Imagine you’re on vacation at Disneyland and you need to find your way around. Getting an map of the park would make sense, wouldn’t it? What you probably wouldn’t do is second guess directions and hope to end up in the right place. In fact without an accurate map you might as well get a map of the moon; your results would be about as reliable.
If you need to get somewhere, you need a map of the area. And if you’re going to partner more effectively with any boss, the first thing you have to do is have a map of the person, to understand what his/her needs and goals are as well as the challenges and weaknesses. Only then can you really start creating a strategic plan on how to be as valuable an asset as possible to your boss(es).
Perhaps you’ve got a boss who is a micro-manager. He drives you crazy by constantly interrupting, checking on the most insignificant of details and basically never leaving you alone.
So, if you were creating a map of this individual, what would his needs and challenges be? Possible to feel safe, to trust that nothing will be left undone? Maybe he’s concerned he might be passed over for promotion unless he’s relentless in his pursuit for perfection. No matter how frustrating he might be, he’s communicating loudly and clearly what his needs are. Your job is to start reading the road signs. Knowledge is power. And keep in mind people don’t always (in fact rarely) tell you what they are really feeling or what they’re really thinking. When you can get past what is being said to what the feeling is, then you have golden opportunities to really understand your boss, and be an invaluable asset.
Make a list of what your bosses’ primary strengths are, what areas need work and how you can compliment this person. For instance if you feel as though your boss is always checking up on you, why not make a point to inform her more frequently of what you’re doing; give her more information. Understand her need in this case is to be very much in the loop. Yes, you’re taking more time up front (look at it as making a deposit that can only continue to earn interest) but it will ultimately save you time and headaches in the future as your boss begins to relax more, knowing you’re aware of her needs. Right now you’re just laying the groundwork.
Understand how bosses prefer to get their information. If you have a no-nonsense, get-to-the-point boss follow his lead, which means to speak and talk in bullets and keep conversations very business-oriented. Remember we need to treat people the way they need to be treated, and everyone is wired differently. World-famous educator Howard Gardener said it isn’t how smart we are, but how we are smart.
If you have a boss who is an extrovert, there’s a good chance he needs to jump from task to task and will forget or miss a lot of detail on the way. So you give that person smaller bits of information at a time. The emphasis in this case is on relationships. This means you realize the importance he places on attending or having meetings, talking on the phone and talking with you (sometimes about non-essential things). If his energy is derived externally—from others—then to minimize his need to interact takes away from what is relevant to him. On the other hand, he is apt to put so much emphasis on the people connections that he misses the details and deadlines. This just means you need more creative ways to make sure information isn’t lost between the cracks.
Consequently if you’ve a quiet, non-confrontational boss you need to listen with your eyes and ears, he’ll be reluctant to tell you what’s really on his mind, and you might need to draw him out to understand what he’s thinking, or what he needs from you.
Finally, your analytical boss is predictable. She needs all communications in writing, and will be uncomfortable if any agenda, policy or procedure is changed along the way.
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