Five requests you can still make to your boss
1 November 2014
Read by 2044 persons
Lack of meaning, overwhelming tasks... You need your hierarchy's support but don't dare to talk to them about it. You're wrong! Explanations.
In a company, each manager has their own style. But why not hold your boss accountable for how they manage your expectations? Some theorists have identified specific needs* of an employee, related to their level of experience in the role. "It's useful for an employee to know these phases in order to understand what their needs are at time T, and to be able to express them to their manager," says Valérie Moissonnier, a coach for executives and teams. Ideally, the manager would anticipate and respond to them without you having to state them. But the company is not an ideal world and you are much more likely to be satisfied if you dare to express clear and justified requests. "The manager is not in the head of each of their employees and cannot guess all their expectations," admits Valérie Moissonnier. "You have every right to express your professional needs. Asking is neither claiming nor accusing, but simply taking the necessary steps to achieve your goals and improve your performance. And don't forget that it's much more comfortable for a manager to have autonomous employees who speak up," concludes the coach.
1. I lack motivation: I need my actions to have meaning
To succeed in a new task, you need the desire to carry it out. It is essential to express a lack of motivation to the manager, as it is often due to obstacles that they can remove. "Often, it is the lack of meaning that creates demotivation," notes Valérie Moissonnier. "The manager's role is precisely to explain the objective of your mission and the reasons why they entrusted it to you."
2. I am motivated but I am starting out: I need a directive style
This is the classic situation when you start a new mission: you really want to succeed but you don't have the tools. "Your manager must give you clear objectives, precise instructions, performance indicators and show you how to do it," says Valérie Moissonnier. "You need to be closely supervised and have regular monitoring of your results with them. If this is not the case, it is up to you to request these essential elements at this start-up phase."
3. The scale of the task frightens me: I need encouragement
During the learning phase, realizing everything you have to do can lead to discouragement. You therefore need your manager (or a company referent, if your boss is not available) to be present to discuss your difficulties, encourage you and highlight your successes. You must also be allowed to make mistakes and have access to the necessary training depending on the context, or to be put in situations with a more experienced employee. "Without these elements, failure is possible and you are therefore entitled to get what you ask for, because it is in the manager's interest that you succeed," insists Valérie Moissonnier.
4. My skills are improving: I need a coach manager
As you gain confidence in your duties, your manager's role must change. They are now there to give you feedback, to analyze your strengths and weaknesses with you. This is how you can truly gain confidence and become autonomous in your tasks.
5. I have acquired real mastery of my function: I need delegation
When you have mastered what is asked of you, you need autonomy and therefore for your manager to adopt a "delegative" style with you, based on the trust they place in you. This does not exclude regular meetings to follow your activity. But any excessive control at this stage could demotivate you. "You have the right to ask them to give you the autonomy you deserve," emphasizes Valérie Moissonnier.
At the peak of your skills and without new learning opportunities, you may fall into a certain routine that is a source of demotivation. If your manager doesn't realize it, it's up to you again to ask them to broaden your scope and to be entrusted with new tasks or missions. "If nothing is possible, it may be time to change jobs," points out the coach. "Because developing your employability involves constantly acquiring new skills."
* Situational leadership is a model developed by Ken Blanchard and Paul Hersey which suggests that managers vary their management style according to the level of skills and motivation of their employees. Depending on the situation, they will adopt a participative, delegative, directive or persuasive mode.
Marie-Pierre Noguès-Ledru.
Lexpress.fr
Published on October 14, 2014.
Posted online on November 1, 2014.
In a company, each manager has their own style. But why not hold your boss accountable for how they manage your expectations? Some theorists have identified specific needs* of an employee, related to their level of experience in the role. "It's useful for an employee to know these phases in order to understand what their needs are at time T, and to be able to express them to their manager," says Valérie Moissonnier, a coach for executives and teams. Ideally, the manager would anticipate and respond to them without you having to state them. But the company is not an ideal world and you are much more likely to be satisfied if you dare to express clear and justified requests. "The manager is not in the head of each of their employees and cannot guess all their expectations," admits Valérie Moissonnier. "You have every right to express your professional needs. Asking is neither claiming nor accusing, but simply taking the necessary steps to achieve your goals and improve your performance. And don't forget that it's much more comfortable for a manager to have autonomous employees who speak up," concludes the coach.
1. I lack motivation: I need my actions to have meaning
To succeed in a new task, you need the desire to carry it out. It is essential to express a lack of motivation to the manager, as it is often due to obstacles that they can remove. "Often, it is the lack of meaning that creates demotivation," notes Valérie Moissonnier. "The manager's role is precisely to explain the objective of your mission and the reasons why they entrusted it to you."
2. I am motivated but I am starting out: I need a directive style
This is the classic situation when you start a new mission: you really want to succeed but you don't have the tools. "Your manager must give you clear objectives, precise instructions, performance indicators and show you how to do it," says Valérie Moissonnier. "You need to be closely supervised and have regular monitoring of your results with them. If this is not the case, it is up to you to request these essential elements at this start-up phase."
3. The scale of the task frightens me: I need encouragement
During the learning phase, realizing everything you have to do can lead to discouragement. You therefore need your manager (or a company referent, if your boss is not available) to be present to discuss your difficulties, encourage you and highlight your successes. You must also be allowed to make mistakes and have access to the necessary training depending on the context, or to be put in situations with a more experienced employee. "Without these elements, failure is possible and you are therefore entitled to get what you ask for, because it is in the manager's interest that you succeed," insists Valérie Moissonnier.
4. My skills are improving: I need a coach manager
As you gain confidence in your duties, your manager's role must change. They are now there to give you feedback, to analyze your strengths and weaknesses with you. This is how you can truly gain confidence and become autonomous in your tasks.
5. I have acquired real mastery of my function: I need delegation
When you have mastered what is asked of you, you need autonomy and therefore for your manager to adopt a "delegative" style with you, based on the trust they place in you. This does not exclude regular meetings to follow your activity. But any excessive control at this stage could demotivate you. "You have the right to ask them to give you the autonomy you deserve," emphasizes Valérie Moissonnier.
At the peak of your skills and without new learning opportunities, you may fall into a certain routine that is a source of demotivation. If your manager doesn't realize it, it's up to you again to ask them to broaden your scope and to be entrusted with new tasks or missions. "If nothing is possible, it may be time to change jobs," points out the coach. "Because developing your employability involves constantly acquiring new skills."
* Situational leadership is a model developed by Ken Blanchard and Paul Hersey which suggests that managers vary their management style according to the level of skills and motivation of their employees. Depending on the situation, they will adopt a participative, delegative, directive or persuasive mode.
Marie-Pierre Noguès-Ledru.
Lexpress.fr
Published on October 14, 2014.
Posted online on November 1, 2014.
