人力資源崗位職責分析課件

bcManagingUpwardDecember1998Copyright?1998Bain&Company,Inc.JacinthaPeerisAuthor:Contributor:DiannaMagnanibcManagingUpwardDecember1991AgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways2ManagingUpwardAgendaUnderstandingtheCTL’sCTLvs.VPRole

TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TopofanalyticpyramidOverallanswer/implications;assigningworkDay-to-dayclientissuesDay-to-dayPDTopofclientpyramidOverallanswer/implicationsOverallcauseatclientExceptional(upordown)performanceissuesCTLRoleVPRole3ManagingUpwardCTLvs.VPRoleTheCTL’sjobMutualDependence

TherelationshipbetweenaVPandaCTLisoneofmutualdependence.InformationAnalysis/outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunicationFeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisor4ManagingUpwardMutualDependenceTherelationMutualSuccess

TheCTL’ssuccesswilldependinpartonhis/herVP’ssuccess.YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)5ManagingUpwardMutualSuccessTheCTL’ssucceCTLObjectives

HelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:6ManagingUpwardCTLObjectivesHelpYourVPWiAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways7ManagingUpwardAgendaUnderstandingtheCTL’sKeySuccessFactors

VPscitefourkeysuccessfactorsformanagingupward.AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway8ManagingUpwardKeySuccessFactorsVPscitefDrivetheValueAddition(1of2)

Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.“Idon’texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”Thinkaboutthebigpicture.“IfIwritetheworkplan,it’sboundtobemorerobustandcovernon-criticalpathissues,becauseIwon’tputthethoughtintofocusingit.”Developahypothesisandaworkplantotestit.Don’texpect(orlet)theVPdoit.“CaseteamleadersseemtothinkthatIhavealltheanswers.I’dlikethemtocometomeandtellmewhatshouldbedone.”“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”CommentsfromVPsStrategies9ManagingUpwardDrivetheValueAddition(1ofDrivetheValueAddition(2of2)

“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,‘Howdoesitaddvalue?’or‘Whyarewedoingthis?’”Filteroutbadideasandprioritizegoodones.“Caseteamleaderssay‘yes’toeverything,evenstupid‘creative’ideas.”“TheCTLneedstokeepinmindwhat’spossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”“Don’tknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”CommentsfromVPsStrategies10ManagingUpwardDrivetheValueAddition(2ofFindtheRightRolefortheVP(1of2)

“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon’tneedhelp.”Don’ttrytodoalltheworkyourself.“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”“You’llgetnocreditfortryingtobeaheroanddoingitallyourself…findtherightwaystofullyinvolveyourbossonthemostimportantissues…collaborationwilloptimizetheendproductforeveryone.”CommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.11ManagingUpwardFindtheRightRolefortheVPFindtheRightRolefortheVP(2of2)

“Definemyrole.Youcan’tdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.”LeveragetheVP’sexpertise.“CTLsconsistentlydon’tconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.”“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).”CommentsfromVPsStrategies12ManagingUpwardFindtheRightRolefortheVPCollaborate

“Offerapointofviewbutbea‘sponge’forcoaching…Putforthyourperspective(it’simportantsinceyou’vehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinput…Donotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimize…Assumethatyourworkwillbeimproved,ifitisn’tyou’renotcollaborating.”Beopentoideas.“Mychallengetoteamleadersandmanagersis‘putyourselfinyourVP’sshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclient’s).ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient’sobjectives.”CommentsfromVPsStrategiesPutyourselfinyourVP’sshoes.CaseteamleadersshouldworkwithVPstoimprovetheirteams’output.13ManagingUpwardCollaborate“OfferapointofCommunicateProgressandIssues

