HR Professional - October/November 2008 - (Page 66)

T H E L A ST WOR D LEADING UPWARD BY JIM CLEMMER performance. But most leadership development focuses on leading downward or outward. Very few organizations teach how to lead upward. So many supervisors, managers and support staff spend more time complaining about their senior management than doing something to change the situation. They choose to be victims of bad leadership. L eadership development is a big focus for many organizations today. And so it should be. We’re finally recognizing the strong relationship between an organization’s leadership and Strengthening upward leadership HR professionals are in a unique position to both demonstrate and teach upward leadership. Here are a few ways to strengthen those muscles: See and work the big picture. Do you know what keeps those above you in the organization awake at night? What are their key goals and priorities? Find out. Learn how your organizational game is played. Politics involve relationships, trust, power, persuasion and inﬂuence. Build networks and coalitions. Don’t wait, initiate. Set your top three to ﬁve goals. Get your boss’s input and adjust accordingly. Meet regularly to review progress and reset priorities. Set priorities. If you’re feeling overwhelmed, draw up a list of what you’re working on including timeframes, estimated effort and resources required. Review and adjust this list with your boss. Be sure to get agreement on priority order. When the boss comes to you with urgent new priorities, 66 O c t o b e r / N o v e m b e r 2 0 0 8 For a quick reference on leading a weak boss, visit www.hrthoughtleader.com/hrpmextras. Jim Clemmer (www.Clemmer.net) is a keynote speaker, workshop leader, management team developer and author. His new book is Moose on the Table: A Novel Approach to Communications @ Work. HR P R OF E S S I ON A L I L L U S T R AT I O N : B R I A N F R AY pull out your list and ask where those ﬁt in and what should be moved down or off your list. Focus your energy on those things within your control. Carefully pick areas or changes you would like to inﬂuence. Figure out how to let go of those things over which you have no control. Pick your timing. You may need to wait for the right opportunity to approach a key executive. Is he or she more receptive at particular times of the day, in meetings or one-on-one, by conversation or with a carefully crafted proposal? Are they analytical, results-focused, or strong on relationships? Adapt your approach accordingly. Learn by watching others who have a stronger relationship with this executive. Use technology wisely. If a key executive manages by e-mail, respond in kind for most routine matters. However, if he or she sends you a critical e-mail or gets into sensitive people issues by e-mail, never respond in kind. Phone or pay a visit to avoid misunderstandings and escalate emotions. You may need to follow up a phone conversation with an e-mail, documenting what you discussed. Less-effective HR professionals and managers aspire to lead but end up demoralizing their own teams and frustrating themselves by choosing to be disempowered by their bosses or senior executives. Don’t believe that leadership is deﬁned by being in charge. If you aren’t in a position of authority, don’t give away your power by believing you don’t have any. Leadership is an action, not a position. http://www.hrthoughtleader.com/hrpmextras http://www.Clemmer.net

Table of Contents Feed for the Digital Edition of HR Professional - October/November 2008

HR Professional - October/November 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation Human Capital Talent Management Murphy’s Law Wise Counsel On Message HR 101 Interview with Joseph McCool Off the Shelf The Last Word

HR Professional - October/November 2008

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