Check-In:

• What has recently become less important to you?

Big Ideas:

• Look at the lattice of the organization, not just the ladder
• Leap between individual contributor and manager
• No change of nature between the different levels of managers - shift in intensity, but not the nature of the work
• Develop a network of people at and around your level
• At some point you'll be playing the game, so need a wide network to support you
• How do we define a "good working relationship" with your manager?
• Being too passive in the relationship with your manager
• Lack of clarity of expectations and not asking for more clarity
• Bringing people's reputations into your relationship
• Confirmation bias - when you see people through the lens you want to
• Asymmetric power relationships
• When you think your boss should do something differently - you suffer, not them
• Relying too heavily on your power of expertise and not your power of connections
• Managing up connotates teaching your manager how to do their job
• First step - check your own ego
• Second step - develop self awareness, know your triggers, what pisses you off about people
• Third step - Know what motivates you and how your manager aligns or not with those
• Fourth step - Take the time to develop a relationship
• Know your external motivators which are context driven
• The power of working their way gains capital with them and builds trust
• Prove that you can work in their system
• Do you known what your boss needs? How can you "manage up" if you don't know what your boss needs?
• Develop a coaching mindset up toward everyone around you
• Do you ever ask your boss "How can I help?"
• Whether we like it or not we are in service to our manager - we aren't just in service to our direct reports
• Not standing in someone else's shoes for a while
• Empathy can be dangerous. Compassion is less taxing

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