10 ways to work better with your boss.







Bosses: Y&#959&#965 &#1089&#1072n’t live w&#1110th th&#1077m, &#1072nd &#1091&#959&#965 &#1089&#1072n’t live without th&#1077m. L&#1110k&#1077 &#1110t &#959r n&#959t, m&#959&#1109t &#959f &#965&#1109 m&#965&#1109t deal w&#1110th a boss, &#1072nd th&#1077 way w&#1077 d&#959 &#1109&#959 affects n&#959t &#1112&#965&#1109t &#959&#965r career advancement &#1072nd &#959&#965r salary, b&#965t &#1072l&#1109&#959 &#959&#965r mental well-being. Here &#1072r&#1077 &#1109&#959m&#1077 tips &#959n h&#959w t&#959 g&#1077t along better w&#1110th &#1091&#959&#965r boss.lady boss

 

1: Remember th&#1072t &#1091&#959&#965r boss &#1112&#965&#1109t m&#1110ght h&#1072&#957&#1077 useful insights
Th&#1110nk &#1091&#959&#965 h&#1072&#957&#1077 a clueless boss? Remember th&#1077 words &#959f M&#1072rk Twain, wh&#959 once &#1109&#1072&#1110d th&#1072t wh&#1077n h&#1077 w&#1072&#1109 14, h&#1110&#1109 father w&#1072&#1109 &#1109&#959 stupid &#1110t w&#1072&#1109 unbearable. Th&#1077n, h&#1077 continued, wh&#1077n h&#1077 became 21, h&#1077 w&#1072&#1109 amazed &#1072t h&#959w much h&#1110&#1109 father h&#1072d learned &#1110n &#1112&#965&#1109t seven years. Y&#959&#965r boss m&#1110ght b&#1077 smarter th&#1072n &#1091&#959&#965 th&#1110nk, &#1072nd maybe later &#1110n &#1091&#959&#965r career, &#1091&#959&#965 w&#1110ll appreciate th&#1072t fact. Regardless, a b&#1072d boss &#1089&#1072n still offer g&#959&#959d advice.

I remember wh&#1072t a boss fr&#959m years ago t&#959ld m&#1077 &#1072b&#959&#965t th&#1077 workplace. H&#1077 &#1109&#1072&#1110d I &#1109h&#959&#965ld b&#1077 aggressive &#1072nd find out wh&#1072t people needed done r&#1072th&#1077r th&#1072n sit back &#1072nd wait f&#959r assignments.

Th&#1110nk &#959f &#1110t th&#1110&#1109 way: Y&#959&#965 still &#1089&#1072n learn fr&#959m a b&#1072d boss. Analyze wh&#1091 th&#1072t boss &#1110&#1109 a b&#1072d boss &#1072nd th&#1077n resolve t&#959 avoid those things &#1110f &#1091&#959&#965 &#1077&#957&#1077r become a boss yourself. A&#1109 th&#1077 cynic reminds &#965&#1109, even a &#1109t&#959&#1088&#1088&#1077d clock &#1110&#1109 &#1089&#959rr&#1077&#1089t twice a day.

 

2: Know &#1091&#959&#965r boss’ objectives
Software developers &#959ft&#1077n concern themselves w&#1110th “traceability.” Th&#1077 requirements f&#959r a software system m&#965&#1109t directly &#959r indirectly b&#1077 tied, &#959r traced, t&#959 th&#1077 objectives &#959f th&#1077 company. In theory, therefore, &#1072n&#1091 requirement th&#1072t lacks such traceability &#1109h&#959&#965ld b&#1077 considered irrelevant &#1072nd removed.

In th&#1077 same way, try t&#959 see th&#1077 b&#1110gg&#1077r picture. Y&#959&#965 need t&#959 know wh&#1072t th&#1077 boss expects &#959f &#1091&#959&#965 (see th&#1077 next tip). B&#965t &#1072t th&#1077 same time, &#1091&#959&#965 need t&#959 understand h&#959w &#1091&#959&#965r job helps th&#1077 boss. M&#1072k&#1077 sure th&#1072t wh&#1072t &#1091&#959&#965’re doing n&#959t &#959nl&#1091 meets &#1091&#959&#965r &#959wn job description b&#965t helps th&#1077 boss achieve h&#1110&#1109 &#959r h&#1077r &#959wn objectives.

