About
In today’s organisations staff are living with more autonomy in their roles and are often asked by their boss to “manage upwards”. Managing Upwards: Managing Your Manager will look at how you can “manage upwards” with the concept of your management as internal customers.
Increase your levels of initiative in order to build better working relationships with your management. Learn to be more proactive, taking the lead in communicating and actively seeking ways to assist managers achieve their goals.
Get more freedom over the order and timing of the work you do, and it increases the likelihood of receiving pay increases and promotions from your manager.
Key Learning Objectives:
- Influence the behaviour of others without formal power or authority
- How to view your managers as customers
- Appreciate the need to give managers feedback and to have strategies for ensuring that this works well
- Create excellent communication flow between yourself and your manager
- Identify what motivates and demotivates your manager
- Influence management in ways that benefit both of you
- Create conditions whereby their manager gives them the freedom to use high levels of initiative and control over their work flow
- Develop strategies for dealing with difficult managers
Who Should Attend?
Any staff that are looking to increase the autonomy in an organisation and build a more positive working relationship with their managers.
Training Methodology:
This intensive one-day training programme will combines formal presentations and group discussions with a number of individual and small group activities, all participants will be provided with a workbook as well as a certificate of attendance post event.
Outline
How to be influential without formal power roles
- Managing & influencing others without formal power
- Understanding of the principles that control human behaviour in order to influence
- Manipulation vs influencing: Why manipulation is a career limiter, while influencing is a sign of success.
Management as internal customers
- Does it make you a supplier if you are paid to do your job?
- Reasons for suppliers to take the lead in communications
- Linking between customer satisfaction surveys and performance feedback
- Tools for convincing internal customers to do what is in their best interest
Providing positive feedback to management
- Why do New Zealanders usually fail to give positive feedback to managers?
- What happens if you fail to give regular feedback?
- Increasing your value by acknowledging suggestions, coaching and managements time with you
Avoid becoming a sinking sensation in your manager’s stomach
- Outlining suggested solutions to problems
- Discussing issues & problems while minimising criticism
Developing communication flows between staff and internal customers
- Ensuring that your manager benefits from your communications
- Identifying and adapting to the communication style your manager prefers
- Avoiding accidentally punishing your manager for communicating
- Ensuring that your manager to view you as a positive and valuable ‘sounding board’
Identify what motivates your manager
- What is ”interviewing by chatting “
- Motivating with “value questions”
- Identify what motivates and demotivates your manager
- Applying the technique with colleagues, friends and family members
Motivating and influencing your managers
- Applying strategies based around a ‘reward/punish’ model
- The concept of making ‘paired comments’ which are comments that link (pair) the behaviour change sought to what motivates or demotivates the manager
- Exercise: Participants develop paired comments that they could make to influence the behaviour of their manager
Increasing your initiative to control the timing and content of your work
- Understanding the ‘freedom scale’
- How to get your manager to move you up the ‘freedom scale’
- Why keeping your manager fully informed results in less, not more, interference
- How involving your manager early on in a project reduces the need to make changes further on
Dealing with Difficult Managers
- Recognising and dealing with managers who suffer from “imposter syndrome”
- Techniques to deal with managers who want to over-supervise
- Sane and rational, mildly disturbed or just plain crazy
- Assessing when it’s time to move on and find yourself another internal customer
Facilitator
Ross Gilmour
Ross Gilmour is a qualified and registeredNew Zealandpsychologist. Ross is the Managing Director of Gilmour Consulting, an organisational psychology consultancy based inLower Hutt.
Prior to going into private practice in 1981 Ross spent four years working in the personnel area and six and a half years as a psychologist with the Department of Justice. In the first few years of private practice Ross provided clinical/counselling services for individuals and small groups. This included working with people who were experiencing stress and anxiety disorders, sleep problems, depression, relationship problems, etc.
Ross then moved his focus to Organisational Psychology and now spends the majority of his time conducting training seminars in the ‘people skills’ area. These include stress management, time management, team building, self-motivation, supervisory and management skills, managing change, and interviewing skills. Ross also regularly provides service to organisations in the areas of managing organisational stress, conflict management, change management, shift work and its impact on performance and other specialist areas such as safety and sleep management. His clients include many government departments, multi-national corporations and a range ofNew Zealandand international businesses both large and small.
Ross Gilmour is also facilitating:
In-house Training
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