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Sinnou N: The Art of Kissing Up

The Art of Kissing Up

Today's best leaders know how to lead up, a necessary strategy when a supervisor is micromanaging rather than macrothinking, when a division president offers clear directives but can't see the future, or when investors demand instant gain but need long-term growth. Through vivid, compelling stories, Michael Useem reveals how upward leadership can transform incipient disaster into hard-won triumph. For example, U.S. Marine Corps General Peter Pace reconciled the conflicting priorities of six bosses by keeping them well informed and challenging their instructions when necessary. Useem also explores what happens when those who should step forward fail to do so—Mount Everest mountaineers might have saved themselves from disaster during a fateful ascent if only they had questioned their guides' flawed decisions. Leading Up is a call to action. It asks us to get results by helping our superiors lead and by building on the best in everybody's nature, and it offers a pragmatic blueprint for doing so.

Today’s best leaders know how to lead up, a necessary strategy when a supervisor is micromanaging rather than macrothinking, when a division president offers clear directives but can’t see the future, or when investors demand instant gain but need long-term growth. Through vivid, compelling stories, Michael Useem reveals how upward leadership can transform incipient disaster into hard-won triumph. For example, U.S. Marine Corps General Peter Pace reconciled the conflicting priorities of six bosses by keeping them well informed and challenging their instructions when necessary. Useem also explores what happens when those who should step forward fail to do so—Mount Everest mountaineers might have saved themselves from disaster during a fateful ascent if only they had questioned their guides’ flawed decisions. Leading Up is a call to action. It asks us to get results by helping our superiors lead and by building on the best in everybody’s nature, and it offers a pragmatic blueprint for doing so.

How to Lead Your Boss So You Both Win

Leading Up

HBR's 10 Must Reads

"Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we're asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization-and its people-adapt to our changing world. If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change-all while getting things done. This book will inspire you to build teams and develop talent; transform your role from intermediary to innovator; encourage critical thinking; foster a culture of psychological safety; lead change by leveraging internal networks; understand the cognitive and emotional drain of having both high and low power; and form partnerships at every level of the organization"--

Collaborator. Communicator. Connector. Coach.As a mid-level manager, you're being tasked with more than ever before. You're expected to lead innovation, develop talent, execute on strategy, create an inclusive culture, and help your people adapt to constant change. How can you do it all and be successful?If you read nothing else on being an effective mid-level manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you build buy-in up and down your organization, secure time and resources for key projects, and lead change—all while getting the most important work done.This book will inspire you to:<ul><li>Build winning teams and develop talent</li><li>Transform your role from intermediary to innovator</li><li>Foster a culture of psychological safety</li><li>Balance being a leader with being an individual contributor</li><li>Form partnerships and leverage internal networks</li><li>Lead your organization from the middle</li></ul>This collection of articles includes "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "The Real Value of Middle Managers," by Zahira Jaser; "In Praise of Middle Managers," by Quy Nguyen Huy; "Managing Your Boss," by John J. Gabarro and John P. Kotter; "Get the Boss to Buy In," by Susan J. Ashford and James Detert; "The Secrets of Great Teamwork," by Martine Haas and Mark Mortensen; "How the Best Bosses Interrupt Bias on Their Teams," by Joan C. Williams and Sky Mihaylo; "Making the Hybrid Workplace Fair," by Mark Mortensen and Martine Haas; "Why Strategy Execution Unravels—and What to Do About It," by Donald Sull, Rebecca Homkes, and Charles Sull; "The Leader as Coach," by Herminia Ibarra and Anne Scoular; "Make the Most of Your One-on-One Meetings," by Steven G. Rogelberg; "Learn When to Say No," by Bruce Tulgan; and "Begin with Trust," by Frances Frei and Anne Morriss.