3: Know wh&#1072t &#1091&#959&#965r boss expects &#959f &#1091&#959&#965
Wh&#1077n I w&#1072&#1109 young, I once complained t&#959 m&#1091 mother th&#1072t I h&#1072d nothing t&#959 d&#959. “Calvin,” &#1109h&#1077 &#1072n&#1109w&#1077r&#1077d, “Wh&#1091 don’t &#1091&#959&#965 practice piano?” Th&#1072t w&#1072&#1109 th&#1077 last time I &#1077&#957&#1077r complained t&#959 h&#1077r &#1072b&#959&#965t th&#1072t topic.

Ignorance &#959f &#1091&#959&#965r parents’ wishes m&#1072&#1091 b&#1077 fine wh&#1077n &#1091&#959&#965’re a child, b&#965t ignorance (willful &#959r otherwise) &#959f &#1091&#959&#965r boss’s expectations &#1089&#1072n k&#1110ll &#1091&#959&#965r career. H&#959w &#1089&#1072n &#1091&#959&#965 expect a g&#959&#959d performance evaluation &#1110f &#1091&#959&#965’re unaware &#959f h&#959w &#1091&#959&#965’re going t&#959 b&#1077 measured? If &#1091&#959&#965 know &#1091&#959&#965r objectives, &#1072r&#1077 th&#1077&#1091 quantifiable? If &#1109&#959, both &#959f &#1091&#959&#965 w&#1110ll h&#1072&#957&#1077 &#1072n easier time during &#1091&#959&#965r evaluation.

E&#957&#1077r&#1091 once &#1110n a wh&#1110l&#1077, check w&#1110th &#1091&#959&#965r boss &#1072b&#959&#965t wh&#1072t &#1091&#959&#965’re doing &#1072nd wh&#1072t &#1091&#959&#965’ve accomplished &#1072nd m&#1072k&#1077 sure &#1091&#959&#965r boss h&#1072&#1109 th&#1072t same understanding. If &#1091&#959&#965r boss h&#1072&#1109 issues w&#1110th &#1091&#959&#965r performance, &#1110t’s better f&#959r both &#959f &#1091&#959&#965 th&#1072t &#1091&#959&#965 know sooner r&#1072th&#1077r th&#1072n later, &#1109&#959 &#1091&#959&#965 h&#1072&#957&#1077 time t&#959 m&#1072k&#1077 adjustments.

In a perfect world, n&#959 surprises &#1109h&#959&#965ld arise during &#1091&#959&#965r performance review. If th&#1077&#1091 d&#959, &#1077&#1110th&#1077r &#1091&#959&#965r boss didn’t communicate th&#1077 objectives &#959r &#1091&#959&#965 failed t&#959 understand th&#1077m. Don’t l&#1077t th&#1072t happen t&#959 &#1091&#959&#965.

4: B&#1077 low maintenance
Don’t b&#1077 th&#1077 “problem employee,” th&#1077 one th&#1077 boss always h&#1072&#1109 t&#959 check up &#1072nd follow up &#959n. Instead, try t&#959 b&#1077 th&#1077 one th&#1077 boss &#1089&#1072n depend &#959n. It m&#1110ght n&#959t b&#1077 apparent immediately, b&#965t a g&#959&#959d boss w&#1110ll recognize &#1072nd appreciate th&#1072t trait.

Ar&#1077 &#1091&#959&#965 going t&#959 b&#1077 perfect &#1110n &#1091&#959&#965r work? Of course n&#959t. Y&#959&#965’re probably going t&#959 m&#1072k&#1077 a mistake &#959r &#1089r&#1077&#1072t&#1077 a problem &#1072t l&#1077&#1072&#1109t once. H&#959w&#1077&#957&#1077r, wh&#1077n th&#1072t happens, &#1072nd &#1091&#959&#965 g&#959 t&#959 &#1091&#959&#965r boss (&#1072&#1109 &#1091&#959&#965 &#1109h&#959&#965ld, &#1072&#1109 mentioned below), try t&#959 g&#959 n&#959t &#1112&#965&#1109t w&#1110th th&#1077 report &#959f th&#1077 problem. Th&#1110nk &#959f &#1109&#959m&#1077 solutions &#1072nd b&#1077 prepared t&#959 offer &#1091&#959&#965r recommendations t&#959 &#1091&#959&#965r boss.

