Find Out the Best Way to Manage Your Boss

Most managers concentrate on managing the people below them. However, really intelligent managers find it just as important to “manage upwards”. Success in managing your own boss depends on understanding the individual. This means considering fundamental questions about his or her abilities and personality.

First, think about how bright your boss is. Forget about qualifications and reputation. The real test is “fluid intelligence”: how quick a person is when faced with unfamiliar situations. Bright bosses, who tend to be flexible, accept change relatively easily and are often intolerant of those who are less quick. Reminding them of this can be done in a flattering way and may help everybody.

Less intelligent bosses need more careful handling. They resist new ideas and are frightened of bright young employees. Really dim bosses don’t even know that they are dim. They need a lot of support: give them suggestions and show them how to do things. But don’t make them rely on you too much, or they may block your progress.

As for personality, they are five traits to consider. The first is the most difficult: neuroticism. Stable bosses deal well with stress; neurotics are often unpredictable and need constant help and reassurance. They have self-defeating characteristics that can defeat you if you are not careful. To manage them well, you may have to leave them alone.

The second characteristic is extroversion. Extroverts are active and sociable. They like to take risks and are liable to make mistakes. They need watching and require lots of stimulation. Introverts, on the other hand, are not shy; they just lack the need for excitement. They think first and speak later, and may seem slow and distant. They prefer listening to talking, and e-mails to brain-storming. Understand their likes and dislikes, and you yourself will become more trusted and liked.

The third personality dimension is conscientiousness. We all like our managers to be efficient, organized, reliable and responsible. However, conscientious managers can be intolerant and don’t like taking risks. On the other hand, managers who are not conscientious are careless with time, money and their responsibilities to others. They need lots of support, but in the end probably need to be removed for the good of the company.

The fourth trait is agreeableness. Highly agreeable managers – those who are trusting, kind and appreciative – are well-liked and have a reputation for being good bosses. Disagreeable managers may be forgiven if they have great abilities. But if you have such a boss, the best strategy is to leave – or stay out of his or her way.

The fifth characteristic is openness to experience. Open managers tend to be imaginative, original and creative. They welcome change and are open to the ideas of others. In jobs that need little imagination, this can be a handicap. But the really difficult managers are those who are not open. They have conventional ways of thinking and behaving. To help them, provide them with suggestions and new ideas.

If you have a bright, stable, agreeable, conscientious and open boss, celebrate your luck. If not, practise upward management skills.