“Ilikepeopletocomebackthedayafterameetingandplayback,‘ThisiswhatIthinkyouwanted.’”UpdateyourVPfrequently.“Managemyexpectationsthroughcommunications.Ihatesurprises.IfIgetnothingbutreassuringphonemails,Iknowthingsaren’tgoingwell.”CommentsfromVPsStrategiesBehonestaboutdifficulties.BykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly.“Iwanttoknowwhat’sgoingonregularly,particularlyonclientissues.”“CTLsalwayssayeverythingisgoinggreat.Iknownothingiseverperfect,soIhavetorootaroundandfindproblems.”“Please,nosurprises.”14ManagingUpwardCommunicateProgressandIssueAgendaUnderstandingtheCTL’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways15ManagingUpwardAgendaUnderstandingtheCTL’sTakeResponsibility*ParaphrasedfromTheServantasLeaderbyRobertGreenleafItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveitToomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions.*TakeresponsibilityformanagingyourrelationshipwithyourVP.16ManagingUpwardTakeResponsibility*ParaphraseAgreeUponHowtheVPShouldManageYouReviewassignmentsanddeliverablesandVP’sperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyou

establishcheckpointsAgreewithyourVPabouthowhe/sheshouldmanageyou.WithyourVP,17ManagingUpwardAgreeUponHowtheVPShouldMAdjustBasedontheCircumstancesYourVP’sstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituationAdjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors:Whenindoubt,proceedwithcautionandfocusonactingproductively.18ManagingUpwardAdjustBasedontheCircumstanAgendaUnderstandingtheCTL’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways19ManagingUpwardAgendaUnderstandingtheCTL’sKeyTakeaways(1of2)TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TherelationshipbetweenaCTLandaVPisoneofmutualdependence;aCTL’ssuccessdependsinpartontheVP’ssuccess.TheCTL’sobjectivesaretohelptheVPwinandtomaketheVPredundant.VPscitefourkeysuccessfactorsformanagingupward:1. Assumefullresponsibilityfordrivingthevalueadditionprocess. a. Thinkaboutthebigpicture. b. Developanhypothesisandaworkplantotestit. c. Filteroutbadideasandprioritizegoodones.2. FindtherightrolefortheVP a. Don’ttrytodoalltheworkyourself. b. LeveragetheVP’sexpertise.20ManagingUpwardKeyTakeaways(1of2)TheCTL’KeyTakeaways(2of2)CTLsmustbeproactiveinmanagingtheirrelationshipwiththeirVPs.Takeresponsibilityformanagingtherelationship.AgreewithyourVPabouthowhe/sheshouldmanageyouinrelationtoeachaspectofthework.Adjustyourdegreeandstyleofupwardmanagementbasedonthecircumstances.4. Communicateprogressandissuesinaclearandstructuredway. a. UpdateyourVPfrequently. b. Behonestaboutdifficulties.

3. CollaboratewiththeVPtoimprovetheoutput. a. Beopentoideas. b. PutyourselfinyourVP’sshoes.21ManagingUpwardKeyTakeaways(2of2)CTLsmus

bcManagingUpwardDecember1998Copyright?1998Bain&Company,Inc.JacinthaPeerisAuthor:Contributor:DiannaMagnanibcManagingUpwardDecember19922AgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways23ManagingUpwardAgendaUnderstandingtheCTL’sCTLvs.VPRole

TheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.TopofanalyticpyramidOverallanswer/implications;assigningworkDay-to-dayclientissuesDay-to-dayPDTopofclientpyramidOverallanswer/implicationsOverallcauseatclientExceptional(upordown)performanceissuesCTLRoleVPRole24ManagingUpwardCTLvs.VPRoleTheCTL’sjobMutualDependence

TherelationshipbetweenaVPandaCTLisoneofmutualdependence.InformationAnalysis/outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunicationFeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisor25ManagingUpwardMutualDependenceTherelationMutualSuccess

TheCTL’ssuccesswilldependinpartonhis/herVP’ssuccess.YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)26ManagingUpwardMutualSuccessTheCTL’ssucceCTLObjectives

HelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:27ManagingUpwardCTLObjectivesHelpYourVPWiAgendaUnderstandingtheCTL’sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways28ManagingUpwardAgendaUnderstandingtheCTL’sKeySuccessFactors

VPscitefourkeysuccessfactorsformanagingupward.AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway29ManagingUpwardKeySuccessFactorsVPscitefDrivetheValueAddition(1of2)

Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.“Idon’texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”Thinkaboutthebigpicture.“IfIwritetheworkplan,it’sboundtobemorerobustandcovernon-criticalpathissues,becauseIwon’tputthethoughtintofocusingit.”Developahypothesisandaworkplantotestit.Don’texpect(orlet)theVPdoit.“CaseteamleadersseemtothinkthatIhavealltheanswers.I’dlikethemtocometomeandtellmewhatshouldbedone.”“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”CommentsfromVPsStrategies30ManagingUpwardDrivetheValueAddition(1ofDrivetheValueAddition(2of2)

“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,‘Howdoesitaddvalue?’or‘Whyarewedoingthis?’”Filteroutbadideasandprioritizegoodones.“Caseteamleaderssay‘yes’toeverything,evenstupid‘creative’ideas.”“TheCTLneedstokeepinmindwhat’spossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”“Don’tknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”CommentsfromVPsStrategies31ManagingUpwardDrivetheValueAddition(2ofFindtheRightRolefortheVP(1of2)

“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon’tneedhelp.”Don’ttrytodoalltheworkyourself.“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”“You’llgetnocreditfortryingtobeaheroanddoingitallyourself…findtherightwaystofullyinvolveyourbossonthemostimportantissues…collaborationwilloptimizetheendproductforeveryone.”CommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.32ManagingUpwardFindtheRightRolefortheVPFindtheRightRolefortheVP(2of2)

“Definemyrole.Youcan’tdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.”LeveragetheVP’sexpertise.“CTLsconsistentlydon’tconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.”“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).”CommentsfromVPsStrategies33ManagingUpwardFindtheRightRolefortheVPCollaborate

“Offerapointofviewbutbea‘sponge’forcoaching…Putforthyourperspective(it’simportantsinceyou’vehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinput…Donotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimize…Assumethatyourworkwillbeimproved,ifitisn’tyou’renotcollaborating.”Beopentoideas.“Mychallengetoteamleadersandmanagersis‘putyourselfinyourVP’sshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclient’s).ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient’sobjectives.”CommentsfromVPsStrategiesPutyourselfinyourVP’sshoes.CaseteamleadersshouldworkwithVPstoimprovetheirteams’output.34ManagingUpwardCollaborate“OfferapointofCommunicateProgressandIssues

“Ilikepeopletocomebackthedayafterameetingandplayback,‘ThisiswhatIthinkyouwanted.’”UpdateyourVPfrequently.“Managemyexpectationsthroughcommunications.Ihatesurprises.IfIgetnothingbutreassuringphonemails,Iknowthingsaren’tgoingwell.”CommentsfromVPsStrategiesBehonestaboutdifficulties.BykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly.“Iwanttoknowwhat’sgoingonregularly,particularlyonclientissues.”“CTLsalwayssayeverythingisgoinggreat.Iknownothingiseverperfect,soIhavetorootaroundandfindproblems.”“Please,nosurprises.”35ManagingUpwardCommunicateProgressandIssueAgendaUnderstandingtheCTL’sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways36ManagingUpwardAgendaUnderstandingtheCTL’sTakeResponsibility*ParaphrasedfromTheServantasLeaderbyRobertGreenleafItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveitToomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions.*TakeresponsibilityformanagingyourrelationshipwithyourVP.37ManagingUpwardTakeResponsibility*ParaphraseAgreeUponHowtheVPShouldManageYouReviewassignmentsanddeliverablesandVP’sperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyou

establishcheckpointsAgreewithyourVPabouthowhe/sheshouldmanageyou.WithyourVP,38ManagingUpw