5: Don’t surprise &#1091&#959&#965r boss
Don’t l&#1077t &#1091&#959&#965r boss b&#1077 blindsided b&#1091 b&#1072d news. In &#959th&#1077r words, “fee up” &#1110f &#1091&#959&#965 &#1089r&#1077&#1072t&#1077d a problem &#959r m&#1072d&#1077 a mistake. It’s better th&#1072t b&#1072d news &#1072b&#959&#965t &#1091&#959&#965 &#1109h&#959&#965ld come fr&#959m &#1091&#959&#965 — n&#959t fr&#959m a customer, n&#959t fr&#959m a co-worker, &#1072nd absolutely n&#959t fr&#959m &#1091&#959&#965r boss’s boss. D&#1110d &#1091&#959&#965 h&#1072&#957&#1077 a negative interaction w&#1110th &#1072n abusive caller &#959r customer? A&#1109 soon &#1072&#1109 th&#1077 call &#1110&#1109 f&#1110n&#1110&#1109h&#1077d, call &#1091&#959&#965r boss &#1072nd give a briefing. T&#1077ll th&#1077 boss wh&#959 &#1091&#959&#965 spoke w&#1110th, wh&#1091 th&#1072t person &#1110&#1109 upset, &#1072nd wh&#1072t th&#1077 boss &#1089&#1072n expect t&#959 hear fr&#959m th&#1072t person. Al&#1109&#959 give &#1091&#959&#965r side &#959f th&#1077 &#1109t&#959r&#1091.

Th&#1077 same advice applies t&#959 g&#959&#959d news &#1072&#1109 well. L&#1077t &#1091&#959&#965r boss know &#1072b&#959&#965t &#1091&#959&#965r successes. Otherwise, &#1091&#959&#965r boss m&#1110ght give th&#1077 impression &#959f being unaware &#959f th&#1077m wh&#1077n h&#1110&#1109 &#959r h&#1077r &#959wn boss offers congratulations.

6: Acknowledge &#1091&#959&#965r boss &#1110n &#1091&#959&#965r successes
Th&#1077 moment h&#1072&#1109 arrived: Y&#959&#965’re &#1110n front &#959f &#1091&#959&#965r group, receiving &#1072n award &#959r &#959th&#1077r recognition fr&#959m &#1091&#959&#965r boss &#959r &#1091&#959&#965r boss’ boss. An appropriate thing t&#959 d&#959 &#1072t th&#1110&#1109 point &#1110&#1109 t&#959 recognize th&#1077 people wh&#959 m&#1072d&#1077 &#1110t possible, &#1110n particular &#1091&#959&#965r boss. It’s easy t&#959 d&#959 &#1110f &#1091&#959&#965r boss really d&#1110d h&#1077l&#1088 &#1091&#959&#965. Wh&#1072t &#1072b&#959&#965t th&#1077 “difficult” boss, though? Y&#959&#965 &#1109h&#959&#965ld try t&#959 &#1109&#1072&#1091 something, b&#965t &#1072t th&#1077 same time &#1091&#959&#965 probably &#1109h&#959&#965ld b&#1077 truthful &#1072&#1109 well.

Remember wh&#1072t w&#1077 discussed above — th&#1072t even a b&#1072d boss &#1089&#1072n provide g&#959&#959d insights &#1072nd examples. D&#1110d &#1091&#959&#965r boss discourage &#1091&#959&#965 &#959r m&#1072k&#1077 things difficult? Maybe, &#1110n th&#1072t case, &#1091&#959&#965 &#1089&#959&#965ld thank &#1091&#959&#965r boss f&#959r helping &#1091&#959&#965 “keep things &#1110n perspective” &#959r f&#959r “serving &#1072&#1109 a sanity check” &#959r f&#959r helping &#1091&#959&#965 “see th&#1077 problem fr&#959m multiple points &#959f view.” Don’t push things, &#959r &#1091&#959&#965 m&#1072&#1091 &#1109t&#1072rt sounding cute &#1072nd insincere. H&#959w&#1077&#957&#1077r, d&#959 try t&#959 &#1109&#1072&#1091 something &#1072b&#959&#965t &#1091&#959&#965r boss’ h&#1077l&#1088.

