某咨询岗位职责ManagerJob

bcManagingUpwardDecember1998Copyright©1998Bain&Company,Inc.JacinthaPeerisAuthor:Contributor:DiannaMagnani1ManagingUpwardAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways2ManagingUpwardCTLvs.VPRole

TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TopofanalyticpyramidOverallanswer/implications;assigningworkDay-to-dayclientissuesDay-to-dayPDTopofclientpyramidOverallanswer/implicationsOverallcauseatclientExceptional(upordown)performanceissuesCTLRoleVPRole3ManagingUpwardMutualDependence

TherelationshipbetweenaVPandaCTLisoneofmutualdependence.InformationAnalysis/outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunicationFeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisor4ManagingUpwardMutualSuccess

TheCTL’ssuccesswilldependinpartonhis/herVP’ssuccess.YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)5ManagingUpwardCTLObjectives

HelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:6ManagingUpwardAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways7ManagingUpwardKeySuccessFactors

VPscitefourkeysuccessfactorsformanagingupward.AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway8ManagingUpwardDrivetheValueAddition(1of2)

Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.“Idon’texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”Thinkaboutthebigpicture.“IfIwritetheworkplan,it’sboundtobemorerobustandcovernon-criticalpathissues,becauseIwon’tputthethoughtintofocusingit.”Developahypothesisandaworkplantotestit.Don’texpect(orlet)theVPdoit.“CaseteamleadersseemtothinkthatIhavealltheanswers.I’dlikethemtocometomeandtellmewhatshouldbedone.”“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”CommentsfromVPsStrategies9ManagingUpwardDrivetheValueAddition(2of2)