HBR's 10 Must Reads for Mid-Level Managers

Brennan Renvik

What Great Leaders Do Then

When the Plan Breaks

&lt;b&gt;Lead from any level with the power of buy-in&lt;/b&gt; &lt;p&gt;&lt;i&gt;Work with Me&lt;/i&gt; shows you how to master the art of the 'buy-in.' You achieve better results when people go along with your ideas because they &lt;i&gt;want&lt;/i&gt; to, not because they &lt;i&gt;have&lt;/i&gt; to; the key is knowing how to build that kind of commitment This is the art of buy-in, and it's one of the most powerful skills you can have. When people are fully on board, they bring their full selves to the project. This drives their priorities, their performance, their innovation and ultimately, your outcome. Buy-in sits at the heart of creative and collaborative cultures; it drives highly adaptive and nimble teams. This book is a how-to guide for achieving buy-in, regardless of your leadership level. It's not about using power and authority, it's about building support and commitment to your ideas and initiatives. You can lead from any level, even laterally, and have a positive impact on the way things are done in your organisation. This book is your coach for speaking up, standing out and embracing the changes that fuel engaged workplaces and better business. &lt;ul&gt; &lt;li&gt;Build engagement, agreement, commitment and ownership&lt;/li&gt; &lt;li&gt;Overcome obstacles and drive stellar performance&lt;/li&gt; &lt;li&gt;Deliver optimal outcomes through enthusiastic collaboration&lt;/li&gt; &lt;li&gt;Boost creativity, passion, energy and focus&lt;/li&gt; &lt;/ul&gt; &lt;p&gt;In the shift from traditional industrial economies to a value-focused economy of ideas, organisations thrive on great ideas, but those ideas don't count unless they're actually implemented. &lt;i&gt;Work with Me&lt;/i&gt; shows you how to get people on board so you can bring great ideas to life.

Simon Dowling

How to Get People to Buy into Your Ideas

Work with Me

&lt;p&gt;&lt;b&gt;Get what you need to achieve your objectives and produce results&lt;/b&gt;&lt;/p&gt; &lt;p&gt;&lt;i&gt;Influence Without Authority&lt;/i&gt; is the classic guide to getting what you need from people you don't control. Getting things done requires collaboration, and convincing others to contribute requires political skill; this book introduces the Exchange Model, in which you get what you need by offering something of value in return. The key lies in knowing what the other person values—that's their "currency," and it's your immediate tool for coaxing their cooperation. This model has been proven over decades, as organizations around the world have turned away from frustration and resignation toward collaboration and results. This book shows you how to implement the Exchange Model at the personal, team, and organizational level to raise the bar for performance and leadership.&lt;/p&gt; &lt;p&gt;This new third edition has been updated reflect the changing face of the workplace, and includes new examples and information on geographically dispersed virtual teams. Supplementary materials facilitate classroom and training use with discussions, role-play, videos, and other ancillaries that deepen understanding and promote practical application.&lt;/p&gt; &lt;ul&gt; &lt;li&gt;Get what you need from the people who have it through mutual exchange&lt;/li&gt; &lt;li&gt;Think in terms of interest, and pinpoint the "currencies" other people trade in&lt;/li&gt; &lt;li&gt;Apply the Exchange Model across entire organizations to lead major change&lt;/li&gt; &lt;/ul&gt; &lt;ul&gt; &lt;li&gt;Learn practical real-world strategies for influencing those you do not control&lt;/li&gt; &lt;/ul&gt; &lt;p&gt;The ability to influence those not under your authority is becoming ever more valuable. Organizations are flattening, and outside contractors are taking on larger roles than ever before—getting results now means lateral cooperation, often across borders, time zones, organizations, and more. &lt;i&gt;Influence Without Authority&lt;/i&gt; provides a proven model for success in this new environment, with expert guidance for real-world application.&lt;/p&gt;

Allan R. Cohen

David L. Bradford

Influence Without Authority

The Right Altitude Field Guide

Managing up isn't politics. It's translation.

You do excellent work. The people who decide your future have no idea. Your boss knows, mostly, but the room where the promotion gets decided is full of people who have never seen what you do. When your name comes up, your boss can't make the case, because you never gave them the words. "He's great" isn't an argument. 3 years of great work, invisible to the people who mattered most. The gap was never your performance. Nobody translated it upward.

Most leaders who feel micromanaged, overlooked, or second-guessed decide the boss is the problem. Usually it's the format. The thorough weekly report sitting unread in a verbal processor's inbox. The 30-slide deck when the boss needed 3 bullets. Good work doesn't speak for itself. It whispers.

This field guide is about making your value visible without playing politics. It's built around 5 practices for the most consequential relationship you have at work:

Reading Your Boss. Learn how your boss takes in information, how they decide, and what keeps them up at night, using the Boss Decoder and the Information Pyramid. Then deliver your work in the format that actually lands, including when your boss is overwhelmed, new to the level, or being managed out.

The Strategic Narrative. Your boss doesn't need your 30 slides. They need your 3 sentences: what you're doing, why it matters to their priorities, and what's next. A story they can repeat in a talent review without you in the room.

The Friday Update. 3 bullets, every week: what moved, what's coming, and the thing your boss should know. It quiets the ad hoc status requests and builds the record that speaks for you when you're not in the room.

The Sponsor Map. Name the 5 people who influence your next career move and what each one actually knows about your work. Learn the difference between a mentor, an advocate, and a sponsor, so your career doesn't hang on a single relationship.

