You’ve landed on a free preview of the Managing Your Manager course. We’ve selected two lessons that will help give you an idea of what this course is all about. You’ll find them below. If you’d like to access the rest of the lessons or course materials, you can purchase the course here:
A big challenge concerning internal communication within an organization is creating effective lines of communication between middle and upper management. Communication is one of the most crucial elements of a business’s success because management isn’t typically engaged in all of the tactical details of daily tasks. In an organization with many hierarchical levels, individual employees rarely get the opportunity to sit down with the CEO or the vice president to brief them about the mundane operations of the company.
However, that doesn’t mean that individual employees aren’t a valuable source of the information that upper management vitally needs to receive. Important information makes its way up or down the corporate ladder through the receiving, condensing, and presenting of reports by employees at each level along the way. This is why it’s so crucial that communication channels remain clear between you and your immediate manager; it’s the only way to ensure that information easily circulates through every level of the corporate hierarchy.
As we’ve said before, checking in with your immediate manager is essential to your career prospects. However, that doesn’t mean you should swamp your boss with unwanted updates and reports! Most managers are generally well-rounded and yet skew toward a certain style of communication. The following are five common communication preferences that your manager may exhibit:
Since your manager’s communication style impacts your success at your company, it’s important to sort your manager into one of these categories and adapt your communication style to match. Use the following questions to help you examine your manager’s communication style:
In the last lesson, we talked about how to identify your manager’s communication style. In this lesson, we’re going to take a look at how and when to ask for feedback from your direct manager. But before we begin, you might be asking, “What is a performance review?”
A performance review is a quarterly, biannual, or yearly meeting between you and your direct manager where you go over the work you have completed and your manager provides you with feedback on what you have done well and what you could do better. This audit is followed by a rating. If you performed well, then you could possibly earn a pay raise and a promotion.
Your manager has expectations for what you should and shouldn’t be doing. The problem is we only get to see those expectations when we review the job description. After that, we tend to never see them again.
There are two types of expectations that your manager has for you that are critical to understand if you want to make sure there are no surprises during your performance review:
When you sit down with your direct manager for a 1:1 check-in (a regularly scheduled private meeting with your manager to discuss your work), it’s important to go over your expectations for each other. Here is a good way to prepare for a regular check-in:
We have an email template you can copy/paste and send to your manager to let them know what you’ll learn in the course, and if it will qualify for reimbursement. You can find that here.
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Jordan has spent over a decade forging relationships with CEOs, authors, and entrepreneurs through his professional work on Google’s Mergers and Acquisitions Team, and Google’s Talks Program - a TED-like series recorded for offices worldwide. Jordan’s also the community manager and founder of the Silicon Valley Investor’s Club (SVIC).
Joe is an engineering leader who has dedicated the majority of his career to developing, training, and educating culturally diverse teams. He has been an instrumental part of delivering technical experience to large-scale distributed systems, modern user experiences, cross-platform and multilingual applications.
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