All directions? INWARD UPWARD DOWNWARD SIDEWARD OUTWARD
INWARD—Be Real 1 Admit What Your Colleagues Already Know about You 2 Take a Hard Look at Your Core Values 3 Balance Ego and Modesty 4 Put Your Stake in the Ground, Firmly 5 Develop Your Signature Style
UPWARD—Exceed Expectations 6 Understand Your Manager’s Core Values 7 What if Your Boss is the CEO? 8 Learn to Fly at 30,000 Feet, Even if You’re Not a Frequent Flyer 9 Articulate Defensible Points of View 10 Stay Focused in the Face of Being Overwhelmed 11 Avoid Surprises at All Costs
What specific surprises most frustrate your boss, or business partners? Missed commitments or deadlines Failure to follow a process, causing rework (again) Keeping quiet in a meeting but then speaking up later, after a decision is made Saying “I’ve known that (insert name) wasn’t performing all along…” The SECRET? Talent + Over-Communication
DOWNWARD—Create Accountability 12 Upgrade Talent as if Your Career Depended on It 13 Clarify and Align Priorities 14 Reduce Uncertainty 15 Delegate “Unreasonably” 16 Obsess over Metrics
12 Upgrade Talent as if Your Career Depended on It
15 Delegate “Unreasonably” Your message when you delegate — “This assignment will stretch your skills. I will sweat blood to work alongside you to help you succeed.” An A-player’s response— “Its about time you challenged me!” An B-player’s response— “This is exciting IF you support me, provide resources and hold me accountable for what I can control.” An C-player’s response— “You’re nuts.” (I will overpromise and under-deliver).
SIDEWARD—Influence Others 17 Understand the Real Motives of Your Colleagues 18 Listen ’til It Stops Hurting 19 Elevate Self-Esteem 20 Develop Trusting Relationships 21 Generate Controversy to Gain Respect
21 Generate Controversy to Gain Respect The paradox : you increase respect by skillfully— Giving critical feedback to an employee Challenging peers when they miss a commitment Telling your boss that two metrics conflict Increasing delivery requirements for a supplier Raising prices with customers Tips: boost your courage with data, not emotions Remind yourself regularly….”What do I really stand for?”
OUTWARD—Develop Business Acumen 22 Get Strategy 23 Embrace Customer and Shareholder Reality 24 Become Financially Astute
23 Embrace Customer and Shareholder Reality You must— …get inside the customers’ heads! Not just what they say, but their unstated needs, reflecting what they see and think. …be able to articulate how customers perceive your company: exceeding their needs adding value, compared with competitors …be able to articulate shareholder needs and how they perceive your company’s performance.
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