The Art of Managing Up

Recently in my managing career, I read an article by Wayne Turk titled "The Art of Managing Up." I don't remember where I found this article, or if someone recommended it to me. The article can be found here. It proved to be a perception changing article. 

First, if you work for a company, I would definitely read this article. If you work for yourself, you still have customers/clients that you need to 'manage up.'

It was an important article because it clarified to me several key points. 

• I was struggling too hard to change my boss to my way of doing things. That was clearly the wrong approach. It reminds me of Jim Croce's lyrics to "You Don't Mess Around With Jim:"

"You don't tug on Superman's cape 

You don't spit into the wind 

You don't pull the mask off that old Lone Ranger 

And you don't mess around with Jim"

• Managing up is really about stretching yourself - see article. What can you do to make the situation better (whether that is the project, the corporate culture, or the company itself)? I understood the need to stretch, but didn't realize my participation in dysfunctional company interactions was limiting my ability to manage up effectively.

• Communication - I cannot stress this too much. I had to learn my boss's communication style. Every manager, including me, has a different style. 

• See how they communicate with you, it usually is a good indicator of how they want communication to happen. 
• For some managers, ask - they might tell you, but observation of the manager's communication style will be more illustrative. When, how often, form (written/verbal) are all aspects.
• Some managers want discussion, some want just the 'short and sweet' discussion.

• Lastly - provide solutions to the problems you bring to your boss. Be a solver, not a whiner. Does your solution need to be complete (helpful, but not required). The solution does need to be thoughtful, cogent, and provide a path to success. 

Managing up is not manipulative, but a method to create a stronger 'bond' with your boss and create an better work environment

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

What I learned from Ayn Rand

In the business world, words such as collaboration, synergy, and crowdsourcing are used to describe the current business philosophy of 'the sum of the parts is greater than the whole'. This approach promotes a work environment where the team shares ideas and works for a more complete solution. So how could anyone be against that?

First, I learn new concepts, ideas, and strategies from my workmates, my clients, and from corporate management. I thank each of them for making me better, stronger, and more agile.

My concern is that the following team traits can happen:

• In some work environments there can be givers and takers. Givers grow with new information, stretch to be better, and share that new knowledge with others. Takers sit back and let others do the heavy lifting while learning to mimic what others have learned. 
• Also, some are doers and some are revisers. Doers risk the pioneering process (stretching for new ideas and strategies), while revisers can sit back and say "well the new solution is not quite good enough".
• Givers and Doers are 'all in'. See my blog about being 'all in'.

WHAT I LEARNED FROM AYN RAND
An interesting movie to watch is the final courtroom scene in "The Fountainhead". Ayn Rand (http://en.wikipedia.org/wiki/Ayn_Rand), author of the "The Fountainhead" and "Atlas Shrugged" believed that  success should be evaluated on what a person creates, not what is stolen from others. See Howard Roark's speech at http://www.dailymotion.com/video/xtymi7_the-fountainhead-1949-gary-cooper-famous-courtroom-speech_shortfilms.

So, what is my point ?

1. If you learned something new, give credit where credit is due. 
2. If you have found value in a company, its products, and its people - demonstrate that value through loyalty to that company/product/team.
3. There is nothing free in this world. So if knowledge is passed to you, expect to pay for learning that new information.

It was suggested to me recently that in the new millennium, all information will be free to all without additional payment, in fact, intellectual property should be shared freely, so 'the whole' will benefit. I reject this notion. What is the motivation for new intellectual property, if there is no monetary gain?

Be a Doer and a Giver. Support with your pocketbook those companies who provide you with new information and new ideas.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Measure Twice – Cut Once – Think Always

It is better to think twice, before executing once.

There is an old adage in construction that says it is better to measure twice and cut once. If you have ever done a home improvement project, you have experienced this. The haste to get the job done has led to waste in time (it took longer), materials, and sometimes sanity (increased stress).

In business consulting I hear all the time the following…

• We have really smart people, they can just execute.
• Planning takes too long – it will cost money.
• We will use our past process, it will be okay.

All of these strategies are a cut once and hope it fits process, and destined to either fail or take longer and cost more.

My attorney, Sherman Knight, during my times of great legal strife, always used the military phrase “Prior Planning Prevents Piss Poor Performance.” What he was trying to get me to understand is that planning (thinking) makes for better doing (performance).

Planning, and the associated thinking required, is more critical than the immediacy of starting the execution of the task or project. Risks need to be identified, as well as opportunities. Strategies can be reviewed and developed that will more than accelerate the project completion.

How do we start the planning process:

• What is the realistic schedule, which is usually different than the “desired” schedule. How will resources be allocated.
• Who are the other stakeholders, and what information and buy-in is required for a successful project.
• What are all the risks of the project, how will the risks be mitigated – and most importantly – what new processes will be needed to complete the project.
• New technologies may be needed, or required to complete the work.
• Time spent training resources on the new process, pays dividends over “they will learn as they go along.” The key here is to have the training as close to the execution of the work.

How many times do we just “wing it” and hope for the best outcome? Far too often. Planning, before doing, needs to become your personal, and company #1 best practice.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech


Get it. Know it. Use it.