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jerryking : managing_up   36

Productivity Without Privilege: How to Succeed When You’re Marginalized or Discriminated Against in the Workplace
Oct. 1, 2019 | The New York Times | By Alan Henry.

Productivity isn’t just about getting things done — it’s about spending less time on the things you have to do so you can spend more time on the things you want to much popular productivity advice is accessible only to people who have the option to use it in the first place (e.g. if your boss or co-workers believe that women shouldn’t be in the workplace, or that African-Americans are unmotivated, no “productivity hack” will force them to objectively look at your accomplishments and decisions the way they would employees they view without biases.)......the real factor determining whether you can take productivity advice at face value is "privilege".

* ‘Glamour work’ vs. ‘housework’: Who gets the opportunities matters.....

A 2018 story in Harvard Business Review pointed out that women of color in the workplace are asked to do “office housework” — the behind-the-scenes tasks that keep departments and teams humming — more often than white employees. That kind of work rarely raises an employee’s profile, in contrast to “glamour work,” which is highly visible, helps people make a name for themselves and leads to promotions and other career success.

* Trust your gut: Don’t get gaslit!!
Unfair treatment in the workplace often comes in the form of “microaggressions” — subtle actions that undermine a person and are often explained away by forgetfulness, ignorance, or anything but the malice that usually inspired them. ....gather proof — your own, or someone else’s — to remove doubt (e.g. collect the data — literally document the number of times you’ve been asked to do the office housework). Also, take note of the instances where colleagues are asked to do glamour work, and who they are......find colleagues you can speak with candidly. This way you have a sounding board to help you objectively see through your own self-doubt and determine whether you’ve actually been slighted or ignored, or whether you’re being paranoid.

* You don’t have to be twice as good, but you do have to “manage up”

If you're often volunteering for work that’s less glamorous — the office housework — to make a positive impact, or be seen as active and engaged..... while this drive is well meaning, it can often be counterproductive, and it gives managers cover to ignore their own behaviors and implicit biases when assigning work or handing out opportunities. Your best tool in this case, she said, is learning the fine art of saying "no" without ruining your career......learn how to “manage up” viz a viz your boss. Recognizing quickly whether something is a small or large ask, and how it fits into your personal or team priorities is essential — and asking your boss for clarity on what your team’s priorities are is also essential.

* Beware the lure of “just helping out”.
learning to, and practicing how to, hold back the urge to constantly volunteer,”

* Protect your boundaries.
when some people use methods like these (e.g. “check your email once or twice a day instead of being always available” and “leave your work at work,” ) to improve their work/life balance, they’re seen as organized and productive. When women and workers of color do the same, they can be viewed seen as unmotivated, lazy, or out bias when you experience it,” Ms. Tulshyan said. “Again, it only works in environments where you have the psychological safety — which, sadly, is rare for employees of color — but I’ve taken managers aside in the past and said, ‘I’ve noticed you volunteered me for this committee again, but not my white male colleagues. Could we talk about that?’” The same tactic works in reverse. If you notice that your privileged colleagues are the only ones sent to conferences or given the opportunity to discuss the work your team is doing, mention it to your manager.

* Document everything: Data is your best friend.
keep a work diary of accomplishments and challenges.....look for allies,” “I’ve had a few more-privileged colleagues at my workplaces who would spread the word to our department on my behalf if I accomplished something noteworthy. The great thing is it seems to foster a lot more trust and celebration among the group than if you are always tooting your own horn.”....if you feel frustrated and marginalized, try to keep in mind why you do the work you do, and remember the people who are positively affected by it.
biases  disrespect  equality_of_opportunity  glamour_work  gut_feelings  HBR  managing_up  marginalization  note_taking  office_housework  power_dynamics  privilege  productivity  protect_boundaries  record-keeping  say_"no"  self-doubt  sounding_boards  stereotypes  work_smarter  workplaces 
october 2019 by jerryking
May 31, 2018 | The Globe and Mail | HARVEY SCHACHTER.

Here are 12 crucial factors that consultant Nathan Magnuson says you should consider in decision-making:

* Are you the right person to make the decision?
* What outcomes are you directly respons...
benefits  clarity  core_values  costs  data  data_driven  decision_making  delighting_customers  long-term  managing_up  Occam's_Razor  personal_control  priorities  questions  the_right_people  what_really_matters 
may 2018 by jerryking
Picking Your Workplace Battles - WSJ
Dec. 16, 2014

Many people avoid confrontations, says Dr. Shelley Reciniello, New York, an executive coach and psychologist. But simmering frustrations can come out in other ways, fostering passive-aggressive behavior such as slacking off or backstabbing...It’s important to weigh your ability to control your emotions during a confrontation and to manage any counterfire from your opponent....More than 4 out of 5 corporate employees have conflicts with other employees over priorities, misunderstandings, resources or personality differences...When picking a battle, it is important to be willing to offer a solution or work with others to find one....It’s better to avoid some kinds of battles altogether, such as disputes over someone’s personality or style,
Communicating_&_Connecting  conflicts  confrontations  conversations  emotional_mastery  Managing_Your_Career  managing_people  managing_up  misunderstandings  passive-aggressive  stressful  Sue_Shellenbarger  workplaces 
december 2014 by jerryking
Kelly: The future looks bleak for MLSE – and all its teams -
Aug. 21 2014 | The Globe and Mail |CATHAL KELLY.

