Page 57 - Twenty Four Lessons for Mastering Your New Role

Stettner24.qxd 11/6/2002 3:46 PM Page 47
self an out. Executives grow suspect of managers who lace their
remarks with qualifiers and back off from making bold commitments.
Look for patterns in your interaction with your superiors.
Anticipate what issues or requests the boss will raise and be ready to
answer. If you promise to do something, follow through promptly.
Never make your boss nag you.
Most importantly, adopt a “no excuses” policy. Failing to produce
results almost guarantees that a boss will doubt your abilities. When
you’re asked to give a progress report, start by summarizing what
you’ve done, not what you haven’t been able to do. Say, “Here’s
where we are at” or “So far, we’ve achieved these five goals.” Don’t
say, “I haven’t had a chance to ...” or “I’m hoping that soon I can ...”
Prepare to delight the boss by taking these steps:
Arm yourself with answers: Think in advance of what the boss will
ask you—and prepare concise answers. Research the facts and gath-
er the latest information so you’re ready to impress with your vast
knowledge of an issue.
Underpromise and overdeliver: Set time frames that you can beat.
List your project objectives—and then accomplish all of them along
with tossing in something extra. Consistently go beyond what’s
expected and you’ll stand out.

Challenge in private: Wait for a calm moment to question a boss’s
order. Make sure no one else can overhear. Never object to the boss’s
comments in public.

“Managing one’s superior is very similar to that of man-
aging your own customers. In both situations, it simply
involves managing human beings and relationships.”
—Cynthia Loh

46