Everyone
is accountable to someone no matter who they are or what their role is. A young
team member may report to a Manager; the Manager may report to a Director; the
Director to a Vice President; the Vice President to the CEO; And the CEO
reports to the investors or board members.
Everyone is accountable to someone.
Companies
have become accustomed to using some rather unfortunate words when describing accountability
relationships. They use terms like:
- Subordinate
:: Superior
- Worker ::
Boss
- Underling
:: Supervisor
- Minion ::
Chief (hopefully not many use this combination)
Given
that terms like these are used to describe accountability within organizations it
is no surprise that our culture has devised a number of crude and derogatory
terms when describing unhealthy accountability relationships. I'm sure you know
the common ones like "yes man", "butt kisser", and the old classic... "brown
noser". Despite the crude implications of these terms I believe they're an apt
description when the relationship is based purely upon works and shallow
praise rather than mutual trust and respect.
If
you do not trust, respect, or even like the person to whom you are accountable
(e.g., Boss, Superior,
Supervisor) yet you purposely spend time with them to garner their praise then
I must assume that this is an unpleasant adventure. It's probably distasteful
and in a word... stinks. (Hence, then
term "brown noser")
However,
it doesn't have to be this way. An often overlooked but very important aspect
of employment is effectively "managing up". (Link 1, Link 2, Link 3) "Managing
up" means that you establish an ongoing, healthy and productive line of
communication with whom you are accountable that yields the best results for
you and your "boss". The working environment and relationship is as much YOUR responsibility
as it is for your "boss".
It
is YOUR responsibility to ‘manage' the person to whom you're accountable by
explaining the following things to them:
- Your
career goals, aspirations, and expectations
- Your
strengths AND your weaknesses
- How you
best receive constructive criticism
- How to
express praise and affirmation to you
(similar to the love languages in a
marriage relationship)
- The type of
work environment in which you are the most effective
(interactive or private, quiet or boisterous,
slow-paced or rapid change, etc.)
- The tools
and information you believe you need to be the most effective and
efficient
- Proactively
sharing roadblocks, frustrations, and disappointments
(Far too often you may be feel
frustrated yet your "boss" literally has no idea; The people you report to
may be many things but they are NEVER mind-readers; It is far more likely
they want to work with you to resolve the issues if they only knew the
level and source of your frustrations)
One
final thought, when expressing these things be articulate and specific.
Simply stating that you're unhappy is not enough information to enact the
change you're expecting.
Curtis S