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bcManagingUpwardDecember1998Copyright©1998Bain&Company,Inc.JacinthaPeerisAuthor:Contributor:DiannaMagnanibcManagingUpwardBOS2ManagingUpwardAgenda•UnderstandingtheCTL’sRole•KeySuccessFactors•TakingaProactiveApproach•KeyTakeawaysbcManagingUpwardBOS3ManagingUpwardCTLvs.VPRoleTheCTL’sjobistorunthecaseonaday-to-daybasis.TheVP’sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient’ssuccess.•Topofanalyticpyramid•Overallanswer/implications;assigningwork•Day-to-dayclientissues•Day-to-dayPD•Topofclientpyramid•Overallanswer/implications•Overallcauseatclient•Exceptional(upordown)performanceissuesCTLRoleVPRolebcManagingUpwardBOS4ManagingUpwardMutualDependenceTherelationshipbetweenaVPandaCTLisoneofmutualdependence.•Information•Analysis/output•Insights•Proactiveapproachtowork•Commitment•Dependability•Trust,honesty,andopencommunication•Feedbackandcoaching•Informationontheclientandtheindustry•Priorities•Resources•InfluencewithclientandwithinBain•Increasingresponsibilities,challengingwork•Trust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisorbcManagingUpwardBOS5ManagingUpwardMutualSuccessTheCTL’ssuccesswilldependinpartonhis/herVP’ssuccess.•YourVPmustsucceedifyouaretosucceed•YourVPwillwantyoutosucceed(aslongasyouwanthim/hertosucceed)•YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)bcManagingUpwardBOS6ManagingUpwardCTLObjectivesHelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:bcManagingUpwardBOS7ManagingUpwardAgenda•UnderstandingtheCTL’sRole•KeySuccessFactors•TakingaProactiveApproach•KeyTakeawaysbcManagingUpwardBOS8ManagingUpwardKeySuccessFactorsVPscitefourkeysuccessfactorsformanagingupward.•Assumefullresponsibilityfordrivingthevalueadditionprocess•FindtherightrolefortheVP•CollaboratewiththeVPtoimprovetheoutput•CommunicateprogressandissuesinaclearandstructuredwaybcManagingUpwardBOS9ManagingUpwardDrivetheValueAddition(1of2)Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess.•“Idon’texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance.”•Thinkaboutthebigpicture.•“IfIwritetheworkplan,it’sboundtobemorerobustandcovernon-criticalpathissues,becauseIwon’tputthethoughtintofocusingit.”•Developahypothesisandaworkplantotestit.Don’texpect(orlet)theVPdoit.•“CaseteamleadersseemtothinkthatIhavealltheanswers.I’dlikethemtocometomeandtellmewhatshouldbedone.”•“Searchoutfeedbackfromthemanager/VP,butdrivetheprocessyourself.”CommentsfromVPsStrategiesbcManagingUpwardBOS10ManagingUpwardDrivetheValueAddition(2of2)•“Whengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,‘Howdoesitaddvalue?’or‘Whyarewedoingthis?’”•Filteroutbadideasandprioritizegoodones.•“Caseteamleaderssay‘yes’toeverything,evenstupid‘creative’ideas.”•“TheCTLneedstokeepinmindwhat’spossible.IfIaskfortoomuch,he/sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently.”•“Don’tknowinglyovercommit-youareinabetterpositiontoassesswhatisdoable.”CommentsfromVPsStrategiesbcManagingUpwardBOS11ManagingUpwardFindtheRightRolefortheVP(1of2)•“Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon’tneedhelp.”•Don’ttrytodoalltheworkyourself.•“CTLs,drivenbypromotionangst,over-assumewhattheirjobis.Theytrytomakeeveryoneredundant.”•“You’llgetnocreditfortryingtobeaheroanddoingitallyourself…findtherightwaystofullyinvolveyourbossonthemostimportantissues…collaborationwilloptimizetheendproductforeveryone.”CommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP.bcManagingUpwardBOS12ManagingUpwardFindtheRightRolefortheVP(2of2)•“Definemyrole.Youcan’tdoeverythingyourself.PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase.”•LeveragetheVP’sexpertise.•“CTLsconsistentlydon’tconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterial.Imightnothelpwithdetailedanalysis,butIknowtheoverallclientsituation.”•“CTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo).”CommentsfromVPsStrategiesbcManagingUpwardBOS13ManagingUpwardCollaborate•“Offerapointofviewbutbea‘sponge’forcoaching…Putforthyourperspective(it’simportantsinceyou’vehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinput…Donotunfailinglydefendyourpointofview-putitourthereandthencollaboratewithyourbosstooptimize…Assumethatyourworkwillbeimproved,ifitisn’tyou’renotcollaborating.”•Beopentoideas.•“Mychallengetoteamleadersandmanagersis‘putyourselfinyourVP’sshoes-thinkabouthowtohelpsolvetheirissues(asyouwouldaclient’s).ToomanypeopleIworkwitharelookingtometosolvetheirownproblemswiththeworkvs.comingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient’sobjectives.”CommentsfromVPsStrategies•PutyourselfinyourVP’s