After a couple of days of pointedly time-sensitive denials, the news that Tim Leiweke is leaving as president and CEO of Maple Leaf Sports and Entertainment...Mr. Leiweke brought two things that cannot be pulled from the air by a new CEO, regardless of how competent – connections and a single-minded drive to put his personal stamp on every part of a business.
Tim_Leiweke  Toronto_Maple_Leafs  CEOs  MLSE  Drake  managing_up  sports  Cathal_Kelly  entertainment 
august 2014 by jerryking
How a bad boss can stunt your career - The Globe and Mail
Special to The Globe and Mail
Published Tuesday, Aug. 12 2014
Managing_Your_Career  managing_up 
august 2014 by jerryking
Eight Tips for Being a Smart Protégé at Work -
August 17, 2009 | WSJ |By Dawn E. Chandler, Douglas T. Hall and Kathy E. Kram
mentoring  movingonup  networking  managing_up  protégés 
november 2013 by jerryking
How to Stay Hired
March 1995 | Report on Business Magazine | Trevor Cole. Article explores the roles of communication and office culture in determining how long a new executive lasts in his job.
Rogers  organizational_culture  Managing_Your_Career  managing_up  Communicating_&_Connecting  listening  first90days  executive_management 
december 2012 by jerryking
What Are The Risks Of Suing Your Boss? - Orlando Sentinel
April 18, 1997| Wall Street Journal | By Hal Lancaster .

You Could Win The Battle But Lose The War. Career Experts Offer Some Advice To Consider.
litigation  Managing_Your_Career  Hal_Lancaster  managing_up  risks 
december 2012 by jerryking
Being an Effective Boss Means 'Managing Up' Within Organizations -
February 20, 2001 | WSJ | by CAROL HYMOWITZ.

Managers who focus exclusively on underlings and forget about the person they report to are likely to limit not only their success but that of their employees...Stellar leaders know the importance of communicating up, down and across organizations and are adept at figuring out what the boss needs and wants..."Managing up well isn't about jumping up and down and saying, 'Look at all the wonderful things I've done.' It's about understanding your boss's and boss's boss's priorities so you can focus your staff on delivering those objectives and also help move your company forward. People who do this are the linchpins of their companies....there is a big difference between bragging about oneself to bosses and gaining recognition for employees....when assigned a new boss, try to determine exactly what method of communication (i.e. frequency, style) he or she prefers..."Managers owe it to their staffs to tell superiors, 'Here's what my team was able to accomplish,' "
Carol_Hymowitz  managing_up  Managing_Your_Career  leaders  recognition  Communicating_&_Connecting  priorities  linchpins  indispensable 
december 2012 by jerryking
When Seeking a Raise, It Pays to be Tactful
September 11, 2004 | Workopolis - Globe & Mail | by Virginia Galt.

When seeking a raise, issues like longevity, breathing, etc. don't count. Instead, demonstrate your value to the enterprise if you want to be do better than the 3.4% avg. increase that employers budget for....Employers are more than willing to top up the salaries of their top performers...the challenge for employees is to demonstrate their worth....Figure out ways of differentiating yourself, be able to create unique value in an are in charge of what people think of you.
managing_up  negotiations  compensation  salaries  performance_reviews  rewards  Virginia_Galt  self-worth 
august 2012 by jerryking
The Right Way to Ask for a Raise
January 1994 | Working Woman | Stephen M. Pollan and Mark Levine.
In today's cost-conscious environment, chances are you won’t get as big raise as you'd like. But with the right approach, you may be able to boost the one you're given, win other kinds of financial rewards or at least set the stage for a larger increase next time. Your strongest argument: that your salary has not kept pace with your accomplishments or that you are under paid relative to your peers. To better the odds of success, approach your boss only after a positive evaluation or some third-party recognition of your achievements. And don’t hesitate to use flattery.
managing_up  negotiations  compensation  salaries  performance_reviews  decision_making  decision_trees  self-worth 
august 2012 by jerryking
Getting a Better Severance Deal
November 1994 | Working Woman | BY STEPHEN M. POLLAN AND MARK LEVINE.