Pushing Back Without Pushing Away. Disagree before the decision, commit fully after it, and build a track record that makes your agreement mean something. Plus what to do when your boss can't take pushback.

Start with the 5-question diagnostic to find your weakest link, then go straight to the practice that fixes it. Every practice comes with coaching questions, a 48-hour experiment, and a 30-day build. Section Three names the 5 managing up patterns (the Whisper, the Single Pipeline, the Echo, the Reporter, and the Avoider), the seams where 2 practices quietly fail together, a plan for your first 90 days with a new boss, and a timeline so you don't quit before it works. An appendix covers the boss types you'll meet, from the Flamethrower and the Gatekeeper to the Ghost and the Oracle, with what changes in how you work with each.

The stories are drawn from coaching conversations.

The goal was never to manage your boss. You can't. The goal is to manage what you do control: what reaches them, in what form, and how often.

Part of The Right Altitude Field Guide series: short, practical guides by executive coach Don Eash, MCC, ACTC.

Working With Your Boss Without Losing Yourself

The Right Altitude Field Guide to Managing Up

A practical, user-friendly guide to the most dreaded of all business tasks. Written by two top business trainers, this guide reveals the strategies and language skills needed to make the most of performance appraisals-for both the reviewers and the reviewed. It breaks the process into five simple steps and explains what to say with hundreds of winning phrases organized by topic (and hundreds of counterproductive phrases too). Also included is advice on preparing an agenda, body language, and tone of voice-plus true success and horror stories.

Written by two top business trainers, this guide reveals the strategies and language skills needed to make the most of performance appraisals - for both the reviewers and the reviewed. It breaks the process into five simple steps and explains what to say with hundreds of winning phrases organized by topic (and hundreds of counterproductive phrases too). Also included is advice on preparing an agenda, body language, and tone of voice - plus true success and horror stories.

Phrases and Strategies for Painless and Productive PerformanceReviews

How To Say It Performance Reviews

An indispensable guide to navigating power dynamics, building effective relationships with higher-ups, and earning more authority, freedom, and confidence at work—from one of today’s “most innovative career coaches” (Insider). “Outstanding. Wilding's scripts and strategies show us a better way to get ahead at work.”—Greg McKeown, New York Times bestselling author of Essentialism and Effortless WINNER: Society for Advancing Business Editing and Writing (SABEW) Best in Business Book Award, Career and Financial Development Do you feel vulnerable to the whims of your boss, peers, or internal politics, pushing through each day with a nagging undercurrent of anxiety? Maybe you’re micromanaged, interrupted in meetings, saddled with busy work, or overlooked for career opportunities. But what if you could subtly teach those above you to value your ideas and treat you with respect—without ever changing your job title? Human behavior professor and award-winning executive career coach Melody Wilding has helped thousands of clients advocate for their needs at work while navigating the minefield of office politics. In this clear, tactical guide, Wilding shows you how to operate from a position of power—even if you lack formal authority—to build the emotional intelligence, relational capital, and negotiation savvy to succeed in a world of competing stakeholders and remote work. Drawing on real-life client stories and the latest research on trust and persuasion, Managing Up distills a vital skillset into ten key conversations, including: • The Alignment Conversation: How can I get in my boss’s head to understand their needs, motivations, and goals? • The Styles Conversation: Will I earn more respect from my manager if I get to the point quickly, or should I try swapping stories and building rapport? • The Boundaries Conversation: How do I say no and push back with tact when my manager saddles me with yet another task? Packed with time-tested strategies, detailed scripts, and transformative insights, this book is a must-read for professionals of all levels ready to reclaim control of their careers.

An indispensable guide to navigating power dynamics, building effective relationships with higher-ups, and earning more authority, freedom, and confidence at work—from one of today’s “most innovative career coaches” (Insider). “Outstanding. Wilding's scripts and strategies show us a better way to get ahead at work.”—Greg McKeown, New York Times bestselling author of Essentialism and Effortless WINNER: Society for Advancing Business Editing and Writing (SABEW) Best in Business Book Award, Career and Financial Development Do you feel vulnerable to the whims of your boss, peers, or internal politics, pushing through each day with a nagging undercurrent of anxiety? Maybe you’re micromanaged, interrupted in meetings, saddled with busy work, or overlooked for career opportunities. But what if you could subtly teach those above you to value your ideas and treat you with respect—without ever changing your job title? Human behavior professor and award-winning executive career coach Melody Wilding has helped thousands of clients advocate for their needs at work while navigating the minefield of office politics. In this clear, tactical guide, Wilding shows you how to operate from a position of power—even if you lack formal authority—to build the emotional intelligence, relational capital, and negotiation savvy to succeed in a world of competing stakeholders and remote work. Drawing on real-life client stories and the latest research on trust and persuasion, Managing Up distills a vital skillset into ten key conversations, including: • The Alignment Conversation: How can I get in my boss’s head to understand their needs, motivations, and goals? • The Styles Conversation: Will I earn more respect from my manager if I get to the point quickly, or should I try swapping stories and building rapport? • The Boundaries Conversation: How do I say no and push back with tact when my manager saddles me with yet another task? Packed with time-tested strategies, detailed scripts, and transformative insights, this book is a must-read for professionals of all levels ready to reclaim control of their careers.

