Begin with the boss.
The goal of a successful executive is to maximize the productivity of his superior’s strengths. In the corporate world or any other institution, I have yet to come across a manager who did not state: “I have no great trouble managing my subordinates.” However, how can I handle my boss? Actually, it’s quite simple, but only successful CEOs are aware of this. The trick is that successful executives make the boss’s talents work.
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Executive verses Boss
Contrary to common belief, subordinates typically do not ascend to fame and status over the squatting bodies of inept leaders. They’ll be cooped up behind their boss if he doesn’t get promoted. Furthermore, it is unusual for the intelligent young man next in line to succeed their boss if he is released due to incapacity or failure. He usually takes his own intelligent young guys with him when he is brought in from the outside. On the other hand, nothing fosters achievement quite like a successful and quickly promoted superior. Beyond caution, however, the secret to the subordinate’s own efficacy is to make the boss’s strength productive. It allows him to concentrate on his own contribution in a way that will be useful and find receptivity upstairs. It makes it possible for him to fulfill his personal beliefs. By appeasing the boss, one does not make his strengths fruitful. Starting with what is right and expressing it in a way that the superior can understand is how one does this.
The Human Factor
The successful executive acknowledges the boss’s humanity, which is frequently difficult for bright young subordinates to do. The superior has both strengths and weaknesses since he is a human. Building on his abilities, or allowing him to accomplish what he can, will make him more effective, which will make the subordinate more effective as well. Attempting to improve his shortcomings will be just as ineffective and annoying as attempting to improve a subordinate’s shortcomings. Thus, the successful executive queries:
“What can my boss do really well?” “What has he done really well?” “What does he need to know to use his strength?” “What does he need to get from me to perform?” He is not overly concerned about the boss’s limitations.
The boss cannot be changed.
Usually, subordinates wish to “reform” the boss. The average executive is tempted to think of himself as the department’s new boss’s instructor. He makes an effort to persuade his employer to move over his constraints. Instead, the successful ones ask, “What can the new boss do?” In the event that the response is, “He is good at relationships with other department heads, the directors, and the CEO,” the competent executive helps his boss make use of these skills. Because without corporate talent to represent them, even the finest policy and administrative initiatives are pointless. The boss will eventually listen to the executive’s opinions on administration and policy once he is aware of the executive’s backing.
Being human, the boss has his own methods for being effective, and the effective executive is aware of this. He searches for these methods. Even if they are only customs and etiquette, they are facts. Anyone who has ever recognized that individuals are either “readers” or “listeners”—with the exception of a very tiny minority who obtain their knowledge by talking to others and using a kind of psychic radar to see how others react to them—will find this to be rather evident. The exceptions are those who are both listeners and readers. Talking to a reader is usually a waste of time. He reads first, then he listens. Sending a lengthy report to a listener is also a waste of time. The spoken word is the only way he can understand what it is all about.
Mental Operations
Some folks require a one-page summary of everything. A large report is necessary before anything has any significance for others since they must be able to follow the man’s thought processes when he makes recommendations. Sixty pages of numbers on everything are what some bosses want to see. In order to get ready for the final choice, some people want to get involved early. Until the issue is “ripe,” others don’t even want to hear about it, and so on. The adjustment required to consider the boss’s abilities and attempt to render them productive always impacts the “how” rather than the “what.” It is not about what is appropriate or significant, but rather about the sequence in which several topics—all of which are pertinent—are presented. The political side of a matter should be presented to the superior first if his political skills are his strongest suit in a position where political skills are actually important. This helps him understand the nature of the problem and successfully support a new policy. We are all “experts” on other people and have a far clearer perspective on them than they have on themselves. As a result, it is typically rather simple to make the boss effective. However, it necessitates concentrating on his abilities and skills. Building on strengths is necessary to render flaws inconsequential. Building on his superior’s abilities is one of the few things that makes an executive as effective.
