贝恩-人力资源-职业生涯-Updating Your Manager012.ppt

Updating Your ManagerAuthor:Anthony KerwickContributors:Rob Koczkar,Paul Meehan bcMarch 1998Copyright 1998 Bain&Company,Inc.1updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Focus of effective meetingsObjectives of an updateEffective updates:Process FlowDos and dontsAgenda2updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Highlight range of key content areas of effective updatesProvide guidelines on how to structure an effective updateGive advice on the content and messages in an effective updateModule Objective3updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Plan the workDo the workAssess the implicationsCommunicate the answerDocument the workManager updates are a fundamental step in the Bain manufacturing process.Team process skillsBRAVACore conceptsBusiness research skillsBain computing and mobile computingExcel and PowerPoint trainingMarket researchCore conceptsUpdating your managerCaseteam file managementBRAVABain Manufacturing Process4updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your ManagerFocus of Effective Updates Receive direct feedback and input from your manageryour hypothesisyour analysisyour data and methodologyEnsure that your prioritization fits in with the overall workplanCommunicate client perspectivesCall attention to critical incidents and client issuesRole play client meetings and other interactionsCommunicate your works place in context of overall projectGive feedback to/receive feedback from the rest of the teamBrainstorm ideas,problem solveRaise and resolve team-related issuesManager Updates-from face-to-face to voicemail-provide opportunities for two way communication relating to value addition,client,and the team.Value addition/analysisClientTeamUpdate content5updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Agree in advance on managers degree of involvement in the workplanwhat is the best time to update routinely?at what points can manager add the greatest value?8what are the key approval points requiring manager involvement?8what constitutes a“red flag”or requires early warning?Err on the side of over communication,especially early-onconduct frequent,but succinct,updates until told otherwiseUnderstand managers preferred communication media and accessibility:phonemails,telephone conversations,face-to-face meetingsEstablish mutual boundaries for caseteam work contacttelephone calls/faxes at homeunder what conditions?Determine ground rules concerning basic business etiquettewhat constitutes punctuality,both for meetings and work deadlines?is food a norm at meetings?what degree of formality is expected in each business situation?At the outset of your caseteam relationship,you and your manager should mutually establish ground rules and communication norms.Communication Norms and Ground Rules6updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager The first step in ensuring that manager updates are effective is to be absolutely clear on objectives.Potential objectives depend on the perspectives of the participants.Confidence that the work is on trackInsight into where value liesInsight into client hot buttons/concernsFeedback as to specific actions he or she can take to provide assistance or remove roadblocksclient meetingsframeworksanalytical approachesVP updatesinformation sourcesIdeas and adviceis my hypothesis leveraged?is my data collection methodology as efficient as possible?is my analysis correct?am I managing team/manager/client relationships as effectively as possible?Information and contexthow does my work fit into the whole?is my value addition sufficient and leveraged?Communication of help neededmeeting coveragepre-wiringother air coverDirect feedback and coachingPotential objectives for the managerPotential objectives for the consultantUpdate Objectives7updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager A good update has six steps:Clarify objectivesReview agendaAnswer-First summary of key issuesCommunicate progress/analysisDiscuss other issuesSummarize next stepsEffective Updates:Steps8updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Effective updates include objectives,agenda,key message,activity review,related issues,next steps,and closure.Update ElementsNotesExamplesUpdates objectivesOff-slide,mutually agree on what you both expect to accomplish“Pat,at our first caseteam last week,you asked me toIn the half-hour we have together,I would like to present the results and also call your attention to a concern the client has aboutDoes that sound about right?”AgendaSet agenda items“Good.I suggest,then,that we do the followingAnything else?”Answer-First summaryCommunicate the short term answer“First of all,as we suspected,the insurance business is indeed diluting Panamerica Communications market value.”Effective Updates:Process Flow(1 of 2)9updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Effective updates include objectives,agenda,key message,activity review,related issues,next steps,and closure.Update ElementsNotesExamplesCommunication of activitywhat milestones were reached?what insights gained?what has changed?what has happened which could affect timeline?workflow?deliverables?client relationship?Structure supporting analysis and details using Answer-First pyramidIf possible,cast update information in a format which can be used for client reviews and pre-wiresfocus on insights up-front-not raw datatell a compelling story“The volatility of the insurance businesss earnings is extremely high,which we concluded from first reviewingWhat still concerns us,however,is.I am having some trouble getting my hands around that issue.What would you do?All right,then,by 4 p.m.tomorrow,I will phonemail you the results.”Other related work/issuesIf necessary,allow for time to catch up on other relevant work and issues“Work on my other side is heating up by the end of week.What effect would stretching our timeline on determining new book value by a day have on”Summary of next steps and closureExplicitly agree on specific next steps,timing,deliverables,and follow-up“At our meeting next Tuesday,I will present the followingAnd you will let me know by phonemail if your teleconference tomorrow raises any issues that will affect the market segment analysis workstream.”Effective Updates:Process Flow(2 of 2)10updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Schedule enough timeBring copies of your material for your manager and the other participants in the meetingStart the meeting with agreement on objectives and agendaLink your data collection and analysis to the Answer-First pyramidHighlight specific areas where you think you need helpGet clarity and closure on next steps,timing,deliverables,and follow-upAsk for coaching and feedbackDosDont forget to proofread your slides and check data before the meetingDont show up lateDont rush the communicationDont raise issues without suggestions for how to address themDont rely solely on formal meetings to update your manager on your workDontsDos and Donts11updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager Actively manage your relationship and communications with your supervisorLayout communication norms and ground rules up frontIf in doubt,adopt Answer-First communication as default for internal updatesFocus on necessary and sufficient communicationsDevelop bias for over communicationregular and frequent updates,but keep them concise and focusedDont stop at communicating analytical outputprovide information and seek input on client issuesreceive feedback from the team,if presentraise team-related issuesTakeaways12updatingyourmanagerbcCopyright 1998 Bain&Company,Inc.Updating Your Manager青苹果出品青苹果出品 必属精品必属精品http:/ Your Manager