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bcManaging

UpwardDecember

1998Copyright©

1998

Bain

&

Company,

Inc.Jacintha

PeerisDianna

MagnaniAuthor:Contributor:ManagingUpward

1bcManaging

UpwardAgendaUnderstanding

the

CTL’s

RoleKey

Success

FactorsTaking

a

Proactive

ApproachKey

TakeawaysBOSManagingUpward

2Managing

UpwardCTL

vs.

VP

RoleThe

CTL’s

job

is

to

run

the

case

on

a

day-to-day

basis.

The

VP’s

job

isto

guide

the

overall

relationship

with

the

client

and

to

step

in

at

criticaltimes

to

ensurethe

client’s

success.Top

of

analyticpyramidOverall

answer/implications;assigning

workDay-to-day

client

issuesDay-to-day

PDTop

of

clientpyramidOverallanswer/implicationsOverall

cause

at

clientExceptional

(up

or

down)performance

issuesCTL

RoleVP

Role

bcBOSManagingUpward

3Managing

UpwardMutual

DependenceThe

relationship

between

a

VP

and

a

CTL

is

one

of

mutual

dependence.InformationAnalysis/outputInsightsProactive

approach

toworkCommitmentDependabilityTrust,

honesty,

and

opencommunicationFeedback

and

coachingInformation

on

the

clientand

the

industryPrioritiesResourcesInfluence

with

client

andwithin

BainIncreasing

responsibilities,challenging

workTrust,

honesty,

and

opencommunicationWhat

Your

Supervisor

Needs

from

YouWhat

You

Need

from

Your

Supervisor

bcBOSManagingUpward

4Managing

Upward

bcBOSManagingUpward

5Mutual

SuccessThe

CTL’s

success

will

depend

in

part

on

his/her

VP’s

success.YourVP

must

succeed

if

you

are

to

succeedYour

VP

will

want

you

to

succeed

(as

long

as

you

want

him/her

tosucceed)Your

current

VP

has

more

input

into

your

career

than

anyone

else

(morethan

you

last

VP,

the

senior

management

of

the

firm,

the

client,

andformer

or

current

team

members)Managing

UpwardCTL

ObjectivesHelpYour

VP

WinMake

Your

VPRedundantandAs

a

CTL,

your

objectives

are

twofold:

bcBOSManagingUpward

6Managing

UpwardAgendaUnderstanding

the

CTL’s

RoleKey

Success

FactorsTaking

a

Proactive

ApproachKey

Takeaways

bcBOSManagingUpward

7Managing

Upward

bcBOSManagingUpward

8Key

Success

FactorsVPs

cite

four

key

success

factors

for

managing

upward.Assume

full

responsibility

for

driving

the

value

addition

processFind

the

right

role

for

the

VPCollaborate

with

the

VP

to

improve

the

outputCommunicate

progress

and

issues

in

a

clear

and

structured

wayManaging

UpwardbcBOSyourself.”ManagingUpward

9Drivethe

Value

Addition

(1

of

2)The

best

way

for

a

caseteam

leader

to

control

a

case

is

to

drive

the

valueaddition

process.Strategies

Comments

from

VPsThink

about

the

big

picture.

•“I

don’t

expect

my

team

leaders

to

be

out

ahead

of

me

in

terms

of

intellectual

leadership,yet

I

do

want

them

to

continuously

identify

thebroad

set

of

issues

to

be

addressed

andexplicitly

test

their

importance.”

“If

I

write

the

workplan,

it’s

bound

to

be

morerobust

and

cover

non-critical

path

issues,because

I

won’t

put

the

thought

into

focusingit.”“Caseteam

leaders

seem

to

think

that

I

haveall

the

answers.

I’d

like

them

to

come

to

meand

tell

me

what

should

be

done.”

Developa

hypothesis

andaworkplan

to

test

it.

Don’texpect

(or

let)

the

VP

do

it.

“Search

out

feedbackfrom

themanager/VP,

but

drive

the

processManaging

Upward

bcBOSManagingUpward

10Drivethe

Value

Addition

(2

of

2)

“When

given

an

assignment,

CTLs

mistakenlytake

it

as

a

commandment,

instead

of

asking,‘How

does

itadd

value?’

or

‘Why

are

wedoing

this?’”

Filter

out

bad

ideas

andprioritize

good

ones.

“Caseteam

leaders

say

‘yes’

to

everything,even

stupid

‘creative’

ideas.”

“The

CTL

needs

to

keepin

mind

what’s

possible.

If

I

ask

for

too

much,

he/she

should

becreative

in

prioritizing

and

redefining

work

to

getto

the

answer

efficiently.”

“Don’t

knowingly

over

commit

-you

arein

a

better

position

to

assesswhat

isdoable.”Comments

from

VPsStrategiesManaging

Upward

bcBOSManagingUpward

11Find

the

Right

Role

for

the

VP

(1

of

2)As

the

driver

of

the

value

addition

process,

the

caseteam

leader

is

in

a

goodposition

to

suggest

an

appropriate

role

for

the

VP.

“Caseteam

leaders

on

the

edge

of

promotion

trytoo

hard

to

demonstrate

they

don’t

need

help.”

Don’t

try

to

do

all

thework

yourself.

“CTLs,

driven

by

promotion

angst,

over-assumewhat

their

job

is.

They

try

to

make

everyoneredundant.”

