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Workshop on Managing Up For YNPN
1. Welcome! And thank you for being here. We will have networking from 6:00 – 6:30pm. Please help yourself to refreshments. The workshop will begin promptly at 6:30pm.
2. Managing Up: How to Make Your Supervisor Work for You Workshop for YNPN Friday, September 25, 2009, 6:30 – 8:30 pm Support Center for Nonprofit Management, Training Room, 11 th Floor 305 Seventh Avenue @ 27th Street, NY, NY
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8. Warm-up Group Activity Please discuss and flipchart: What made you decide to attend this session today? What is one challenge you face managing up with your current supervisor? When you go back home and back to work, what takeaways would you like to use from this session?
9. From Managing Up: Expert Solutions to Everyday Challenges by Harvard Business Press Definition “Managing up is a conscious approach to working with your manager toward mutually agreed-upon goals that are in the best interests of you, your boss, and your organization. It is not mere political maneuvering; rather, it is a process of influencing your manager to make decisions that benefit both of you as well as the company.” How would you describe “managing up” in plain English?
10. From a class at Baruch’s School of Public Affairs Another perspective In any interaction with your supervisor, it should be your number one priority to make sure your supervisor feels good. If your supervisor feels good around you, it will benefit your effectiveness at your job and therefore benefit your clients , and it will also benefit your career. You can make your supervisor feel good through gestures such as asking about her/his weekend and showing that you are pleased to see your supervisor. Importantly, you can also make your supervisor feel good by being so good at your job that you rarely cause your supervisor headaches or lost sleep. What is your reaction to this concept?
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12. How well do you manage up? For each statement below, answer yes or no to indicate whether the statement applies to you. 1. I am aware of my manager’s expectations of me and have articulated my expectations of my boss. 2. When I negotiate with my boss, I use we and I language. 3. I regularly inform my manager of what I’m working on. 4. I notify my manager of problems promptly and suggest several solutions to consider. 5. My boss and I deal with disagreements as they arise. 6. My relationship with my manager is characterized by trust and reliability. 7. I understand my boss’s pressures and priorities. 8. My manager never steps in to direct one or more of my employees. 9. I’ve asked my manager openly about his or her management style and likes and dislikes and have adapted my style to my boss’s as much as possible. 10. I take as much time as necessary to communicate with my manager about important matters. 11. I seek ways to exert my influence on other department leaders, customers, and suppliers so as to support my manager’s goals.
13. Interpreting Your Score • If you answered yes to most or all of the statements, you have significant managing-up capability. But keep learning to see what else you can learn about this important business skill. • If you answered no to most or all of the statements, you would benefit from learning more about how to manage up effectively.
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18. Wrap-up What is the most useful takeaway for you from this session, and how will you begin to use it when you go back to work next week?
20. Thank you! Special thanks: YNPN & YNPN Professional Dev. Committee Special thanks: Ratna Noteman Professional Dev. Chair, YNPN
Notes de l'éditeur
-- Seating in amphitheater style – curved rows – about 6 rows of 10 chairs -- To get attention to start, give time warnings – circulate & let people know to go ahead & sit down and that we’ll start on time http://www.a1freesoundeffects.com/freesounds5/crowdcheer.wav -- to start say “give yourselves a round of applause for being here on a Friday night -- Have flipcharts posted around the room that say “Think about a challenge managing up your supervisor; you will need this for later on in this workshop” -- MAKE THIS THE FIRST PAGE OF THE HANDOUT PACKET?
-- Need masking tape -- 2 flipchart stands, with full pads of paper -- Need markers to be provided -- Nametags for each participant – the sticker kind is fine -- To get attention to start, give time warnings – circulate & let people know to go ahead & sit down and that we’ll start on time http://www.a1freesoundeffects.com/freesounds5/crowdcheer.wav -- to start say “give yourselves a round of applause for being here on a Friday night – ALEX EMBEDS THIS INTO V4 OF THESE SLIDES -- MM welcomes people. Simple statement, “the goal of this workshop is to show you how to work better with your supervisor. We want to help you help yourself in your working relationship with your supervisor.” -- 1 min
-- to debrief, pick 4 or 5 pairs to share, then move on -- AK runs this activity -- 7-8 minutes
-- AK introduces herself -- mention that you manage a lot of people in NY and Detroit – per diem trainers/consultants + training assistants because managing large national projects -- 30-60 seconds
-- MM introduces herself -- managing people since 1999, I was managed up by Alex very effectively for 4 years -- 30-60 seconds
-- AK intro agenda on flipchart paper -- about a minute
Call & response for getting people’s attention – “good managers, good listeners” MM does this we want these rules: no names of supervisors – NYC nonprofits are a small community & people in the room may know them because of number of people in the room, please take turns speaking & listen to each other please stand when you’re talking so people can hear you 4-5 minutes
-- Groups by rows going to either side of the room -- AK runs this -- 20 minutes including group activity & share out
-- MM -- 3-5 minutes
-- MM -- 5-7 min
-- MM -- 10 min to discuss, 2-3 min to share out
In the handouts, this is page 8 of the article -- AK runs this activity, mention that this is private so answering honestly is in your best interest -- 3 minutes
-- AK -- 1 min max
-- AK -- 3-4 volunteers max sharing -- 3-7 min
-- AK runs -- 8 groups (2 groups handle each question) -- 20-25 min -- AK AND MM SHARE SOME OF OUR OWN LESSONS DURING THE SHARE-OUT IF THERE’S TIME?
-- If not much time left, do pairs so it goes faster -- MM does this one -- Timing: based on the amount of time left. This activity should end by 8:10
-- MM -- whole group activity -- Timing: between 2 minutes and 7 minutes (but if it is on the longer side that time is being taken away from questions on slide 19)
-- AK -- Timing depends on how much time is left -- Give them time to think, then call on volunteers
-- Timing depends on how much time is left -- Both
-- EVALUATIONS provided by YNPN -- Start this slide at 8:25
