Guide to managing up and across.
- Boston, Mass. : Harvard Business Review Press, (c)2012.
- 1 online resource (x, 192 pages)
- Harvard business review guides .
Includes bibliographies and index.
Section 1. Managing up : Managing your boss: build a strong partnership with your boss by clarifying her priorities and your needs / Winning over your new boss: make yourself indispensable / Steps for presenting problems or opportunities to your boss: get the support and resources you need to advance your agenda -- Manage up with your mentor's guidance: your mentor can help you build a better relationship with your boss / Change the way you persuade: tailor your idea to your audience / Get to know your boss's boss: accelerate your career / How to make your boss look good, without becoming a sycophant: sell your boss to his boss / Stop being micromanaged: and start focusing your boss on the big picture / Dealing with your incompetent boss: turn your boss's weaknesses into opportunities for you to shine / Coping with a conflict-averse boss: make bad news bearable so your boss won't run for the hills / How to give your boss feedback: without putting your career in jeopardy / Managing multiple bosses: meet their competing demands without getting caught in the middle / Section 2. Managing across : What makes a leader?: Polish your people skills by focusing on your colleagues' priorities and pressures, not your own / The discipline of teams: how to lead a group of people who don't report to you / Managing remote relationships: what it takes to collaborate with people you don't see every day / A smarter way to network: build a strong support system for your next crisis or opportunity / How to deal with office politics: focus on mutual advantage / Make your enemies your allies: three steps to reversing a rivalry at work / The necessary art of persuasion: win people over by establishing credibility, discovering common ground, sharing vivid stories, and developing an emotional connection / Three ways not to persuade: avoid these common mistakes / Harnessing the science of persuasion: influence your colleagues by appealing to basic needs such as reciprocity and their desire to be liked / How to get your colleagues' attention: frame your message to your colleagues immediately see what you need from them and why / Collaborating across generations: work more effectively with boomers, Xers, and Ys / When the direct approach backfires, try indirect influence: what they don't teach you in business school / Linda A. Hill and Kent Lineback -- Lew McCreary -- Jeanne C. Meister -- Gary A. Williams and Robert B. Miller -- Priscilla Claman -- Michael Schrage -- Amy Gallo -- Amy Gallo -- Anne Field -- Amy Gallo -- Amy Gallo -- Daniel Goleman -- Jon R. Katzenbach and Douglas K. Smith -- Karen Dillon -- Rob Cross and Robert Thomas -- Linda A. Hill and Kent Lineback -- Brian Uzzi and Shannon Dunlap -- Jay A. Conger -- Jay A. Conger -- Robert B. Cialdini -- Amy Gallo -- Tamara Erickson -- Martha Craumer.
Are your working relationships against you? To achieve your goals and get ahead, you need to rally people behind you and your ideas. But how do you do that when you lack formal authority? Or when you have a boss who gets in your way? Or when you're juggling others' needs at the expense of your own? By managing up, down, and across the organization. Your success depends on it, whether you're a young professional or an experienced leader.
9781422187616
Managing your boss. Management--Psychological aspects. Interpersonal relations.