贝恩岗位职责-ManagerJob1(1).ppt

bc,ManagingUpward,December1998,Copyright1998BainassigningworkDay-to-dayclientissuesDay-to-dayPD,TopofclientpyramidOverallanswer/implicationsOverallcauseatclientExceptional(upordown)performanceissues,CTLRole,VPRole,4,ManagingUpward,MutualDependence,TherelationshipbetweenaVPandaCTLisoneofmutualdependence.,InformationAnalysis/outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunication,FeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunication,WhatYourSupervisorNeedsfromYou,WhatYouNeedfromYourSupervisor,5,ManagingUpward,MutualSuccess,TheCTLssuccesswilldependinpartonhis/herVPssuccess.,YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers),6,ManagingUpward,CTLObjectives,HelpYourVPWin,MakeYourVPRedundant,and,AsaCTL,yourobjectivesaretwofold:,7,ManagingUpward,Agenda,UnderstandingtheCTLsRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways,8,ManagingUpward,KeySuccessFactors,VPscitefourkeysuccessfactorsformanagingupward.,AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway,9,ManagingUpward,DrivetheValueAddition(1of2),Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.,“Idontexpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”,Thinkaboutthebigpicture.,“IfIwritetheworkplan,itsboundtobemorerobustandcovernon-criticalpathissues,becauseIwontputthethoughtintofocusingit.”,Developahypothesisandaworkplantotestit.Dontexpect(orlet)theVPdoit.,“CaseteamleadersseemtothinkthatIhavealltheanswers.Idlikethemtocometomeandtellmewhatshouldbedone.”,“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”,CommentsfromVPs,Strategies,10,ManagingUpward,DrivetheValueAddition(2of2),“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,Howdoesitaddvalue?orWhyarewedoingthis?”,Filteroutbadideasandprioritizegoodones.,“Caseteamleaderssayyestoeverything,evenstupidcreativeideas.”,“TheCTLneedstokeepinmindwhatspossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”,“Dontknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”,CommentsfromVPs,Strategies,11,ManagingUpward,FindtheRightRolefortheVP(1of2),“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydontneedhelp.”,Donttrytodoalltheworkyourself.,“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”,“Youllgetnocreditfortryingtobeaheroanddoingitallyourselffindtherightwaystofullyinvolveyourbossonthemostimportantissuescollaborationwilloptimizetheendproductforeveryone.”,CommentsfromVPs,Strategies,Asthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.,12,ManagingUpward,FindtheRightRolefortheVP(2of2),“Definemyrole.Youcantdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.”,LeveragetheVPsexpertise.,“CTLsconsistentlydontconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.”,“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).”,CommentsfromVPs,Strategies,13,ManagingUpward,Collaborate,“OfferapointofviewbutbeaspongeforcoachingPutforthyourperspective(itsimportantsinceyouvehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinputDonotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimizeAssumethatyourworkwillbeimproved,ifitisntyourenotcollaborating.”,Beopentoideas.,“MychallengetoteamleadersandmanagersisputyourselfinyourVPsshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclients).ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclientsobjectives.”,CommentsfromVPs,Strategies,PutyourselfinyourVPsshoes.,CaseteamleadersshouldworkwithVPstoimprovetheirteamsoutput.,14,ManagingUpward,CommunicateProgressandIssues,“Ilikepeopletocomebackthedayafterameetingandplayback,ThisiswhatIthinkyouwanted.”,UpdateyourVPfrequently.,“Managemyexpectationsthroughcommunications.Ihatesurprises.IfIgetnothingbutreassuringphonemails,Iknowthingsarentgoingwell.”,CommentsfromVPs,Strategies,Behonestaboutdifficulties.,BykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly.,“Iwanttoknowwhatsgoingonregularly,particularlyonclientissues.”,“CTLsalwayssayeverythingisgoinggreat.Iknownothingiseverperfect,soIhavetorootaroundandfindproblems.”,“Please,nosurprises.”,15,ManagingUpward,Agenda,UnderstandingtheCTLsRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways,16,ManagingUpward,TakeResponsibility,*ParaphrasedfromTheServantasLeaderbyRobertGreenleaf,ItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveit,Toomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions.*,TakeresponsibilityformanagingyourrelationshipwithyourVP.,17,ManagingUpward,AgreeUponHowtheVPShouldManageYou,ReviewassignmentsanddeliverablesandVPsperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyouestablishcheckpoints,AgreewithyourVPabouthowhe/sheshouldmanageyou.WithyourVP,18,ManagingUpward,AdjustBasedontheCircumstances,YourVPsstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituation,Adjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors:,Whenindoubt,proceedwithcautionandfocusonactingproductively.,19,ManagingUpward,Agenda,UnderstandingtheCTLsRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways,20,ManagingUpward,KeyTakeaways(1of2),TheCTLsjobistorunthecaseonaday-to-daybasis.TheVPsjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclientssuccess.TherelationshipbetweenaCTLandaVPisoneofmutualdependence;aCTLssuccessdependsinpartontheVPssuccess.TheCTLsobjectivesaretohelptheVPwinandtomaketheVPredundant.VPscitefourkeysuccessfactorsformanagingup