Leading Through Your Boss

Quantum Leap #3: Lead Through Others

Leading at Light Speed is an essential new leadership book by Eric Douglas synthesizing the best business practices into 10 Quantum Leaps that build trust, spark innovation, and create a high-performing organization.

In Chapter 3, Lead Through Others, Eric discusses Leading Through Your Boss.

During a seminar I was conducting for Apple Computers, a young manager raised his hand and asked: "This is all well and good. But how do these ideas help to manage my boss?"I thought for a moment, because this is tough to teach. I said in order to develop trust with your manager, you must learn to lead through them. Place yourself in her shoes so you can see as they see. You have to demonstrate you can see the world through her eyes. You have to communicate this understanding - not once but frequently. Ask him what he's dealing with. Ask how you can help. Let her know you are part of the solution and not the problem.

John Gabarro and John Kotter reveal in Managing Your Boss that bosses "Don't have unlimited time, encyclopedic knowledge or extra-sensory perception; nor are they evil enemies. Bosses are under pressure They have concerns that often are in conflict with our goals - sometimes this is for a good reasons." It's up to you to find out what those concerns are and figure out how you can best support your boss.

It is critical to realize you are not going to change the personality of your boss anymore than you are going to change your own personality. If your boss can take positive critisism and your suggestion shows that it will benefit all of the organization, you may be able to affect small behavioural changes. Even small changes in behavior require considerable commitment. As the old joke goes: How many shrinks does it take to swich a light bulb? Only one, but the light bulb must really want to change.

The number one way to compel your boss is to have productive conversations. Build a pool of trust, then communicate your concepts about what is working and what is broken. Stress your commitment to the best interests of the company. Focus on asking questions and take the time to reflect on what you've heard. Don't form your conclusions too quickly. If you have a suggestion, frame it in the form of a solution.

If you're hitting a road block with managing up the organizational lader, change your frame of thinking to a systems perspective to find otherwise hidden patterns and forces. What cycle of behavior is occurring? How are you contributing to it? How might you interrupt the cycle?

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