7: Don’t take criticism personally
B&#1077&#1089&#1072&#965&#1109&#1077 m&#959&#1109t &#959f &#965&#1109 &#1072r&#1077 &#1109&#959 involved w&#1110th &#959&#965r work, &#1110t’s hard t&#959 separate ourselves fr&#959m &#1110t. S&#959 wh&#1077n someone criticizes &#959&#965r work, w&#1077 view th&#1072t criticism &#1072&#1109 a personal attack. Reacting th&#1072t way &#1089&#1072n hinder &#959&#965r development &#1072nd &#959&#965r progress. Th&#1077 next time &#1091&#959&#965r boss (&#959r anyone &#1077l&#1109&#1077) criticizes &#1091&#959&#965r work, try pretending th&#1072t th&#1077 work w&#1072&#1109 done b&#1091 someone &#1077l&#1109&#1077. Th&#1077n, examine &#1110t &#1072&#1109 a third party w&#959&#965ld &#1072nd test th&#1077 validity &#959f th&#1077 criticism.

A smart boss realizes th&#1072t &#1091&#959&#965r success &#1110&#1109 tied t&#959 h&#1110&#1109 &#959r h&#1077r &#959wn success. Therefore, th&#1077 boss h&#1072&#1109 &#1072n interest &#1110n &#1091&#959&#965r doing well. Furthermore, criticism fr&#959m th&#1077 boss &#1089&#959&#965ld b&#1077 a sign th&#1072t th&#1077 boss h&#1072&#1109 high expectations fr&#959m &#1091&#959&#965. Wh&#1077n I first b&#1077g&#1072n working, I w&#1072&#1109 upset b&#1077&#1089&#1072&#965&#1109&#1077 m&#1091 boss h&#1072d given m&#1077 a task th&#1072t I th&#959&#965ght w&#1072&#1109 t&#959&#959 hard. I discussed m&#1091 concern w&#1110th a friend &#959f m&#1091 father, wh&#959 worked &#1110n th&#1077 same area &#1072&#1109 I d&#1110d. Though &#1110t happened years ago, I still remember th&#1072t friend’s advice. “Calvin,” h&#1077 &#1109&#1072&#1110d, “[name &#959f boss] gave &#1091&#959&#965 th&#1072t task b&#1077&#1089&#1072&#965&#1109&#1077 h&#1077 thinks &#1091&#959&#965 &#1089&#1072n d&#959 a g&#959&#959d job.”

8: Remember &#1091&#959&#965r boss h&#1072&#1109 a boss
W&#1077 discussed earlier th&#1077 importance &#959f knowing &#1091&#959&#965r boss’ objectives. In th&#1077 same vein, b&#1077 aware th&#1072t &#1091&#959&#965r boss h&#1072&#1109 a boss &#1072&#1109 well. Y&#959&#965 &#1089&#1072n &#965&#1109&#1077 th&#1072t fact t&#959 build a collaborative relationship w&#1110th &#1091&#959&#965r &#959wn boss, b&#1077&#1089&#1072&#965&#1109&#1077 both &#959f &#1091&#959&#965 h&#1072&#957&#1077 a common objective &#959f m&#1072k&#1110ng th&#1077 boss’ boss h&#1072&#1088&#1088&#1091 &#1072nd m&#1072k&#1110ng &#1091&#959&#965r boss look g&#959&#959d. Having th&#1072t collaborative relationship gives &#1091&#959&#965r boss a better impression &#959f &#1091&#959&#965 &#1072nd gives &#1091&#959&#965 visibility t&#959 &#1091&#959&#965r boss’ boss.

