This week: managing up to executives
This week in the pm-clinic discussion forum: Topic #45 – Managing up to executives. This week’s situation comes from a web development veteran in a new organization.
I am an experienced web development manager: I’ve shipped a few things and have managed people for years. I’m in a new organization now and I’m having a hard time with my VP and the folks that work directly for him (I don’t).
I’m used to having significant authority over my team and my areas. I’m used to being in the room as big decisions that will impact my team are made: I’m at least a party to the discussion, if not at the center of it. I realize my place but I expect my VP or his subordinates to recognize mine.
Now, in this organization, I’m not even in the game. I am dictated to, or given decisions to respond to well beyond the point I can possibly offer alternatives or make a stand. My direct manager is ok, but ineffective. He doesn’t see a problem with how our organization works.
Should I:
1) Suck it up. The results are ok/good even if the means aren’t. Maybe it’s my ego that’s the problem.
2) Go direct to the VP (skip manager) and state my case.
3) Get political. Should I become more aggressive in obtaining power, getting a little rougher in how I play ball, and work around my boss if necessary.
4) Leave. Find a place where my role is more like what I want.
5) ?
Personally, I never settle for second best. If you see areas of improvement, push for it. Argue your case.
If you’re being skipped over, it’s likely because the players involved either 1) proactively want to exclude you; or more likely 2) don’t actually realise the value you can add in this situation.
How do you convince them of 2)? Argue your case, but argue it in a depersonalised manner. Show them what happened in the past, and suggest what could have happened had you been involved sooner. Your aim is to illustrate a positive alternative, not just complain and moan about the current situation.
Most managers will welcome someone offering a proactive solution to a problem, especially if it’s constructed in such a way as it doesn’t appear to be blaming the manager for the original problem. This is key: there is always a bit of ego stroking involved when you want a senior person to swallow a potentially bitter pill.
Failing all this, don’t be afraid to get a little bit political. But just remember all the usual stuff. Assume anything written in an e-mail could turn up in court. And another thing I’ve found is that you would be surprised what senior management will forward around between one another. I have had personal e-mails sent direct to management be brought up in meetings, and it’s clear that it’s been a topic of discussion amongst them. Your direct manager and the VP might share any correspondence you make to either one. Tread carefully!