WORK WITH SENIOR LEADERS
WHY IT MATTERS
Every leader has someone else who leads them. Every leader has a boss. Like anyone else, leaders have to be concerned about keeping their leaders happy, meeting their needs, fulfilling their demands, and proving they are the best person for the job. Leaders who work well with senior leaders are equally good at “managing up” the organization as they are at “managing down.” They gain the full support, trust, and freedom they need to do their work and meet their goals. Leaders who don’t work well with senior leaders will find themselves without the confidence, resources, or opportunities they need to accomplish anything of significance. They will see their leaders constantly hovering over them checking their every move, wondering how long they will last.
WHAT IT LOOKS LIKE
Leaders that work well with senior leaders know that to be a great leader they have to first be a great follower. They champion their leaders and work to make them successful. They listen to what their senior leaders say, see what they see, and know what really matters to them. They become indispensable to their senior leaders by delivering high performance solutions that bring their vision to life.
Leaders that work effectively with senior leaders focus on winning their confidence through sustained performance and real substance, not self-serving actions or empty dialogue. They focus on delivering results, not seeking for the next opportunity to garner personal attention. They win confidence through performance and not by cozying up to those who lead them. They know senior leaders can always tell when someone is being insincere for their own advantage.
Leaders that work well with senior leaders know how to effectively communicate. They learn the language of senior management. They learn how much information is too much and how much is too little when preparing for presentations, meetings, and discussions. They frame their arguments and decisions in ways that allow senior leaders to quickly grasp the issues at hand. They impress senior leaders through simplicity as opposed to complexity. They give senior leaders what they need, when they need it, and how they need it.
Leaders that work well with senior leaders are able to stay relaxed in their presence and avoid the temptation to be someone they are not. They know their leaders are just people too. They do not feel undue stress, pressure, or anxiety in formal or informal situations where their senior leaders are present. They let their results and actions speak for themselves. They maintain composure at all times, especially when coming under question or scrutiny.
Leaders that work effectively with senior leaders are canny observers. They know when it is appropriate to engage them and when it is not. They focus on quality of interaction, not quantity. They sense when their involvement is invited and when it might be best to stay in the background.
Leaders that work effectively with senior leaders have the courage to say what they think. They aren’t afraid to speak up, but they are equally humble, teachable, and able to receive correction.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
PSYCHOMETRIC 360 QUESTIONS
Every leader has someone else who leads them. Every leader has a boss. Like anyone else, leaders have to be concerned about keeping their leaders happy, meeting their needs, fulfilling their demands, and proving they are the best person for the job. Leaders who work well with senior leaders are equally good at “managing up” the organization as they are at “managing down.” They gain the full support, trust, and freedom they need to do their work and meet their goals. Leaders who don’t work well with senior leaders will find themselves without the confidence, resources, or opportunities they need to accomplish anything of significance. They will see their leaders constantly hovering over them checking their every move, wondering how long they will last.
WHAT IT LOOKS LIKE
Leaders that work well with senior leaders know that to be a great leader they have to first be a great follower. They champion their leaders and work to make them successful. They listen to what their senior leaders say, see what they see, and know what really matters to them. They become indispensable to their senior leaders by delivering high performance solutions that bring their vision to life.
Leaders that work effectively with senior leaders focus on winning their confidence through sustained performance and real substance, not self-serving actions or empty dialogue. They focus on delivering results, not seeking for the next opportunity to garner personal attention. They win confidence through performance and not by cozying up to those who lead them. They know senior leaders can always tell when someone is being insincere for their own advantage.
Leaders that work well with senior leaders know how to effectively communicate. They learn the language of senior management. They learn how much information is too much and how much is too little when preparing for presentations, meetings, and discussions. They frame their arguments and decisions in ways that allow senior leaders to quickly grasp the issues at hand. They impress senior leaders through simplicity as opposed to complexity. They give senior leaders what they need, when they need it, and how they need it.
Leaders that work well with senior leaders are able to stay relaxed in their presence and avoid the temptation to be someone they are not. They know their leaders are just people too. They do not feel undue stress, pressure, or anxiety in formal or informal situations where their senior leaders are present. They let their results and actions speak for themselves. They maintain composure at all times, especially when coming under question or scrutiny.
Leaders that work effectively with senior leaders are canny observers. They know when it is appropriate to engage them and when it is not. They focus on quality of interaction, not quantity. They sense when their involvement is invited and when it might be best to stay in the background.
Leaders that work effectively with senior leaders have the courage to say what they think. They aren’t afraid to speak up, but they are equally humble, teachable, and able to receive correction.
BELIEFS
- To be an effective leader you have to learn how to be an effective follower.
- If you expect other people to follow you, you need to set the example of what it means to follow others.
- You gain the trust of senior leaders through real and sustained performance, not opportunistic relationship building.
- Substance will always win over style when it comes to gaining the trust and confidence of senior leaders.
- Senior leaders can always tell when someone is trying to win their favor, and when someone is trying to genuinely help.
- You can’t expect to effectively communicate with your senior leaders if you don’t learn to speak their language.
- To lead effectively requires a leader to spend as much time looking to those above them as it does looking to those below them.
- You will get farther with senior leaders by being yourself, not by trying to be someone or something you are not.
BEST PRACTICES
- Maintain composure in front of your leaders.
- Know when and when not to contribute.
- Show you are open to feedback and coaching.
- Support the direction set by your leaders.
- Study what makes your leaders effective.
- Raise issues in ways leaders will understand.
- Frame issues in ways that allow leaders to act.
- Adapt your style to that of your leaders.
- Learn to speak the language of leadership.
- Give gratitude for senior leaders’ efforts.
- Use energy to get results, not to try and impress.
- Be yourself around senior leaders.
- Stay calm and avoid appearing nervous.
- Do not lose your composure easily.
- Play to the thinking of your leaders.
- Know the priorities of your leaders.
- Share your ideas openly and honestly.
- Prepare thoroughly for all interactions.
- Judge how much information to share.
- Recognize your leaders will never be perfect.
- Have the confidence to share your perspective.
- Recognize your leaders are just people too.
SELF-REFLECTION
- Do I focus on being a good follower, or do I only focus on being a good leader?
- Do I champion and support the work of my leaders, or do I question their every move?
- Do I win confidence through sustained performance, or do I win confidence through self-serving efforts to “cozy up?”
- Do I spend my time and energy actually being good, or do I spend my time and energy trying to look good?
- Do I know how to communicate effectively to senior leaders, or do I always feel like there is a disconnect?
- Do I know the right places and times to engage with senior leaders, or do I show up at just the wrong times?
- Do I accept correction from my leaders humbly, or do I push back, take offense, or reject their counsel?
- Do I try and be myself when I am around senior leaders, or do I try to be someone I am not?
- Don’t spend so much time creating relationships with your leaders that you neglect your own team and people.
- Don’t create the appearance or reputation of cozying up to senior leaders for personal gain, even if that is not your intent.
- Don’t think your relationship with senior leaders will make up for a failure to deliver top performance and results.
PSYCHOMETRIC 360 QUESTIONS
- I believe in myself.
- Performance, not communication, is how I show my value.
- Part of my responsibility is to interpret the messages from our executives.
- “What” and “when” are carefully considered before I communicate with management.
- Good or bad, I always communicate reality.