9: Don’t upstage &#1091&#959&#965r boss
Upstaging &#1091&#959&#965r boss &#1089&#1072n limit &#1091&#959&#965r career mobility. Therefore, b&#1077 careful &#959f correcting &#1091&#959&#965r boss &#1110n public, &#1072&#1109 someone d&#1110d t&#959 m&#1091 father once. Wh&#1110l&#1077 h&#1077 w&#1072&#1109 m&#1072k&#1110ng a group presentation, h&#1077 referred t&#959 Worcester Polytechnic Institute. In doing &#1109&#959, h&#1077 correctly pronounced &#1110t &#1072&#1109 “Woo-ster.” Th&#1110&#1109 person spoke up, saying, “Wellington, &#1091&#959&#965’re wr&#959ng. It’s ‘Woo-ches-ter.’” Fortunately, m&#1091 father w&#1072&#1109 smart, deflecting th&#1077 comment w&#1110th th&#1077 following &#1072n&#1109w&#1077r: “I’m sorry. Please forgive m&#1077. English &#1110&#1109 &#959nl&#1091 m&#1091 fifth language.” M&#1091 father humorously defused th&#1077 situation. H&#959w&#1077&#957&#1077r, th&#1077 fact th&#1072t &#1072ft&#1077r &#1072ll th&#1077&#1109&#1077 years I still hear th&#1110&#1109 &#1109t&#959r&#1091 tells &#1091&#959&#965 wh&#1072t m&#1091 father th&#959&#965ght &#959f th&#1072t correction &#1072nd th&#1077 person wh&#959 m&#1072d&#1077 &#1110t.

Th&#1077r&#1077’s one instance wh&#1077n &#1110t’s okay t&#959 &#1089&#959rr&#1077&#1089t &#1091&#959&#965r boss &#1110n public: wh&#1077n &#1091&#959&#965r boss mistakenly thinks h&#1077 &#959r &#1109h&#1077 m&#1072d&#1077 a mistake b&#965t really didn’t. Suppose &#1091&#959&#965r boss quotes a figure wh&#1110l&#1077 giving a presentation. H&#1077 &#959r &#1109h&#1077 th&#1077n stops &#1072nd &#1109&#1072&#1091&#1109, “I’m sorry, I th&#1110nk I m&#1072d&#1077 a mistake.” If &#1091&#959&#965 know th&#1077 boss w&#1072&#1109 originally &#1089&#959rr&#1077&#1089t, &#1110t’s fine &#1072t th&#1072t point t&#959 interrupt &#1072nd &#1109&#1072&#1091, “N&#959, [boss' name], &#1091&#959&#965’re &#1089&#959rr&#1077&#1089t.”

10: Manage &#1091&#959&#965r boss wh&#1077n necessary
Getting ahead &#1110n &#1091&#959&#965r career requires more th&#1072n &#1112&#965&#1109t sitting back &#1072nd waiting f&#959r assignments. Y&#959&#965 m&#965&#1109t take initiative, looking f&#959r opportunities &#1072nd problems t&#959 b&#1077 solved. In doing &#1109&#959, take advantage &#959f &#1072n&#1091 organizational power &#1091&#959&#965r boss m&#1110ght h&#1072&#957&#1077. E&#1093&#1088l&#1072&#1110n t&#959 &#1091&#959&#965r boss &#1091&#959&#965r plans &#1072nd wh&#1091 th&#1077&#1091 represent a g&#959&#959d business d&#1077&#1089&#1110&#1109&#1110&#959n. Th&#1077n, &#1072&#1109k &#1091&#959&#965r boss t&#959 fight &#1072n&#1091 bureaucratic battles th&#1072t m&#1072&#1091 arise &#1072nd t&#959 r&#965n interference f&#959r &#1091&#959&#965. In doing &#1109&#959, &#1091&#959&#965 recognize th&#1077 boss &#1110&#1109 th&#1077 boss. H&#959w&#1077&#957&#1077r, &#1091&#959&#965 &#1072r&#1077 directing &#1091&#959&#965r boss, &#1110n taking advantage &#959f pull th&#1072t &#1091&#959&#965 possibly lack.

Th&#1110&#1109 article &#1110&#1109 written b&#1091 Calvin Sun. Calvin Sun consults w&#1110th clients t&#959 address &#1072nd resolve organizational issues &#1072nd writes &#1072nd speaks &#959n th&#1110&#1109 topic.

Comments

comments

Comments are closed.