Offer ideas. Make creative suggestions for innovation or improvement. If you have an idea, err on the side of sharing it rather than squelching it.
Manage your own direct reports competently.
Coordinate their efforts, foster camaraderie, write useful and specific performance reviews, support their professional development, step in when one of them falls behind, and manage crises with skill and patience. When your boss needs to hear bad news about one of your direct reports, deliver that news yourself.
Collaborate with peers. Work collegially with others toward your manager's goals. Overcome differences with coworkers, even if you dislike one another, with the aim of getting the job done.
Lead initiatives. Raise your hand for cross-functional projects, particularly those that involve implementing new ideas. Make clear how your involvement is consistent with your manager's expectations of you.
Stay current. Keep abreast of industry trends, marketplace developments, advances in tech-nology, and other events outside the company that may affect its success. Bring your insights to bear on your work.
Drive your own growth. Seek out professional development opportunities. This can mean taking classes or pursuing a degree-but it doesn't have to. You might simply expose yourself to new ideas and people or accept challenging assignments that enhance the value you add to your team and your company.
Be a player for all seasons. Stay positive even during hard times. That will inspire and motivate your direct reports, your peers, and your manager.
Keep these basic limitations in mind:
I can influence my manager, but ultimately I am not in charge.
My own goals are important, but my boss's goals take precedence.
My manager sets more expectations for me than I do for her.
I have more to prove to my boss than she has to prove to me.
Reading that list may make you sigh, but two things should comfort you. First, the list is short, so the possibilities far exceed the limits.
Second, you can greatly expand the possibilities by skillfully managing up.
Monitoring the relationship
No matter how well you and your manager work together, never take the relationship for granted. Like any significant connection between two people, it requires nurturing and periodic reflection. Assess the strengths and weaknesses of your relationship with your boss every few months by revisiting these 10 questions:
Have I taken the primary responsibility for managing my relationship with my boss?
Am I aware of my manager's expectations for me? Are they realistic?
Is my manager aware of what resources I need to meet those expectations?
How much does my boss know about what I've been doing for the past few months? If she doesn't know enough, how can I correct that?
Am I reliably meeting my commitments? If not, how can I rectify shortcomings?
How well do my manager and I get along on a daily basis? Do we need to address any conflicts?
Do our oral and written interactions occur with ease? If not, how can I make our communications more seamless?
Do we trust each other? What can I do to increase the level of trust?
Do I back up my boss when I talk to others about her and execute her goals?
10. What could I do to support my manager more effectively?