“You’ll

getnocredit

for

trying

tobea

hero

anddoing

it

all

yourself…find

the

right

ways

to

fullyinvolve

your

boss

on

the

most

important

issues…collaboration

will

optimize

the

end

product

foreveryone.”Comments

from

VPsStrategiesManaging

Upward

bcBOSManagingUpward

12Find

the

Right

Role

for

the

VP

(2

of

2)

“Define

my

role.

You

can’tdo

everythingyourself.

Part

of

the

CTLs

job

is

to

figure

out

howto

get

maximum

effectiveness

out

of

theresources

to

crack

the

case.”Leverage

the

VP’s

expertise.

“CTLs

consistently

don’t

consider

how

to

useand

leverage

me,

particularly

in

handling

clientsand

reviewing

material.

I

might

not

help

withdetailed

analysis,

but

I

know

the

overall

clientsituation.”“CTLs

do

workplans

well,

but

I

can

add

valuewith

the

ultimate

outputs

(what

wewantthe

clientto

do).”Comments

from

VPsStrategiesManaging

Upward

bcBOSManagingUpward

13CollaborateCaseteam

leaders

should

work

with

VPs

to

improve

their

teams’

output.Comments

from

VPs

“Offer

a

point

ofviewbutbea

‘sponge’

forcoaching…

Put

forth

your

perspective

(it’s

importantsince

you’ve

had

more

time

with

the

dataand

arepresumably

closer

to

the

issues),

but

then

acceptinput…

Do

not

unfailingly

defend

your

point

ofview-put

it

our

there

andthen

collaborate

with

your

boss

tooptimize…

Assume

that

your

work

willbe

improved,

if

itisn’t

you’re

not

collaborating.”StrategiesBe

open

to

ideas.

“My

challenge

to

team

leaders

and

managers

is‘put

yourself

in

your

VP’s

shoes

-

think

abouthow

to

help

solve

their

issues

(as

you

would

aclient’s).

Too

many

people

I

work

with

arelooking

to

me

to

solve

their

own

problems

with

thework

vs.coming

to

me

having

thought

aboutalternative

approaches

to

supporting

myobjectives

or

the

client’s

objectives.”

Put

yourself

in

yourVP’s

shoes.Managing

Upward

bcBOSManagingUpward

14Communicate

Progress

and

IssuesBy

keeping

the

VP

informed,

the

caseteam

leader

can

minimize

the

chancethat

the

VP

will

step

in

unexpectedly.Strategies

Comments

from

VPs

Update

your

VP

•frequently.•“I

want

to

know

what’s

going

on

regularly,particularly

on

client

issues.”“I

like

people

to

come

back

the

day

after

a

meetingand

play

back,

‘This

is

what

I

think

you

wanted.’”

“CTLs

always

say

everything

is

going

great.

Iknow

nothing

is

ever

perfect,

so

I

have

to

rootaround

and

find

problems.”“Manage

my

expectations

throughcommunications.

I

hate

surprises.

If

I

get

nothingbut

reassuring

phonemails,

I

know

things

aren’tgoing

well.”

Be

honest

aboutdifficulties.“Please,

no

surprises.”Managing

UpwardAgendaUnderstanding

the

CTL’s

RoleManaging

Upward

Key

Success

FactorsTaking

a

Proactive

ApproachKey

Takeaways

bcBOSManagingUpward

15Managing

UpwardTake

ResponsibilityTake

responsibility

for

managing

your

relationship

with

your

VP.It

is

less

demanding

to

act

based

on

a

set

of

rules

regarding

what

isexpected

than

to

consider

your

response

individuallyIt

is

easier

to

criticize

a

system

than

to

work

to

improve

itToo

many

people

are

obsessed

with

dissecting

what

iswrong

ratherthanwith

seeking

opportunities

to

improvethe

environment

around

them

through

their

ownthoughts

and

actions.*

bcBOSManagingUpward

16*Paraphrased

from

The

Servant

as

Leader

by

Robert

GreenleafManaging

Upward

bcBOSManagingUpward

17Agree

Upon

How

the

VP

Should

Manage

YouAgree

with

your

VP

about

how

he/she

should

manage

you.

With

your

VP,Review

assignments

and

deliverables

and

VP’s

performance

expectationsFor

each

assignment:assess

your

Development

Levelappraise

your

performance

trajectoryagree

upon

the

most

effective

Situation

Leadership

style

for

managing

youestablish

checkpointsManaging

UpwardAdjust

Based

on

the

CircumstancesAdjust

your

degree

and

style

of

upward

managementbased

on

the

following

factors:Your

VP’s

styleThe

lengthand

strength

of

yourrelationship

with

your

VPThe

nature

of

the

caseThe

urgency

of

the

situationWhen

in

doubt,proceed

with

caution

and

focus

onacting

productively.

bcBOSManagingUpward

18Managing

UpwardAgendaUnderstanding

the

CTL’s

RoleManaging

Upward

Key

Success

FactorsTaking

a

Proactive

ApproachKey

Takeaways

bcBOSManagingUpward

19Managing

Upward

bcBOSManagingUpward

20Key

Takeaways

(1

of

2)The

CTL’s

job

is

to

run

the

case

on

a

day-to-day

basis.

The

VP’s

job

is

to

guidethe

overall

relationship

with

the

clientand

to

step

in

at

critical

times

to

ensure

theclient’s

success.The

relationship

between

a

CTL

and

a

VP

is

one

of

mutual

dependence;

a

CTL’ssuccess

depends

in

part

on

the

VP’s

success.The

CTL’s

objectives

are

to