ABT 117 CL Kathryn

Chapter 10
Getting Along With Your Manager or Team Leader
Learning Outcomes
1. Recognizing the impact your manager ha on your !uture
". #electing e$eral tactic !or creating a !a$oura%le impreion on your preent
or !uture manager
&. #electing e$eral tactic !or dealing 'ith your manager in a contructi$e
manner
(. )reparing to deal e!!ecti$ely 'ith a manager 'hom you percei$e a %eing
intolera%le
*e$eloping a !a$oura%le relationhip 'ith your manager or team leader i the
mot %aic trategy o! getting ahead in your career.
Your manager or team leader in!luence your !uture %ecaue he or he i o!ten
a+ed %y other propecti$e uperior to preent an opinion a%out your
capa%ilitie.
A general trategy !or de$eloping a good relationhip 'ith your manager or team
leader i to create a !a$oura%le impreion. #e$eral tactic o! thi type include,
1. Achie$e good -o% per!ormance
". *iplay a trong 'or+ ethic
&. *emontrate good emotional intelligence
(. .e dependa%le/ honet/ and ethical
0. Appreciate your manager1 trength
2. #ho' an interet in your !irm1 product or er$ice
3. .e a good organizational citizen
4. Create a trong preence
Many tactic !or de$eloping a good relationhip 'ith your manager or team leader
re5uire that you deal directly 'ith him or her,
1. Try to undertand your manager
". 6ind out 'hat your manager e7pect o! you
&. .ring !orth olution a 'ell a pro%lem
(. Minimize complaint
0. A$oid %ypaing your manager
2. #ugget impro$ement during the per!ormance e$aluation
3. Reol$e competing demand o! t'o manager
4. 8e dicretion in ocializing 'ith your manager
9. :ngage in !a$oura%le interaction 'ith your manager
ABT 117 CL Kathryn
Coping 'ith a manager you percei$e to %e a pro%lem i part o! getting along 'ith him
or her.
Ree$aluate your manager to ma+e ure you ha$e not mipercei$ed him or her.
;t i important to con!ront your manager a%out your pro%lem.
<!ten the pro%lem i a cae o! %eing micromanaged.
Micromanagement i a management tyle 'here a manager cloely o%er$e or
control the 'or+ o! their employee. ;n contrat to gi$ing general intruction
on maller ta+ 'hile uper$iing larger concern/ the micromanager monitor
and aee e$ery tep
Learning !rom your pro%lem manager1 mita+e i recommended/ including i! he or
he i !ired/
When your manager ta+e credit !or your accomplihment/ conider thee tactic,
*icretely con!ront your manager
Ta+e pre$enti$e meaure %y +eeping other in!ormed o! 'or+ in progre
)reent a $alid reaon !or ee+ing recognition
Wor+ing 'ith a diorganized manager can lead to tenion and a peronality clah
8nder thee circumtance/ tact!ully e7plain ho' your manager1 'or+ ha%it
create pro%lem in attaining 'or+ goal
Rely on other to help you attain the in!ormation you need to accomplih 'or+ !or
your manager
Recognize your manager1 %igget pro%lem in organization and o!!er direct
aitance
When your relationhip 'ith your manager doe not impro$e/ it may %e neceary to
ee+ a tran!er
The %et method i to mar+et yourel! to other +ey manager in the company
Thi may in$ol$e eta%lihing a net'or+ o! contact
#pea+ to your manager a%out a tran!er 'ith out indicating your diati!action/
and preent your cae to the human reource department
Questions
1. Which o! the tactic decri%ed in thi chapter 'ould you mot li+ely to ue=
Which 'ould you leat li+ely ue=
". ; thi chapter imply a%out >+iing up to the %o?=
&. Why i >creating a trong preence? conidered a +ey trategy !or getting ahead in
the 'or+ place=