December 2011

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Seven Steps to
Becoming a Valuable
Resource for Your Boss
Jean S. Corson, workplace behavior consultant and coach

If your bosss interference is a thorn in your side, you can take steps to
change that by becoming a valuable resource in your bosss eyes.
Tom, a successful project manager, began to feel that his
projectsand careerwere stalling and that his bosss
continuous meddling was the reason. His boss, George,
was a technical wizard, but his frequent interference in
the teams work disrupted their workflow, hindered project
completion, and created a stressful work environment.
Because of this, Tom and his entire team tended to avoid
rather than support George. Because Tom was positioned
between George and his team, he was being pulled in
conflicting directions and, as Tom put it, he was feeling
beat up.
A typical day for Tom might start with a 5:30 a.m. red flag
e-mail from George requesting a report Tom had already
sent him the previous day. The e-mails, while typical, werent
the worst of Georges interference. A few weeks before,
George had arrived at Toms desk at 8:01 a.m. announcing
that the critical project Tom and his team had been working
overtime for several weeks to complete had been sidelined.
Instead, Tom was to drop everything and jump into a
new project! Tom knew that he was spending too
much time managing the fallout from his bosss
interference and not enough time managing the
projects themselves.

Reaching the end of his rope, Tom called his former boss
Bill for advice. After hearing about the pressures, responsibilities and challenges Tom faced every day Bill made
a comment that caused Tom to reconsider his approach:
I imagine that George is just trying to get his work done.
I bet that George also has a boss to answer to. Bill pointed
out that what Tom might perceive as a personal attack may
actually be evidence of Georges fear that things might be
going terribly wrong. As difficult as George might be,
Bill added, Georges interference isnt necessarily about
you, Tom. What other pressures is George under? Bill
convinced Tom 1) to find out more about his bosss
situation, and 2) to think about what he could do to
help his boss succeed. That way, Tom would lay the
groundwork for his own success, too.
To understand his bosss situation and to discover how he
could be a more valuable resource for him, Tom scheduled
a conversation with George. Toms goal was to understand
Georges goals and challenges to help him determine how
he could better support George. During the conversation,
Tom also asked about the companys overall business
objectives and what the project requirements were for Tom
and his team. As a project manager, Tom proposed that he
and George develop a stronger working partnership that
would ensure that both of them succeed. Their discussion
was frank and open and gave both men a chance to
hear useful feedback from each other. They agreed that
maintaining open communication like this would improve
how they worked together.

(continued on next page...)

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Productivity through Education

December 2011

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Tom then set up brown bag lunches and invited other
managers in the organization to share information regarding
current projects, goals and challenges. Employees across
all units attended the sessions (Tom even set up a live
video stream for those in remote sites). This was a huge
step in launching a learning environment that increased
understanding and connections throughout the company
and caused Tom to be viewed as a future leader.

Youand your bossoften deal with a fast-paced work

environment and scarce resources. Many times just keeping
your head above water is the definition of a successful day!
The strategies outlined below can help you improve how you
work with your boss and position yourself in your bosss eyes
as someone who is invaluable to his or her success.

Toms view now extended beyond his immediate project

and team. He understood the bigger picture and took on
a more strategic role within the company. George began
to appreciate Tom as a colleague he could count on and
trust. The divide between George and the team narrowed,
and over time there was less tension, more understanding,
and George, Tom, and their team began to work together
toward shared goals. The steps Tom took paid off:
Tom became a more valuable resource for his boss,
Georges interference ceased to be a thorn in Toms
side, and consequently, both Tom and George
became more successful at their jobs. Despite
some inevitable disagreements and different points
of view, going forward, the focus would remain on
projects, not personalities.

Remember why youre doing what youre doing and how

it provides value for the organization. When you keep
your works purpose in focus, you can rise above the petty
daily distractions and maintain a broader view of the
goals. By demonstrating to your boss that you understand
the bigger picture, you can be viewed as someone who
supports important organizational goals. In addition, you
are more likely to see opportunities and solve problems
that benefit the entire company.

Toms steps outlined below can guide you in how to handle

your bosss interference by establishing a strong partnership
with your boss and thereby becoming a more valuable
resource for him or her.

1. Dont forget the purpose of your work

2. Understand and support

your bosss goals
Knowing what your boss wants to accomplish within
your group and supporting your bosss goals makes you
an important resource who can keep the team focused
and motivated. By taking more of a leadership role and
lightening your bosss load, you become someone your
boss can count on. This can benefit your own career in
the long run.

3. Know the players

Although power and politics are loaded words,
they are a reality in the work environment! It is key to
know the players, their agendas, the alliances, and the
people who make things happen. By being savvy, you can
navigate this tricky terrain. Offering your perspective on
these dynamics to your boss is appreciated and useful.

4. Build rapport with your boss

Building rapport with your boss doesnt have to mean
you are trying to become best friends. Rather, it can also
mean that you are establishing common ground to work
together. A relationship based on mutual trust, honesty
and commitment goes a long way toward increasing
understanding, collaboration and performance.
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Productivity through Education

December 2011

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
5. Be a good communicator
Good communication is essential. If the person you
work for experiences you as an effective communicator,
they will count on you to supply them with feedback
and information they need to make informed decisions.
The key to being a good communicator is being a good
listener.

6. Make sure your boss knows

what you have to offer
Making sure that your boss knows what you have to
offer makes you a valuable asset. If you are starting
a new project that demands new knowledge, skills or
experience, let your boss know that you are up to the
challenge. Learn whatever is needed even if it takes you
out of your comfort zone.

7. Learn your bosss language

Often it may seem that you and your boss are speaking
different languages. Your boss work style may be more
direct. e.g., your boss may be goal oriented and primarily
interested in the bottom line. You, on the other hand,
might be a technical expert who provides a lot of detail.
Be aware of and provide the information that your boss
needs in order to be able to make decisions. Providing
information your boss doesnt need or want can create
tension and frustration on both sides. Learn to speak
your boss language and mirror how your boss works.
This does not mean be someone you are not; rather,
it means adjust to your bosss work style in order to be
more effective.
You can change how you and your boss work together:
Establish a strong partnership with your boss, and
demonstrate and communicate your value as a resource that
can make the bosss job easier. If your boss experiences you
as someone they can count on, and if they see evidence of
measurable improvements in your performance, work will
get done with less stress, conflict and misunderstanding.

About the Author

Jean S. Corson is a workplace behavior consultant and coach
offering leadership development, executive coaching and team
performance improvements. Her specialty is helping technical and
non-technical people work together. She teaches many Learning
Tree Management Courses including courses on Influencing
Skills, Communication Skills, Emotional Intelligence, Responding
to Conflict, Assertiveness Skills and Coaching. Her office is located
in Exeter, New Hampshire. Contact her at www.corsonwolff.com
or jcorsonwolff@comcast.net

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Productivity through Education

UK1112 Mgmt Insights December