Work Matters

How Can You Help Your Boss Succeed?

Written by

supermoxie

in

Many of the posts and comments on this blog focus on either how to be an effective boss or how to deal with a lousy boss.  No doubt, all this talk about dealing with lousy bosses is fueled by The No Asshole Rule.  But there is another theme that I believe deserves more attention here and elsewhere:  How can people help their bosses be more successful?  After all, when your boss succeeds, not only does he or she gain a better reputation, so do you, and it also usually means your team is doing better work.  I was reminded of this last week when a I gave a talk to a group of HP managers and executives. Right before my talk, they were doing an ice-breaking exercise, and as the groups reported-out, one suggested a great guideline for everyone

“The way in which I can earn success is by driving success
to those around me."

I later found out that this quote came from Geoff Heath, who is a Senior Experience Designer and Information Architect.  He explained in a subsequent email:

'I like to summarize that to my superiors by telling them
“It’s my job to make you successful."'

I think that is a lovely and very constructive sentiment, but perhaps most useful as a kick-off to a more specific conversation.  So, I'd like to ask: what can you do to make your boss more successful?  I realize this will ultimately be a very long list. But I suggest two things for starters:

1. We all owe it to our bosses to give them feedback about their performance, especially negative feedback — unless and until they demonstrate they aren't adult enough to hear it.

2. We all ought to assume the best about our bosses' motivations and intentions, as most bosses really do intend to do their jobs in ways that spark performance and allow their people to work with dignity.  Of course, some bosses ultimately demonstrate this isn't the case, but it is destructive for everyone if you always assume the worst about your boss — indeed, it can become a self-fulfilling prophecy that renders a competent boss incompetent.

These are just two quick ideas, I would love to hear more.

Comments

77 responses to “How Can You Help Your Boss Succeed?”

  1. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  2. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  3. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  4. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  5. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  6. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  7. Vijay Narayanan Avatar
    Vijay Narayanan

    Very relevant post Bob. Here are my thoughts:
    – You have to place yourself in your boss’s shoes to understand their perspective. This will help one understand decisions and priorities. Instead of thinking about my role and my individual contributions it helps to look at the team’s perspective and understand what the boss’s is trying to do.
    – Anticipate risks and prevent them from materializing if possible. If not, you can provide mitigation strategies and take the initiative on making things better.
    – Understand what your boss is trying to do – what is the department and the organization striving for? what business goals is he/she trying to accomplish?
    – Generate ideas on improving the team, the processes, the solutions, your firm’s products and services. If you provide ideas and execute on them, all the better. But at the very least, you can share the ideas with your boss to make things better for you, him,and the overall team.

    Reply
  8. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  9. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  10. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  11. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  12. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  13. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  14. Rodney Johnson Avatar
    Rodney Johnson

    I believe you’re right in for a long list – so I’ll add just a couple.
    1. Complete the tasks/job on time and at or above the expected standard.
    2.Communicate effectively what is really going on – even when you know its not what they want to hear – a.k.a. no silent problem scenarios with Without Warning events on the horizon.
    3. Create a transparent environment
    4. Keep It Simple whenever possible
    5. Be professional in everything you do
    That’s my starting point…

    Reply
  15. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  16. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  17. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  18. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  19. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  20. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  21. Jan Avatar
    Jan

    I have helped many managers in their career. As a result, some of them was propelled far up the hierarchy for a long time. But this is my sad conclusions from those selfless acts: not one of them returned the favors or even acknowledged the help they got. They all attributed their success to their own abilities. It’s quite remarkable how selfish people can be in those circumstances. The career boost lasted for a couple of years, but then it ended without exception. In some cases it ended in spectacular failures, one even managed to wreck a whole company. But for most, they ended in the same place they were before the boost.

