????5. 上級的權力。上級有權期望員工做到：

????? 相互接觸時尊重對方，讓對方有尊嚴

????? 定期并及時地匯報工作的最新進展

????? 向雙方商定的業績目標不斷邁進

????? 愿意學習新技能，接受挑戰，承擔責任

????? 虛心接受反饋、意見和指導

????? 愿意成為團隊中的一員，總是準備有所改進

????? 心里放得下公司大局，而不僅僅是各項任務

????? 把客戶受到的影響放在第一位

????? 總是知道目標是什么，并且會問“我們實現目標了嗎？”

????6. 積極溝通。“向上管理”的整個理念都依賴于有效的積極溝通。你們總是面臨這樣的選擇：要么說出來，要么默默忍受。你們可能覺得，自己的上司“應該知道”你想要什么和需要什么，但這種想法可能不對。他們是人，不會讀心術！大家都很忙，都在為許許多多的事情分神。因此，如果想讓上司聽到你們的聲音，就要選擇“說出來”，包括：

????- 出了問題，需要采取行動以及產生疑問時，要立即說出來

????- 通過恰當的途徑，比如打電話，發電子郵件，面談，寫便條……只要管用就行

????- 具體、合理、簡潔、堅決、禮貌

????積極溝通不是“拖延戰術”。要說出來，要采取主動。

????7. 經常提供最新信息。“世界一直在變”，事態同樣變化迅速。只要掌握了新的信息或者發現情況有變，就要立即進行溝通。把你的顧慮以及你認為可能出現的問題統統寫下來，同時還要抄送給所有可能受到影響的人?！把杆俟蚕硇畔ⅰ笔歉咝F隊的特性之一。要讓你的觀點成為解決方案的一部分。如果不是這樣，別人就可能把你看成問題的一部分。經常提供最新信息是有效協作的關鍵。絕不要假設你了解的情況已經為別人所知，要反復進行溝通。

????8. 在采取措施方面提出明確要求。如果你發現需要的行動或者資源可能得經過上級批準，就按你的想法清晰而具體地說明需要什么。不要言辭含糊，也不要“拐彎抹角”，也不要干坐著，放任“如果他們不同意該怎么辦”的想法困擾自己。遵循積極溝通的原則，書面提交自己的要求。不要指望自己提出的任何要求都會自然而然地得到批準。相反，要把提出要求看成是協商的第一步，同時把“雙贏”作為協商的目標。要準備好做出讓步，做到“禮尚往來”。如果上級沒有同意你提出的要求，就要有風度地予以接受。在和上司爭執方面要有所選擇，并不是所有的問題都值得大驚小怪。記住，你有責任讓自己的要求“既聽得見又看得見”。

????9. 采取主動。上級不可能馬上解決所有問題。不過，不能逐步得到解決的問題也很少。別人都在忙的時候，你需要及時采取行動，讓他們知道“我在某個時間點之前需要得到回復，如果得不到回復，我就會按照這樣的計劃進行……”。如果沒有得到回復，就要詢問一下別人是否收到了你的信息。電子郵件經常會丟失或者被忽略。及時而主動地采取措施往往好于在工作任務層出不窮時“默默忍受”。要做出明確警示，然后為接受任務并在恰當的時候開展工作做好準備。

????10. 追蹤結果并進行匯報。不管在什么時候完成了一項任務，都要告知相關各方“這項工作已經完成，結果是什么”。你不能假定他們會知道這些，而且在大多數情況下，你不說他們就不會知道。你要主動表示“這項任務已經按我們協商的結果完成了”，這樣其他人就會清楚目前的狀況，這一點至關重要。實際上，這是獲得上級信任的最有效途徑之一。他們會迅速回復你，讓你追蹤、匯報工作進展；他們還會認為你是一名能干的專業人士。

????5. Supervisor’s Bill of Rights. From my staff I have a right to expect:

????? Respect and dignity in each interaction

????? Regular, timely updates on the status of work

????? Continuous progress towards agreed performance goals

????? Willingness to learn new skills, take on challenges and responsibility

????? Openness to feedback, suggestions, guidance

????? Willingness to be a team-player, always ready to make a difference

????? Openness to the “big picture” of the business, not merely “tasks”

????? Placing clients’ outcomes as the number one priority

????? Always know the objectives and ask “are we getting there?”

????6. Communicate Proactively. The whole notion of “managing up” relies on using proactive communication effectively. You always have a choice: speak up, or suffer in silence. You may believe your supervisor “should know” what you want or need, but you would be mistaken. As humans, they cannot read minds! People are busy, distracted by a zillion things. So: if you want your voice to be heard its up to you to “speak up.” Speak up:

????- as soon as an issue emerges, action is needed, concerns arise

????- using suitable channels: phone, email, in person, Post-its…whatever works

????- specifically, rationally, concisely, persistently, respectfully

????Proactive communication is not a “waiting game.” Speak up, take the initiative.

????7. Use Frequent Updates. “The world changes” and situations evolve rapidly. Communicate new information and altered circumstances as soon as they emerge in your awareness. Flag any concerns you have, the expected impact, etc., in writing and copy all who may be affected. “Rapid Information Sharing” is one of the hallmarks of a high performing team. Make it a point to always be a part of the solution. If not, you may be perceived as part of the problem. Using frequent updates is essential for the effective coordination of action. Never assume others know what you know: over-communicate.

????8. Make Explicit Requests for Action. When you notice that action or resources are needed that might require approval from your supervisor, make clear, explicit requests for what you feel is required. Avoid vagueness or “beating around the bush” and don’t sit around agonizing about “what if they say no.” Make your request in writing, following the rules of Proactive Communication. Don’t expect an automatic “yes” for every request you make. Instead, view your request as the start of a negotiation, and aim to negotiate for “win-win.” Expect to compromise and to “give and take.” If the request is not approved, accept it gracefully. Choose your battles: not all are worth a fuss! Remember: you are responsible to make your requests “voiced and visible.”

????9. Take Initiative. Not every issue that arises can be instantly resolved by a supervisor. However it’s a rare issue that can’t be resolved over time. When others are busy and you need to take timely action, let them know that “I need a response by X time. If I don’t hear from you I will go ahead with the plan as follows…” If a response doesn’t come, always check to see if the other person received your message! Emails are frequently lost or over-looked. It is most often better to take timely initiative rather and move things ahead, rather than to “suffer in silence” while balls are dropping right and left. Give fair warning and then be prepared to grab the ball and run with it when appropriate.

????10. Track and Report Outcomes. Whenever you complete an action, always inform all concerned parties “this is completed, and this is the outcome that resulted.” You cannot assume that they will know, and in most cases they won’t until you let them know. It is vital that you proactively declare “this task is done as we agreed” so that others are aware of the status. This is in fact one of the most effective ways to gain the trust of your supervisor. They will quickly come to rely on you to track and report the status of work and see you as a competent professional.