Do Not Make Upward Management, And Try To Score A Full Score Of Only 70 Points.

< p > you are more serious and more capable than others, but no matter how hard you try, the score is always only 70 points. Why is it so? < /p >

< p > the success of every job, in addition to the efforts and abilities of 7 of them from you (and your subordinates), 3 depends on the support and encouragement of your boss. That is to say, no matter how good a worker you are, you can hardly achieve perfection without the assistance of the boss.

The boss can provide you with the resources you need and help you. You can also deny your performance and leave you alone.

So if you want to do things better, you can't ignore the relationship between you and your boss, and you must perform your duties well.

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< p > if you think you are a supervisor and have nothing to do with upward management, then you have already made the wrong first step, because even if the chairman also needs to report to the board of directors, CEO also has to face the supervision of the chairman. Every supervisor is a subordinate at the same time.

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< p > < strong > 2 kinds of secret weapons, exert influence on bosses < /strong > /p >

< p > a lot of people will ask, "I have no right to be without power, how can I influence the supervisor?"

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< p > social power foundation theory (BasesofSocialPowerTheroy) divides the power in the organization into 5 categories: reward right (RewardPower), punishment power (CoercivePower), position right (LegitimatePower), reference right (ReferentPower) and expert right (ExpertPower).

Although subordinates can not reward or punish supervisors or give full play to their position power, the latter two are the secret weapons that affect supervisors. "Reference power" refers to personal identification and learning through subjective conditions such as personal charisma and personal characteristics. "Expert rights" are the ability to convince people with expertise, knowledge and skills.

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< p > the study of management's "influence strategy" can also be seen in a similar way: strategies affecting organizational members are divided into rigid strategies (hardtactics, coercive, punishing, etc.), soft strategies (softtactics, referring to consultation, encouragement, praise) and rational persuasion (rationalpersuasion, referring to professional knowledge); among them, the latter two are similar to the reference rights and expert rights mentioned above.

But when and where should the subordinates be and how to give full play to their reference rights and expert rights? < /p >

< p > 3 stage, establish trust relationship < /p >

< p > upward management can be divided into 3 levels: impression management, social exchange and expectation management.

Impression management, in short, is a good impression in front of the supervisor, and impression construction is also derived from the reference right and expert's play: pay attention to your attitude towards others, use others' personal characteristics and charm to influence others, make preparations for any situation and convince others with professional knowledge.

Self management, let the supervisor see your performance, resulting in a favorable evaluation, that is, impression management.

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< p > if you know the truth of knowing the truth, you should be able to understand the connotation of social exchange.

As a subordinate, if you can create favorable value for your supervisor (such as work assistance, necessary information, etc.), the supervisor may give you more opportunities to express your gratitude, such as promotion, salary increase and performance appraisal.

That is to say, do as much as possible to help the supervisor and organization, and make the contribution, so that the manager feels that he is being helped by you and owes you a favor.

The better exchange relationship between supervisors and subordinates can also make organizations more active and healthier.

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< p > regardless of ability, as a subordinate, the most basic and important task is to make the boss satisfied at work.

However, whether the boss is satisfied or not is related to his "expectation". For example, he wants you to make a report on Wednesday, and you finish your work on or before Wednesday, which meets or even exceeds his expectations. Conversely, if you drag on Thursday and five, you may have left a negative impression of "ineffective" in the boss's mind.

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As a subordinate, we can actively manage the boss's expectations: first, understand the expectations of the boss, and try to adjust his expectations, so that we can create a more favorable working environment for P.

For example, after the task is handed down, although the boss does not ask for it, you can take the idea to discuss with the boss, let him know what you intend to do, or let him tell you what he wants; you can even clearly let the boss know that "I can finish the matter two days earlier" or "because the audit needs time, and the past experience may have to be extended for another day". In the process, let the boss know clearly and avoid disappointment, at the same time, he can also strive for performance opportunities and help establish trust relationship between the two sides.

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< p > in addition, if the work is compared to the "0 to 10" process, many times, the boss has no clue (only 0) to hand in the assignment at present. Therefore, if the subordinates can take the idea to discuss with the boss (from 0 to 1), they can help the boss draw inferences about each other and find a better solution (quickly from 1 to 10).

Therefore, expectancy management not only allows subordinates to perform expectations, but also is beneficial to the boss.

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< p > a lot of people misunderstand upward management as a kind of intrigues and attack and defense. They always think that they are talking about "dealing with" and "fixing" the skills of their bosses, so that upward management can become a "secret that can not be said" by subordinates.

But in fact, as long as the starting point of the subordinates is not selfish, but the interests of the organization as the highest guiding principle, upward management can bring "triple wins" to subordinates, supervisors and organizations.

So, if you are "managed up", do not rush to take precautions, because this is a great opportunity to make the organization better. < /p >

< p > every supervisor is subordinate at the same time and needs to manage well.

If you are "managed up", do not take precautions, because this is a great opportunity for organizations to get better! < /p >