人力资源职业生涯工具（2）(英)
- 1. Updating Your ManagerAuthor: Anthony KerwickContributors: Rob Koczkar, Paul Meehan bcMarch 1998Copyright© 1998 Bain & Company, Inc. 1updatingyourmanager
- 2. Focus of effective meetings Objectives of an update Effective updates: Process Flow Do’s and don'tsAgenda2updatingyourmanager
- 3. Highlight range of key content areas of effective updates Provide guidelines on how to structure an effective update Give advice on the content and messages in an effective updateModule Objective3updatingyourmanager
- 4. Plan the workDo the workAssess the implicationsCommunicate the answerDocument the workManager updates are a fundamental step in the Bain manufacturing process.Team process skills BRAVACore concepts Business research skills Bain computing and mobile computing Excel and PowerPoint training Market researchCore conceptsUpdating your managerCaseteam file management BRAVABain Manufacturing Process4updatingyourmanager
- 5. Focus of Effective UpdatesReceive direct feedback and input from your manager your hypothesis your analysis your data and methodology Ensure that your prioritization fits in with the overall workplanCommunicate client perspectives Call attention to critical incidents and client issues Role play client meetings and other interactionsCommunicate your work’s place in context of overall project Give feedback to/receive feedback from the rest of the team Brainstorm ideas, problem solve Raise 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 content5updatingyourmanager
- 6. Agree in advance on manager’s degree of involvement in the workplan what is the best time to update routinely? at what points can manager add the greatest value? what are the key approval points requiring manager involvement? what constitutes a “red flag” or requires early warning? Err on the side of over communication, especially early-on conduct frequent, but succinct, updates until told otherwise Understand manager’s preferred communication media and accessibility: phonemails, telephone conversations, face-to-face meetings Establish mutual boundaries for caseteam work contact telephone calls/faxes at home under what conditions? Determine ground rules concerning basic business etiquette what 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 Rules6updatingyourmanager
- 7. 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 track Insight into where value lies Insight into client hot buttons/concerns Feedback as to specific actions he or she can take to provide assistance or remove roadblocks client meetings frameworks analytical approaches VP updates information sourcesIdeas and advice is 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 context how does my work fit into the whole? is my value addition sufficient and leveraged? Communication of help needed meeting coverage pre-wiring other air cover Direct feedback and coachingPotential objectives for the managerPotential objectives for the consultantUpdate Objectives7updatingyourmanager
- 8. A good update has six steps:Clarify objectivesReview agendaAnswer-First summary of key issuesCommunicate progress/ analysisDiscuss other issuesSummarize next stepsEffective Updates: Steps8updatingyourmanager
- 9. Effective updates include objectives, agenda, key message, activity review, related issues, next steps, and closure.Update ElementsNotesExamplesUpdate’s objectivesOff-slide, mutually agree on what you both expect to accomplish“Pat, at our first caseteam last week, you asked me to…In the half-hour we have together, I would like to present the results and also call your attention to a concern the client has about…Does that sound about right?”AgendaSet agenda items“Good. I suggest, then, that we do the following…Anything 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)9updatingyourmanager
- 10. Effective updates include objectives, agenda, key message, activity review, related issues, next steps, and closure.Update ElementsNotesExamplesCommunication of activity what 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 pyramid If possible, cast update information in a format which can be used for client reviews and pre-wires focus on insights up-front - not raw data tell a compelling story“The volatility of the insurance business’s earnings is extremely high, which we concluded from first reviewing…What 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 following…And 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)10updatingyourmanager
- 11. Schedule enough time Bring copies of your material for your manager and the other participants in the meeting Start the meeting with agreement on objectives and agenda Link your data collection and analysis to the Answer-First pyramid Highlight specific areas where you think you need help Get clarity and closure on next steps, timing, deliverables, and follow-up Ask for coaching and feedbackDo’sDon’t forget to proofread your slides and check data before the meeting Don’t show up late Don’t rush the communication Don’t raise issues without suggestions for how to address them Don’t rely solely on formal meetings to update your manager on your workDon’tsDo’s and Don’ts11updatingyourmanager
- 12. Actively manage your relationship and communications with your supervisor Layout communication norms and ground rules up front If in doubt, adopt Answer-First communication as default for internal updates Focus on "necessary and sufficient" communications Develop bias for over communication regular and frequent updates, but keep them concise and focused Don’t stop at communicating analytical output provide information and seek input on client issues receive feedback from the team, if present raise team-related issuesTakeaways12updatingyourmanager
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