How to Get What You Need from the People in Charge

Managing Up

Balance being a leader with being an individual contributor.Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we're asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization—and its people—adapt to our changing world.If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change—all while getting things done.This book will inspire you to:<ul><li>Build teams and develop talent</li><li>Transform your role from intermediary to innovator</li><li>Encourage critical thinking</li><li>Foster a culture of psychological safety</li><li>Lead change by leveraging internal networks</li><li>Understand the cognitive and emotional drain of having both high and low power</li><li>Form partnerships at every level of the organization</li></ul>HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Balance being a leader with being an individual contributor.Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we're asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization—and its people—adapt to our changing world.If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change—all while getting things done.This book will inspire you to:<ul><li>Build teams and develop talent</li><li>Transform your role from intermediary to innovator</li><li>Encourage critical thinking</li><li>Foster a culture of psychological safety</li><li>Lead change by leveraging internal networks</li><li>Understand the cognitive and emotional drain of having both high and low power</li><li>Form partnerships at every level of the organization</li></ul>HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Reclaim your confidence at work so you can hire smarter, read the room and lead difficult moments without second-guessing yourself. What To Do If...? helps you handle real workplace situations with clarity and confidence. Written by workplace behavior specialist Anne-Maartje Oud, this field-tested guide distils the 35 questions she's heard most over two decades training managers, HR professionals and teams. Organized into five focused parts on personal development, communication, collaboration, leadership and difficult conversations, it blends research, real examples and simple tools you can use right away. Learn how to spot toxic hiring red flags before they damage your culture, decode body language and nonverbal cues, and respond constructively when emotions run high or someone cries at work. Use practical scripts, checklists and decision points to prepare for interviews, lead confident one-to-ones and navigate conflict with calm authority. Build emotional intelligence, set boundaries that stick and create safer, more productive conversations where performance and trust grow. Walk away with a repeatable approach for high-stakes situations so you become the steady, trusted person who knows what to do, no matter what happens next. Themes include: hiring and interviewing, nonverbal communication; emotions at work, difficult conversations and conflict, everyday communication and collaboration, practical leadership habits.

How to Handle Any Situation at Work and Come Out Winning

What To Do If...?

Was it a typo when the CEO mandated that the organization "institutionalize incompetents"? If not, how did the company wind up institutionalizing incompetence instead? How to Work for an Idiot is still the confessions of a recovering Idiot Boss. After decades of writing and consulting, Dr. Hoover finally realized that many of the people he kept trying to "energize" and "enlighten" were, well, idiots. More importantly, he was an idiot for thinking he could change them. This new edition of How to Work for an Idiot is bigger and better--and filled with even more idiots--than before. The same technology that has enabled cluelessness from the corner office to go viral can help you protect yourself and keep your inner idiot in check. Yes, the book goes that deep. Not every boss is an idiot, and not every idiot is a boss. Let Dr. Hoover help you find the wisdom to know the difference.

Survive &amp; thrive without killing your boss

Survive and Thrive Without Killing Your Boss

How to Work for an Idiot, Revised and Expanded with More Idiots, More Insanity, and More Incompetency

"The best advice is simple, direct, and immediately actionable. Roberta delivers on all this and more. A lifesaving guide for any new manager!" - Marshall GoldsmithAs companies reorganize and reengineer, people are finding themselves tossed into management every day with little to no training or preparation. Literally two books in one, Suddenly in Charge provides all of the tools necessary to be successful at managing up and down the line of any organization. In addition to updates to all chapters, this revised and updated edition features 7 new chapters aligned to modern approaches to management. New topics include: executive presence, working with a coach or mentor, employee retention, creating purpose, the multi-generational workforce and more.

The New Manager's All-In-One Guide to Shine From Day One

Managing Up, Managing Down, Succeeding All Around

Suddenly in Charge

The Art of Kissing Up

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