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1、ManagingYourBossAquarter-centuryago,JohnGabarroandJohnKotterintroducedapowerfulnewlensthroughwhichtoviewthemanager-bossrelationship:onethatrecognizedthemutualdependenceoftheparticipants.Thefactis,bossesneedcooperation,reliability,andhonestyfromtheirdirectreports.Managers,fort
2、heirpart,relyonbossesformakingconnectionswiththerestofthecompany,forsettingpriorities,andforobtainingcriticalresources.Iftherelationshipbetweenyouandyourbossisrocky,thenitisyouwhomustbegintomanageit.Whenyoutakethetimetocultivateaproductiveworkingrelationship--byunderstandingy
3、ourboss'sstrengthsandweaknesses,priorities,andworkstyle–everyonewins.Inthe25yearssinceitwaspublished,thisarticlehastrulyimprovedthepracticeofmanagement.Itssimpleyetpowerfuladvicehaschangedthewaypeoplework,enhancedcountlessmanager-bossrelationships,andimprovedtheperformanceofc
4、orporationsinwaysthatshowuponthebottomline.Overtheyears,ithasbecomeastapleatbusinessschoolsandcorporatetrainingprogramsworldwide.Ifyouforgetieswithyourbossbasedonmutualrespectandunderstanding,bothofyouwillbemoreeffectiveTomanypeople,thephrase"managingyourboss"maysoundunusualo
5、rsuspicious.Becauseofthetraditionaltop-downemphasisinmostorganizations,itisnotobviouswhyyouneedtomanagerelationshipsupward--unless,ofcourse,youwoulddosoforpersonalorpoliticalreasons.Butwearenotreferringtopoliticalmaneuveringortoapplepolishing.Weareusingthetermtomeantheprocess
6、ofconsciouslyworkingwithyoursuperiortoobtainthebestpossibleresultsforyou,yourboss,andthecompany.Recentstudiessuggestthateffectivemanagerstaketimeandefforttomanagenotonlyrelationshipswiththeirsubordinatesbutalsothosewiththeirbosses.Thesestudiesalsoshowthatthisessentialaspectof
7、managementissometimesignoredbyotherwisetalentedandaggressivemanagers.Indeed,somemanagerswhoactivelyandeffectivelysupervisesubordinates,products,markets,andtechnologiesassumeanalmostpassivelyreactivestancevis-à-vistheirbosses.Suchastancealmostalwayshurtsthemandtheircompanies.I
8、fyoudoubttheimportanceofmanagingyourrelationshipwithyourbossorhowdif
