It's Okay to Manage Your Boss-Bruce Tulgan


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It's Okay to Manage Your Boss: Step By Step Program for Making the Best of Your Most Important Relationship At Work  by noted author Bruce Tulgan encourages employees to take some initiative and get in the habit of managing your boss every day.  How is this done?  Get in the habit of having regular one-on-one management conversations with every boss you answer to at every opportunity.
 

In an important new book, IT’S OKAY TO MANAGE YOUR BOSS (Jossey-Bass; September 2010) Tulgan reassures suffering employees, that it is indeed acceptable—and advisable—to manage their boss.  By empowering high performers with the tools to improve relationships with their managers, Tulgan provides an invaluable resource for “managing up.” He reveals what employees need from their bosses to promote success at work, like, setting clear expectations, giving honest feedback, and recognition. 

“Although managers are demanding more and more from their employees, they are also providing them with less guidance than ever before,” says Tulgan.  But “employees need to take greater responsibility for getting what they need.”  In IT’S OKAY TO MANAGE YOUR BOSS, Tulgan explores:  

  • extracting a list of clear goals and a concrete timetable to accomplish them;
  • determining the skills and tools needed to meet a manager’s expectations;
  • taking it one boss at a time, one day at a time;
  • earning credit and rewards in exchange for good performance;
  • dealing with common “jerk boss” scenarios;
  • tracking your own performance every step of the way;

In this essential guide, chock-full of tips for working more effectively with managers and helping employees stay in a workplace that is becoming increasingly more diverse, fast-paced and globally connected than ever before, Tulgan illustrates that workers can—and must—take control of their professional futures.

In IT'S OKAY TO MANAGE YOUR BOSS, Tulgan debunks the ten myths about how one should be managed and how to manage up. He then helps readers take responsibility for getting the following four essential things from their bosses in order to succeed at their jobs: 

  • Clearly spelled out and reasonable expectations (that is, clear goals with specific guidelines and a concrete timetable to accomplish them).
  • The skills, tools, and resources necessary to accomplish those expectations, or else the acknowledgement that you are being asked to achieve those expectations without the skills, tools, or resources that you need.
  • Accurate and honest feedback about your performance as well as course-correcting direction when necessary.
  • A fair quid pro quo—recognition and rewards—in exchange for your performance. 

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