“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,‘Howdoesitaddvalue?’or‘Whyarewedoingthis?’”Filteroutbadideasandprioritizegoodones.“Caseteamleaderssay‘yes’toeverything,evenstupid‘creative’ideas.”“TheCTLneedstokeepinmindwhat’spossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”“Don’tknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”CommentsfromVPsStrategies10ManagingUpwardFindtheRightRolefortheVP(1of2)“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon’’tneedhelp.”Don’’ttrytodoalltheworkyourself.“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”“You’’llgetnocreditfortryingtobeaheroanddoingitallyourself…findtherightwaystofullyinvolveyourbossonthemostimportantissues…collaborationwilloptimizetheendproductforeveryone.”CommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.11ManagingUpwardFindtheRightRolefortheVP(2of2)“Definemyrole.Youcan’’tdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.””LeveragetheVP’sexpertise.“CTLsconsistentlydon’tconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.””“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).””CommentsfromVPsStrategies12ManagingUpwardCollaborate“Offerapointofviewbutbea‘‘sponge’’forcoaching……Putforthyourperspective(it’’simportantsinceyou’’vehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinput…Donotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimize……Assumethatyourworkwillbeimproved,ifitisn’tyou’renotcollaborating.”Beopentoideas.“Mychallengetoteamleadersandmanagersis‘‘putyourselfinyourVP’sshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclient’s).ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient’sobjectives.”CommentsfromVPsStrategiesPutyourselfinyourVP’sshoes.CaseteamleadersshouldworkwithVPstoimprovetheirteams’’output.13ManagingUpwardCommunicateProgressandIssues“Ilikepeopletocomebackthedayafterameetingandplayback,‘‘ThisiswhatIthinkyouwanted.’””UpdateyourVPfrequently.“Managemyexpectationsthroughcommunications.Ihatesurprises.IfIgetnothingbutreassuringphonemails,Iknowthingsaren’tgoingwell.”CommentsfromVPsStrategiesBehonestaboutdifficulties.BykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly.“Iwanttoknowwhat’sgoingonregularly,particularlyonclientissues.””“CTLsalwayssayeverythingisgoinggreat.Iknownothingiseverperfect,soIhavetorootaroundandfindproblems.”“Please,nosurprises.”14ManagingUpwardAgendaUnderstandingtheCTL’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways15ManagingUpwardTakeResponsibility*ParaphrasedfromTheServantasLeaderbyRobertGreenleafItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveitToomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions.*TakeresponsibilityformanagingyourrelationshipwithyourVP.16ManagingUpwardAgreeUponHowtheVPShouldManageYouReviewassignmentsanddeliverablesandVP’’sperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyouestablishcheckpointsAgreewithyourVPabouthowhe/sheshouldmanageyou.WithyourVP,17ManagingUpwardAdjustBasedontheCircumstancesYourVP’sstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituationAdjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors:Whenindoubt,proceedwithcautionandfocusonactingproductively.18ManagingUpwardAgendaUnderstandingtheCTL’’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways19ManagingUpwardKeyTakeaways(1of2)TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TherelationshipbetweenaCTLandaVPisoneofmutualdependence;aCTL’ssuccessdependsinpartontheVP’ssuccess.TheCTL’sobjectivesaretohelptheVPwinandtomaketheVPredundant.VPscitefourkeysuccessfactorsformanagingupward:1.Assumefullresponsibilityfordrivingthevalueadditionprocess.a.Thinkaboutthebigpicture.b.Developanhypothesisandaworkplantotestit.c.Filteroutbadideasandprioritizegoodones.2.FindtherightrolefortheVPa.Don’ttrytodoalltheworkyourself.b.LeveragetheVP’sexpertise.20ManagingUpwardKeyTakeaways(2of2)CTLsmustbeproactiveinmanagingtheirrelationshipwiththeirVPs.Takeresponsibilityformanagingtherelationship.AgreewithyourVPabouthowhe/sheshouldmanageyouinrelationtoeachaspectofthework.Adjustyourdegreeandstyleofupwardmanagementbasedonthecircumstances.4.Communicateprogressandissuesinaclearandstructuredway.a.UpdateyourVPfrequently.b.Behonestaboutdifficulties.3.CollaboratewiththeVPtoimprovetheoutput.a.Beopentoideas.b.PutyourselfinyourVP’sshoes.21ManagingUpward9、静夜夜四无无邻，，荒居居旧业业贫。。。12月月-2212月月-22Wednesday,December14,202210、雨中中黄叶叶树，，灯下下白头头人。。。00:11:3200:11:3200:1112/14/202212:11:32AM11、以我独沈久久，愧君相见见频。。12月-2200:11:3200:11Dec-2214-Dec-2212、故人江海别别，几度隔山山川。。00:11:3200:11:3200:11Wednesday,December14,202213、乍见翻疑梦梦，相悲各问问年。。12月-2212月-2200:11:3200:11:32December14,202214、他乡生白发发，旧国见青青山。。14十二月月202212:11:32上午午00:11:3212月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月2212:11上上午12月-2200:11December14,202216、行动出成成果，工作作出财富。。。2022/12/140:11:3200:11:3214December202217、做前前，能能够环环视四四周；；做时时，你你只能能或者者最好好沿着着以脚脚为起起点的的射线线向前前。。。12:11:33上上午午12:11上上午午00:11:3312月月-229、没没有有失失败败，，只只有有暂暂时时停停止止成成功功！！。。12月月-2212月月-22Wednesday,December14,202210、很很多多事事情情努努力力了了未未必必有有结结果果，，但但是是不不努努力力却却什什么么改改变变也也没没有有。。。。00:11:3300:11:3300:1112/14/202212:11:33AM11、成成功功就就是是日日复复一一日日那那一一点点点点小小小小努努力力的的积积累累。。。。12月月-2200:11:3300:11Dec-2214-Dec-2212、世间成事事，不求其其绝对圆满满，留一份份不足，可可得无限完完美。。00:11:3300:11:3300:11Wednesday,December14,202213、不知香积积寺，数里里入云峰。。。12月-2212月-2200:11:3300:11:33December14,202214、意意志志坚坚强强的的人人能能把把世世界界放放在在手手中中像像泥泥块块一一样样任任意意揉揉捏捏。。14十十二二月月202212:11:33上上午午00:11:3312月月-2215、楚楚塞塞三三湘湘接接，，荆荆门门九九派派通通。。。。。。十二二月月2212:11上上午午12月月-2200:11December14,202216、少年十五五二十时，，步行夺得得胡马骑。。。2022/12/140:11:3300:11:3314December202217、空山新