    Reply
  22. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  23. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  24. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  25. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  26. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  27. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  28. John McCoy Avatar
    John McCoy

    Bob, I want to chime in here. I am a bit “long in the tooth,” and when I look back on the things that have really changed my life one thing stands out. It was when I quit trying to achieve success and started helping others to succeed. Some of those folks have been very successful and it has made for a very satisfying work life for me.

    Reply
  29. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  30. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  31. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  32. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  33. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  34. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  35. Jonathan Friesen Avatar
    Jonathan Friesen

    I saw this one time: ask your boss to describe all the threats and opportunities he/she sees on the horizon, and ask how he/she prioritizes them. It’s a way of helping your boss focus on what they see as important (to which they may have more insight within the organization). Of course the next question is, “what can I do to help realize those opportunities or overcome those threats?”

    Reply
  36. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  37. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  38. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  39. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  40. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  41. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  42. Tony Thekkekara Avatar
    Tony Thekkekara

    Something that we have been talking about in class recently is being sure bosses are aligned with the purpose of the company. The projects bosses assign should be those that maximize the potential of satisfying the purpose of the organization. If not, make constructive suggestions that could could bring them back into focus. This is assuming the purpose of the organization is clearly defined…Great Post!

    Reply
  43. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  44. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  45. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  46. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  47. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  48. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  49. Marsha Keeffer Avatar
    Marsha Keeffer

    1. Finish it
    2. Inspire others
    3. Be responsible
    4. Accept criticism
    5. Focus

    Reply
  50. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  51. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  52. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  53. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  54. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  55. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  56. Randy Bosch Avatar
    Randy Bosch

    Great post and great comments.
    Perhaps first, we need to look in the mirror and honestly appraise how we approach our work and our relationship to team, mission and boss (including ourselves as our own “bosses”) and:
    1. Quit sabotaging your boss in the hopes you’ll rise in the wreckage.
    2. Actually do your job excellently, not just adequately if that.
    3. Stop playing the “benign neglect” role on your team, and actively help others.
    4. Determine that it really, really isn’t all about you.
    5. Identify how you can apply “added value” to your work.

    Reply
  57. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  58. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  59. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  60. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  61. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  62. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  63. Zac Rogers Avatar
    Zac Rogers

    Bob,
    I believe the best way to help your boss succeed is to believe in the structure that they have laid out and to actively participate in it. Often times employees complain about the structure of a work environment; chafing about delegation of duties and levels of communication. I think employees do well to give their bosses the benefit of the doubt that they know what they’re doing. Questioning their competency should come later, and only if warranted.

    Reply
  64. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  65. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  66. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  67. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  68. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  69. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  70. Perry Klebahn Avatar
    Perry Klebahn

    Bob,
    Love the post. I am usually such an optimist – but on this idea more of a pragmatist
    I truly wish we lived in a world you could give your boss any kind of feed back – professionally and clearly.
    Having been a boss and team member, in my experience you had better stick to reinforcing the boss’ positive behaviors only and steer clear of the negative – the risks are just to high.

    Reply
  71. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  72. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  73. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  74. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  75. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  76. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply
  77. Wally Bock Avatar
    Wally Bock

    I just reviewed John Baldoni’s latest book, Lead Your Boss on my blog. ( http://blog.threestarleadership.com/2009/11/16/book-review-lead-your-boss.aspx ). The book is devoted to this issue and the author does a superb job of laying out a number of practical suggestions. It’s the best book I’ve ever seen on the topic.
    The reality is that your job is helping your boss and your team succeed. The other reality is that there is a significant number of bosses who don’t seem to want the help and others who won’t entirely trust your motives. And there are times when even good bosses lapse into “kill the messenger” mode.
    One solution is from my friend, Pete Dunbar. Whenever he took on a new assignment, Pete would ask his new boss two questions. What do you expect from me to help you succeed? What do I need to do to earn an excellent rating? Asking those two questions together seemed to both get valuable information, but also assure that boss that while you want to help him or her, it’s not an altruistic gesture.

    Reply

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