Comments on: Complain to Upper Management? http://www.managementblog.org/archives/2008/05/27/complain-to-upper-management/ It's not a lesson in learning to be nice to people. Management is about leverage and impact. Tue, 6 Jan 2009 21:49:39 +0000 http://wordpress.org/?v=2.5.1 By: CAS http://www.managementblog.org/archives/2008/05/27/complain-to-upper-management/#comment-4099 CAS Tue, 27 May 2008 12:11:31 +0000 http://www.managementblog.org/archives/2008/05/27/complain-to-upper-management/#comment-4099 If you really feel that you're not being given due credit by your immediate manager then somehow tell him how you feel before going to upper management. If your manager is indeed incompetent, I doubt he could fool the rest of the organisation for very long before being realized as such. Maybe there's an aspect of his job that you don't really understand and maybe the credit he gets is misinterpreted as credit only to him and not to you as part of his support team. Of course a manager relies on his or her team for support. That's why they're called managers. They manage information passed on by the team. As a result, the details and specifics of any job get diluted as they travel to higher levels of management. It's a process dependent on reliance and trust and can result in success or failure at any level of the organisation. If you really feel that you're not being given due credit by your immediate manager then somehow tell him how you feel before going to upper management. If your manager is indeed incompetent, I doubt he could fool the rest of the organisation for very long before being realized as such. Maybe there's an aspect of his job that you don't really understand and maybe the credit he gets is misinterpreted as credit only to him and not to you as part of his support team.
Of course a manager relies on his or her team for support. That's why they're called managers. They manage information passed on by the team. As a result, the details and specifics of any job get diluted as they travel to higher levels of management. It's a process dependent on reliance and trust and can result in success or failure at any level of the organisation.

]]> By: Manuel Bollue http://www.managementblog.org/archives/2008/05/27/complain-to-upper-management/#comment-4098 Manuel Bollue Tue, 27 May 2008 11:53:40 +0000 http://www.managementblog.org/archives/2008/05/27/complain-to-upper-management/#comment-4098 Complementary remark: key is to negotiate success (*) with your manager. This means agreeing on what the team needs to reach expected outcomes, to learn from mistakes. What the team needs, can be resources, but also specific commitments from the management. (*) Cfr. a very interesting leadership book by Michael Watkins: "The First 90 Days". Complementary remark: key is to negotiate success (*) with your manager. This means agreeing on what the team needs to reach expected outcomes, to learn from mistakes. What the team needs, can be resources, but also specific commitments from the management.

(*) Cfr. a very interesting leadership book by Michael Watkins: "The First 90 Days".

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