Administrator ' s Corner language . And the number of words we use most frequently , the words that make up our habitual vocabulary , for most people , average to about 200-300 words '. This is astonishing because it implies that the language you have been using may be more limited than you previously thought .
When you manage up , you communicate differently :
• Time is precious , so you communicate accurately and precisely : what are the key points ?
• The words you use are carefully chosen . You try to mirror the terms that your line manager keeps using . This is how you connect . What are their ten preferred keywords ?
• The questions that you are asking are different in the way that they are related to their plan . What are their goals , objectives and desired outcomes ?
• Silence may happen more frequently because you are observing . How do you observe ? What do you learn about yourself and your line manager ?
• You refer to short and long term goals more often because everything is linked to the business strategy . How confident are you in articulating the business strategy ?
• You focus discussions on transformation using ' what if ' and not ' what ' s wrong ’. How do you frame your ' what if ' questions ?
• Use the love language : greetings , asking ' how are you today ?', using positive words , giving ( specific ) praise , being grateful ( specifically for one achievement at a time ).
• Use the language of hope as hope is infectious : How do you adapt your language to invite and offer different possibilities ?
• Refer to your organisation ' s values , celebrate success , encourage your line manager . How do you invite your line manager in the conversations ( to be an inclusive leader ), how do you promote reciprocity , how do you use silence to invite your line manager to think ?
What your daily / weekly / monthly roadmap to ' managing up ' could look like
' dynamics ' of your relationship with your line manager . Maximise both synergies for maximal impact on yourself , your line manager , your organisation and your community .
Preparing to manage up
There are seven tips for coaching questions that you might want to think about when you prepare ' managing up ':
1 . What was your understanding of your line manager ' s goals , objectives and desired outcomes ?
2 . Does your line manager know how to best use your talents ? Tell your line manager how to use your talents and how you can use those in the organisation and to serve his or her success .
3 . What are your strengths ?
4 . How do you deal with pressure , conflict , deadlines , and time management ?
5 . What assets do you bring to the table , and how do they complement your line manager ' s strengths ?
6 . Learn the most opportune times to collaborate with your line manager . How do you use your time ?
7 . Prepare and send an agenda ahead of time , so your line manager knows what points you ' ll be covering . Expect to lead the discussion , capture decisions , and follow up accordingly . How will you lead the conversation ?
Making a real difference in someone ' s life takes time and takes patience . A Gallup article points out that the average duration of the relationship with the most influential leader is ten years , which is a long time .
Push yourself and get comfortable being uncomfortable . Become a rising leader , keep asking yourself , ' what genius do I bring to my organisation '.
You can manage up through the power of conversations by creating a level of safety , encouraging a degree of vulnerability , strengthening the relation connectivity to continue to transform the ' energy ' and the
Nadine Powrie is an experienced-lead evaluator , an Executive and Leadership Coach and a workplace mediator . She supports leaders in all sectors to drive change and transformation through coaching . She has over 20 years + experience in the C-suite managing a £ 15-million budget in the public sector and has been a secondary Headteacher . Email : npowrie @ nadinepowrie . com
Class Time Term 3 Apr - Jun 2021 09