Coaching as a Tool for Managing Up
This is part 2 of a 3-part series on the topic “Coaching in the Workplace”.
Roberto knew that his supervisor had been puzzling over how to accomplish three big projects in a very short time frame. When Roberto sat down to meet with her for his weekly one-on-one, he could see the stress on her face.
“I’ve noticed that you are really impacted by balancing these three projects. Would it be okay if I asked you some questions that might help you see a way through that you haven’t already thought of? It will only take a few minutes.”
“Well, I guess it can’t hurt,” she replied. “Go ahead”
“I’m curious what you’ve already tried to make the work less burdensome?”
“Hmm”, she said as she began listing some things she’d thought of. “I’ve been taking work home and doing it on Saturdays. I also have been canceling non-essential meetings as much as I possibly can.”
“So if I’m hearing you correctly, it sounds like you are trying to work longer and harder to get the work done?” Roberto asked, reflecting back what he heard.
“Yes. I guess that is what I’m doing. Trying to work longer and harder.” she said.
“I’m curious, what would you tell me if the tables were reversed and I was coming to you saying I had 3 high priority projects and didn’t have enough time to complete them?” Roberto inquired.
“Oh that’s a great question. I guess I’d ask you who on your team you can delegate some things to,” she replied quickly.
“Yes. You probably would. So I’m wondering, who on your team can you delegate some things to?”
“It’s totally different. I know how busy you all are. And I don’t want to add to your work.”
“I hear you. And, what would be the benefit to us if you delegated some of this work?”, Roberto asked.
“That’s a tough question. Well, let’s see. You’d be exposed to new aspects of the kinds of work I do.” she said
“And how would that benefit us?”
“It would help you grow and develop. And add to your skill set”.
“That sounds valuable. What would you be modeling for us by delegating?”
“I guess I’d be modeling what I ask you to do. Delegate more,” she laughed.
“So what is the first thing you’d delegate if you were to do so?” Roberto inquired.
“Oh that’s easy. There are several documents I need to read and summarize. It will likely only take 2 hours but I just can’t seem to get to it,” she answered.
“Who do you think could not only do that, but would also benefit from doing it?”
“Wanda has been asking to learn more about this topic. This may be a great project for her. I think I will ask her to take it on. Thank you for this. It feels like one less thing nagging at me. Really. Thank you!”
The term “managing up” has different meanings to many people. Most leaders tell me that they wish their staff were more skillful at managing up. Almost every leader tells their team that the skill of managing up is desirable. But in my experience, almost no one knows what exactly they are being asked to do. Many leaders don’t have the focus, time, or even skillfulness to communicate how you can best be helpful to them when it comes to managing up.
Managing up can be a sticky wicket. How do you know if you are crossing boundaries? Or if you are being too assertive, or not assertive enough? How do you know when and where to make suggestions?
The most productive way to manage up is to use coaching questions with your supervisor or leader.
Important
Managing up is not about manipulating. It is about helping your superior be as effective as they can be.
When you see your supervisor or manager trying to work their way through a challenge, you can say, “Do you mind if I ask you some questions about this? They may lead you to a new solution?” Then ask them to clarify the challenge for you. Listen to the story, verify what you heard, and then deploy your simple, open-ended, curious questions.
Using your coaching tools, you can help them unlock new ways of thinking, find things to delegate, focus on what is most important, and even create new solutions.
Creating an opening for this kind of coaching is important. The timing must be right, you must have established a good relationship that allows them to feel okay with vulnerability, and there must be a reciprocity of trust.
It is essential that you can read the emotional energy in the room so you can determine if your supervisor is in a good place for some curious questions.
Questions When Managing Up:
What might you tell me if I came to you with this challenge?
How will things be different if you solve this challenge?
What is holding you back from taking action?
What if you do nothing?
What is the smallest step you can take?
What do you think your next step might be?
How will you know if this is a success?
How will you know if it fails?
Where have you seen this work before?
What kinds of help would make this flow more easily?
The Navigating Challenging Dialogue® Approach to Coaching in the Workplace teaches a coaching framework that builds coaching skills and confidence. If you are curious about how coaching can improve culture, effectiveness, and outcomes within your team or organization, schedule a time to talk with Beth: http://NCDconsult.com/