Severance packages are more negotiable than you may think. Treat them as preliminary offers, not done deals, and use whatever leverage you have. Do not sign a release—or even a statement that you've been terminated—at the initial meeting, when you receive the news. Insist on postponing all decisions to a subsequent meeting with both your direct supervisor and someone from personnel. Say you need the time to digest the news or even that you feel too emotional to continue. Then use this grace period to de1ermine what you really need in tenns of money and other benefits. Draft a memo outlining your dream severance package, listing a reason for each request. And if you suspect that you're being discriminated against—maybe everyone being dismissed is over 40 or female--contact the Equal Employment Opportunity Commission (800-669-4000) or a labor lawyer. When you finally go into your second meeting, try to set aside your hurt and anger. Treat this like any other business negotiation. Be firm but flexible in your requests. and know where to draw your bottom line. Keep in mind that both you and your supervisor want to wrap the matter up as quickly as possible.
litigation  negotiations  decision_making  decision_trees  exits  managing_up  severance 
august 2012 by jerryking
Turning Down an Assignment
May 1994 | Working Woman | Stephen M. Pollack and Mark Levine.

Turning down an unpromising assignment calls for great tact, lest your refusal mark you as lazy. disloyal or uncooperative. To avoid such career-damaging labels. never refuse outright or belittle the project's importance. Instead, ask for time to review the proposal, then wait until you're approached again. “Time is your ally: Your superior's Monday morning inspiration may be forgotten by Wednesday. 3 If not. offer a thoughtful. businesslike reason for refusing the assignment and a collateral suggestion for completing the project. If your boss agrees, reinforce your position in the company by restating your expertise and expressing your willingness to take on future projects. If your boss rejects your proposal. try to spread the potential liability around by requesting that it become a team project. It that's not possible. you have little choice but to accept the assignment despite your qualms. shielding yourself with a memo outlining the obstacles in case the project fails.
Managing_Your_Career  managing_up  decision_making  decision_trees 
august 2012 by jerryking
Getting Ahead Often Requires Stepping Beyond Daily Duties -
February 24, 2004 | WSJ | By KRIS MAHER | Staff Reporter of THE WALL STREET JOURNAL
Managing_Your_Career  managing_up  movingonup 
march 2012 by jerryking
Managing your boss
2005 | HBR | by JohnJ.Gabarro and John P. Kotter
Managing_up  Managing_Your_Career  HBR 
february 2012 by jerryking
How to Manage Your Boss -

The best approach, the kind truth method, involves honestly empathizing with the manager's situation, and expressing that empathy. By appreciating what the manager is facing and why he might be struggling, you open him up to hearing a well-intentioned suggestion about how he can do a better job.

How do I know this works? Because for many years I used it and found myself rewarded for doing so by my superiors. I was the guy that people pushed into the CEO's office and said, "You tell him!" Virtually every time I spoke the kind truth, I found that the CEO listened to me and heeded my advice. Over time I found that he started turning to me. He knew I wouldn't rant and rave at him, nor kiss up. Instead, I would offer candid, helpful advice.
Managing_Your_Career  managing_up  Patrick_Lencioni  howto 
february 2012 by jerryking
Don't Speak. Really. -
MAY 22, 2007

Not Communicating With Your Boss? Count Your Blessings

Managing_Your_Career  managing_up  Communicating_&_Connecting 
october 2011 by jerryking
You have your values; How do you identify your employer's?
Apr 8, 1997 | Wall Street Journal. pg. B.1 | by Hal Lancaster.
How to assess a prospective employer's values before accepting a job?
Managing_Your_Career  Hal_Lancaster  organizational_culture  sleuthing  howto  values  job_search  managing_up 
september 2010 by jerryking
Connect with powers that be - and 'influence up'
Friday, Jul. 24, 2009 | The Globe & Mail | by JIM GRAY. (1)
Do your research (2) Think solutions (3) Be certain(4) Anticipate hard
questions (5) Stay optimistic.
managing_up  Jim_Gray  hard_questions  solution-finders 
july 2009 by jerryking
February / March 2004 | Canadian Treasurer | Bruce McDougall, Managing Editor,
bigotry  managing_up 
may 2009 by jerryking
Robert Gates - Defense Secretary - International Relations - Politics - Iraq - Iran - New York Times
February 10, 2008 | New York Times | By FRED KAPLAN

* Importance of forward thinking/planning: “I learned to ask the
question, What’s Chapter 2?” he said. “If we do this, what will they do?
Then what? Then what? Try to think two, three, four moves out.”
* Making the boss successful.
* Meetings imply an action--a policy decision.
security_&_intelligence  profile  meetings  action-oriented  Robert_Gates  anticipating  Fred_Kaplan  forward_looking  managing_up  APNSA  SecDef 
april 2009 by jerryking Monday Manager - Have a say - get ahead
Undated column by Harvey Schachter with tips from Marshall Goldsmith on how to effectively influence up.
Managing_Your_Career  Harvey_Schachter  tips  managing_up  office_relations  MBAs 
january 2009 by jerryking

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