Signal checks…

I was reading an article in the Associated Press a while back (sadly I don’t remember the author).  It was discussing the relationship between manager and subordinate.  This coaching point for subordinates caught my eye: 

You can suggest a quick check-in at any point, if you’re unsure how to prioritize long-term goals or short-term deadlines. 

True enough.  Reaching out to your manager is obvious when you need direction.  In my experience (as both a manager and a subordinate) there are many more opportunities for good, open communications than just when one is “unsure”. 

In the same article, Dr. Dale Whelehan, CEO of 4 Day Week, suggested: 

Managing upwards is going to make your life easier.  Don’t assume that management has all the answers.  They’re probably just as lost. 

Well OK… but… I had a higher opinion of my manager than being “just as lost”.  (Hopefully, my subordinates thought of me in a positive light, also.)  We don’t want our managers going overboard – or be afraid: 

Your manager is held accountable for your performance, which is inherently frightening, and the way he alleviates this fear is to exert some form of control over what you do, normally by telling you how you should do your work. 

Marcus Buckingham

Best to seek a happy medium.  I like to think of communicating with my manager more in the context of business courtesy.  Like us, managers are busy.  Expecting them to be on top of every detail for every direct report all of the time is unrealistic.  Whether I was the manager or the subordinate, a brief and frequent “signal check” helped ensure we were both in sync. 

I didn’t know this; I learned this from my friend, colleague, and former direct report, Nick Ryder.  One year when Nick was available, I snatched him up for my sales team.  He was the epitome of “over qualified”.  Even so, he told me he would operate by the principle, “No surprises.”  Whether good news; bad news; or no news; Nick would “check in” with me almost every day.  He never wanted me to think, “I wonder what Nick is doing?”  Lesson learned. 

Several years later I found myself working for a particularly challenging boss, Brian Enright.  Brian was challenging (A) because he was smart, and (B) he didn’t suffer fools.  If you didn’t bring you’re A-Game, he was quick to let you know about it.  There were many times I found myself in a phone conversation and I’d have to hit the mute button to say, “Dammit, he got me again!” 

Brian’s expectation for excellence scared many of his other direct reports away.  They’d avoid interaction with him for fear of being dressed down.  That’s when I remembered my friend Nick Ryder and his principle of “No surprises”.  I reached out to Brian frequently, in some cases daily, for a quick “signal check”.  I never wanted him to think, “I wonder what Gary is doing today?” 

That signal check process evolved into a great friendship with my demanding boss.  I still enjoy checking in with him periodically to this day.  Turns out neither of us are “lost”. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.