political, interpersonal, and so on)\u2014those can be just as important as technical abilities in new leadership roles. <\/strong><\/p>\n\n\n\n These five conversations will set you up well to negotiate success in your new role. However, some additional factors might impact your approach, including:<\/p>\n\n\n\n 1. Having multiple bosses. The same principles discussed above still apply, but you may need to prioritize one of the relationships over others depending on who has influence and power. <\/p>\n\n\n\n 2. Working at a distance from your boss, which presents unique challenges such as a higher risk that you will miscommunicate or fall out of step without realizing it. If possible, try and schedule at least one face-to-face meeting early on. <\/p>\n\n\n\nThe STARS Conversation<\/strong><\/h3>\n\n\n\n
The Expectations Conversation <\/strong><\/h3>\n\n\n\n
The Resources Conversation<\/strong><\/h3>\n\n\n\n
The Style Conversation<\/strong><\/h3>\n\n\n\n
The Personal Development Conversation <\/strong><\/h3>\n\n\n\n
Additional Considerations for Negotiating Success<\/strong><\/h3>\n\n\n\n