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Managing Up by MMeloni

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The RIGHT behaviors get you the RIGHT results. The wrong behaviors get you absolutely nowhere. Some people just seem to know what to say and do to garner admiration, attention and more importantly rewards from their management. Do you think they were just born that smart? I don’t! I think along the way they received some help. Why shouldn’t you get an extra edge too? Your management manages you, shouldn't you manage them too? Why don’t you give yourself an edge? I bet you see people around you who frankly are not as good at their jobs as you are at yours, but somehow they seem to be getting better assignments, have more comfortable relationships with your boss and other influencers and have more freedom in how they do their jobs. I can tell you that there are at least SEVEN behaviors that they exhibit that you either do not exhibit or you do not exhibit consistently. Things like: •Putting OTHERS first •Communicating APPROPRIATELY •Setting the RIGHT priorities Let me teach you these and all of the SEVEN behaviors you need so that YOU are the one who: •The INFLUENCERS see as on the way up •Is TRUSTED with key assignments •Reaps the BENEFITS of a good working relationship with your management "The most important single ingredient in the formula of success is knowing how to get along with people.” – Theodore Roosevelt

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									The RIGHT behaviors get you the RIGHT results. The wrong behaviors
get you absolutely nowhere.
Some people just seem to know what to say and do to garner admiration, attention and
more importantly rewards from their management. Do you think they were just born that
smart? I don‘t! I think along the way they received some help. Why shouldn‘t you get an
extra edge too? Your management manages you, shouldn't you manage them too? I am
not talking about sucking up or being manipulative. I am talking about positive behaviors
that make your management glad that you are on the job.

Why don’t you give yourself an edge?

I bet you see people around you who frankly are not as good at their jobs as you are
at yours, but somehow they seem to be getting better assignments, have more
comfortable relationships with your boss and other influencers and have more
freedom in how they do their jobs.

I can tell you that there are at least SEVEN behaviors that they exhibit that you
either do not exhibit or you do not exhibit consistently. Now you have ‘Managing
Up’ and you will learn all of the SEVEN behaviors you need so that YOU are the
one who:

      The INFLUENCERS see as on the way up
      Is TRUSTED with key assignments
      Reaps the BENEFITS of a good working relationship with your management

The most important single ingredient in the formula of success is knowing
how to get along with people.” – Theodore Roosevelt

In peace,




5318 East Second Street #413 | Long Beach CA 90803 | Phone (866) 639-0487 | Fax (562) 439-0854 | info@MargaretMeloni.com
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© Meloni Coaching Solutions, Inc.
About Margaret Meloni


In her more than 18 years in Corporate America which included
roles in Fortune 500 management, Margaret Meloni observed how
individuals who learned to cope with conflict succeeded and
recognized their full potential, while others became road blocked.
Margaret developed a passionate belief that it takes courage and skill
to be human at work and that all individuals have a responsibility to
treat each other with dignity, respect and compassion.

Motivated by her beliefs and the desire to make a difference in the lives of others,
Margaret acted on her vision by founding Meloni Coaching Solutions, Inc.


Her vision is to create a group of successful individuals who are at peace with their
authentic selves; a group of people who help and support others; a group who bring
humanity to the office and thrive because of it. Margaret sees a world where achieving
peace and achieving success go hand-in-hand.


Margaret‘s students and clients often find that what she really brings them is freedom to
bring their authentic selves to the office. As a former Information Technology Executive,
Margaret always knew her preference was for the people behind the technology. Now
Margaret brings those beliefs to individuals from many professional backgrounds. The
common thread across her client base is the desire to experience peace at work and the
recognition that peace is not absence of conflict, peace is the ability to cope with conflict.
For these people, Margaret Meloni is truly ‗A Path to Peace‘. ™

You can learn more about Margaret and her courses, programs, and products at.
MargaretMeloni.Com




5318 East Second Street #413 | Long Beach CA 90803 | Phone (866) 639-0487 | Fax (562) 439-0854 | info@MargaretMeloni.com
                                                         Page 3 of 21
© Meloni Coaching Solutions, Inc.
Managing Up


Managing Up ...................................................................................................................... 5
The Story of Jasper and Ritchie .......................................................................................... 5
Perception does Help Define Reality .................................................................................. 7
Put Others First ................................................................................................................... 8
Communicate Appropriately............................................................................................. 10
Maintain the Right Level of Independence ....................................................................... 13
Set the RIGHT Priorities ................................................................................................... 14
Be Compassionate. You Report to a Human Being ......................................................... 16
Build Strategic Relationships ............................................................................................ 18
Be Honest about YOUR Boundaries ................................................................................ 18
Quick Recap ...................................................................................................................... 21




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Managing Up
What does Managing Up mean? Managing Up is to sincerely understand what your
management wants and needs from you and how to manage expectations in terms of what
you need from your management.

