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![\"jennifer](\"\/images\/glueck.jpg\")
<\/p>\nDear Fearing for my turf,<\/p>\n
Thank you for your thorough explanation of the situation. I empathize with your concerns in coping with your boss, Barbara, now that your peer Lisa will report to the Director and Barbara will likely turn more attention to “micromanaging” your team.<\/p>\n
Before I share some thoughts on how you might approach the situation, I thought it might help to further examine Barbara’s place in this restructuring. While you think you will be demoted, my sense of the situation is that Barbara, not you, will be demoted. <\/p>\n
From your description of Barbara- always looking to get her hands dirty in her teams’ projects- she sounds so insecure about her contribution that she cannot help but jump in on any decision or work at hand, even if it means taking away her direct reports’ sense of ownership. <\/p>\n
So how can you survive this new situation? You will need to hone an important leadership skill: Managing up<\/strong>. Here are some tips for how you can successfully “manage up” in this situation. <\/p>\n 1.)\tBe in tune with your boss’s needs and pressures in the larger organizational context; anticipate what she needs from you to be successful. You state that your boss Barbara is great on the “big ideas, but not good at implementing them.” Your challenge will be to find ways to keep Barbara occupied with conceptual and strategic projects that will support your department and keep her out of your teams’ way in the execution phase. <\/p>\n The good news is you will definitely learn a lot in the process, no matter what the outcome. I wish you the best.<\/p>\n Thank you for writing to Office Politics.<\/p>\n Sincerely,<\/p>\n Jennifer Glueck Bezoza, MA<\/p>\n
\n2.)\tClearly articulate to your boss what you and your team needs to be successful
\n3.)\tLeverage your boss’s strengths and talents in carrying out your objectives and appreciate and acknowledge the value he\/she adds for the team.
\n4.)\tKeep the organization’s best interests and goals in mind in carrying out your work
\n5.)\tContinue to build relationships at all levels in the organization; your network will only benefit your reputation and ability to get things done.
\n6.)\tIf your attempts to manage the situation do not improve the situation, seek trusted guidance and support from HR, another advocate or the Director to whom Barbara reports; think and frame the situation in terms of organizational interests, such as productivity and morale, as opposed to your personal agenda or interests.<\/p>\n