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Home»News»‘Managing Up’, the art of leading your leader

‘Managing Up’, the art of leading your leader

Stanley BowersBy Stanley BowersFebruary 12, 2023No Comments2 Mins Read
‘Managing Up’, the art of leading your leader
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Steps to promote a sustainable impact in the Managing Up with your leaders:

1. Quick Results or “Quick Wins” – They are powerful to gain trust (this is the basic principle of your success), and credibility on the part of your leaders, since it inspires them to bet on your long-term strategies.

2. Relationship, build a strong relationship – The relationship with your leader must be based on respect, honesty, clear, precise and transparent communication. This is important in that base of success, since it promotes the strengthening of confidence.

3. Set clear expectations – sit down with your leader, and understand what is expected of you. What are the results you need to be achieved and what is your role in achieving them.

4. Effective communication – make sure you communicate your ideas, goals and progress effectively. Use objective data, facts, and results to support your views.

5. Show initiative and take the lead – Demonstrate your leadership skills by taking initiative, being proactive, and taking responsibility for projects and activities.

6. Promotes collaboration and teamwork – Don’t be seen as a “lone ranger”, success in the organization is based on the ability to bring the parties together. The initiative and leadership to involve others, and achieve results through the team, will be of high impact.

7. be adaptable – Organizations need flexible people, who adapt to the circumstances and natural challenges that organizations have. The ability to adapt, being open to feedback and adjusting your style when necessary, is essential.

Read:  The brand, a supporting actor or a leading actor?

8. look for feedback – this element is one of the most powerful sources of development. Ask for it regularly, show sincerity by listening, and make changes in your style and management based on them.

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