When I talk about Managing Up, I don‘t mean manipulation. I do not want to spend time
writing about how to manipulate people that we work for. I believe firmly in you using
your power for good. I don‘t mean how to brown-nose. I really mean how to sincerely
understand what your management wants and needs from you and how to manage
expectations in terms of what you need from your management.


The Story of Jasper and Ritchie
Let‘s begin with a story about two Information Technology (IT) managers named Jasper
and Ritchie.

Jasper and Richie are both senior managers at Acme Software Company. (Note: All
names have been changed to protect the innocent.) They are approximately the same age,
the same height, and the same build and have similar professional backgrounds. They
both work for the same Chief Information Officer (CIO).

This is what the CIO thinks about Jasper. "Jasper is on his way up; I look forward to
giving him even more responsibility."

This is what the CIO thinks about Richie. "I think Richie is already in over his head, I
don't think I want to demote him, but no way is he a candidate for future promotions."

So who is the better manager? Unfortunately it does not matter. Unless the CIO
leaves or Richie leaves or Richie makes dramatic changes, Jasper will be considered the
better manager. His boss perceives him as the better manager.

You see, Jasper understands the concept of putting the boss first. And it does not stop
there; Jasper puts his customers first too. Jasper understands that building and managing
strategic professional relationships will serve him well.




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Richie strongly believes that his work will speak for itself. And he handles all of his
tactical tasks brilliantly. But Richie is late and unprepared for meetings with his boss and
his customers. He often forgets to return phone calls. Last week when there was a system
outage, he did not call or send a broadcast message when the system came back up.
Richie thought people would just know, after all, they had never experienced an outage
that lasted more than thirty minutes. All anyone had to do was try to log back on again.

Richie is relying on his technical knowledge and systems familiarity to carry his career.
Jasper is being more strategic. Jasper networks at professional organizations outside of
the office, he participates in continuing education AND his management knows about it.

While Richie is relying on his hard work to speak for itself; Jasper consciously works to
make sure that his management thinks, "What would we do without Jasper?"

Jasper has mastered the concept of managing up.

Have you ever looked around you and felt like you‘re very similar to other people and yet
you feel like the other people are doing better or are more well-regarded by your
management? That‘s what is happening with Jasper and Richie. They are two men who
look the same, come from a similar background, are about the same age, and yet their
experiences with their management are totally different.

Jasper and Ritchie are composite characters. What I mean by that is they are absolutely
both based on real-life individuals. They come from either people that I have worked
with and watched or people that I have coached.

Jasper is exhibiting the behaviors that allow him to succeed with his co-workers and his
management. Jasper:
     Understands that perceptions define reality
     Puts others first
     Communicates appropriately
     Maintains the right level of independence




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         Sets the right priorities
         Is compassionate
         Builds strategic relationships
         Clearly sets his own boundaries

Perception does Help Define Reality
Richie may be better at his job than Jasper is at his. But Richie does not manage
perceptions well. Whether we like it or not, perception is frequently reality. Richie is
being very tactical but not very strategic. Think about the people you who do really well
with your management. They‘re well regarded and they‘re given assignments that are
high profile and high profile assignments frequently lead to more money and promotions.
They may have more freedom in how they do their jobs. They may have a more
comfortable relationship with the boss. When you see them with your management you
can observe that they have a healthy, professional relationship. I mean truly a healthy
professional relationship. They work well together and they are comfortable with one
another.

When your management has a perception about you – that you‘re very professional and
you can be placed in front of the client; that you can be trusted to complete a difficult
assignment by yourself on time – those perceptions come from your behavior. And that
is good. But I want more for you. I want there to be something behind the perception.

You know people who seem to be about perception only. They‘re very good at managing
and controlling their image so that people think of them in a certain way but those of you,
who work closely with them, feel like there‘s nothing behind it. You feel like it‘s all fluff
and that‘s not what I want for you. You are not doing that! You are going to act in ways
that strengthen the perception of you as a trusted professional. In turn this will help to get
what you want from your management which means then you are managing up
successfully.

Jasper is the one who‘s having the good experience and he‘s the one who‘s savvy and is
managing up through managing his behaviors. His behaviors give people the perception
that he is a trusted professional because he is really acting like a trusted




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© Meloni Coaching Solutions, Inc.
professional. It is not just fluff! Let‘s continue on and see how each of these behaviors
will contribute to positive perceptions about YOU.


Put Others First
Jasper puts his boss and his customers first. What does that really mean? It‘s not about
washing the boss‘ car or always bringing him or her lunch. It is about behaviors like this:

          When Jasper‘s management calls him or leaves him an email or leaves him a note;
          he responds and he responds as soon as possible.

Now I‘m not implying that Jasper is on call 24/7, that‘s a totally different requirement.
You may actually have times in your work when you are on call. You‘ve got your
electronic leashes. I‘m not saying that Jasper is givin
								
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