Getting Your Boss on Side
10 August 2014
Read by 3077 persons
No need to dwell on disappointment: adapting to your superior's style is the best way to maintain harmonious relationships. The basic recipe for success? A dose of detachment, two doses of honesty and boldness, a dash of psychology and a pinch of humility. All underpinned by unwavering energy.
Michaël Lejard, 34, will long remember the cold anger that one day led him to force open his boss's office door: “By the way, we need to talk,” he announced, conspicuously placing a white envelope on his desk. The director turned pale, thinking he was being handed his resignation. Then he stood up and invited him to sit down to make an appointment. He then opened the envelope: it contained a very nice contract that had just been signed! Relief and... a double win for Michaël. As the company's top salesman at the time, he secured the return of “his” project - the launch of a new direct marketing product - which was about to slip away from him.
Top-performing sales representatives can take such risks. It's in their nature, and they will be heard. But the shy, the grumblers or the demotivated also have an interest in acting rather than suffering when faced with difficulties. Even if it means using less audacious strategies. “Unfortunately, many constantly complain and dwell on their frustrations,” says Michaël Lejard, now head of Agora Clubs, a professional club animation company. “Their figures are bad. So, it's the weather's fault, the strike, the economy...” or even their boss, who, of course, doesn't understand them, has a bad character, or shows serious shortcomings. A good way to poison your office life – for nothing. Because things don't change that way. To be recognized, get resources, progress at work, or simply have peace (delete as appropriate), it's best to get your superior on your side. An achievable goal with a little psychology and preparation.
Louise, 40, a sales representative in a tourism group, uses an observation period of two or three months after the arrival of a new boss. This allows her to decipher their style. She has thus identified a strategist, an anxious person, and a dilettante boss, quick to delegate. “I know how I work,” she says. “I like to be given a lot of autonomy.” To maintain this freedom, Louise conforms to her superior's style, even if it means “making an effort” initially.
This is the golden rule: know the dominant trait of your boss's character. “If the salesperson is focused on ‘how’ and their boss on ‘how much’ – or vice versa – there will inevitably be misunderstandings,” says Evelyne Platnic-Cohen. The director of the Mémént Conseil firm has identified four typical profiles of sales directors: the instinctive type, who needs to feel the ground and wants to know everything immediately; the controller, who demands constant reports and has an eye for detail; the number-cruncher, focused on objectives; and the gambler, who enjoys a challenge.
The boss's stress can be contagious
A common trait of all these profiles: they appreciate efficiency. While it's not a matter of copying Jean-Claude Convenant, the glib, over-inflated ego salesman from the TV series Camera Café, there's nothing like showing your “determination” at all times to win over your boss. While respecting the right dress code, body language, and... working hours. “Whether I sell bulldozers or advertising, I've always made sure to wear a tie to the office, keep a smile, and arrive at 8 am, an hour before everyone else,” insists Michaël Lejard. “I was in charge of developing new markets. So I had to always be enthusiastic.” Thus, the tone is set from the outset – and everything else is easier.
Initial zeal is valuable for reassuring your boss, easing the pressure and… avoiding ulcers. An ailment that affected two sales managers in the same department of a photocopier manufacturer. Both were overwhelmed by their superior's stress – he himself suffering from an ulcer. He overused his mobile phone, emails, texts, and even called clients at home because he was anxious. Faced with this kind of “control-obsessed boss,” Louise has her tactic: she takes him to her appointments, introduces him to her biggest clients, and values him. “I build trust, and he relaxes his supervision!” she summarizes.
Sébastien Lacombe, 35, a former salesman at the prospecting specialist Companeo, opted for an avoidance strategy: “When my results were less good, I didn't go to his office, I chained appointments outside and only communicated with him by email.” On the other hand, Sébastien made an effort to anticipate his boss's needs by writing clear and detailed reports delivered on time.
When the situation becomes critical, it's a matter of saying no. Of resisting the boss's demands. Seasoned sales representatives are used to this. Refusing to deliver scores before the set date or staying late at the office is a good survival reflex. To achieve this, the technique is to demystify the role of the boss and to stop feeling guilty. Life exists outside the office, and the urgent can wait.
A bad boss can be educated
To reduce pressure, every detail counts: arriving on time for meetings, highlighting the positive, suggesting ideas, warning in case of problems, taking initiatives, being honest... This builds reliability and reassures the manager. Involving the client to get your boss's agreement can also be a good plan. “One day, in the presence of my boss, a client told me I looked exhausted,” continues Sébastien Lacombe. “I took the opportunity to reply with a smile that I would have a junior with me at the next meeting.” Recruiting a junior? An old request of Sébastien's that was concluded in the car on the way back.
“The pleasure of the game and negotiation is very frequent among sales managers,” analyzes André Collomé, associate consultant at Krauthammer International. “They often come from the field and love risk. You have to act accordingly.”
Sometimes, it's about learning to overcome your fear. Especially when the sales representative is in a conflictual relationship. In the absence of strong self-confidence, self-questioning and autosuggestion can sometimes help to overcome blockages. André Collomé advises taking a step back from oneself through some simple questions: “What is the real issue for me in this meeting? Am I really risking my entire career on this? Am I underestimating myself? Haven't I already succeeded in convincing someone? What can I rely on?” Basic but effective for not succumbing to your own stress.
Things become more complicated when the boss lacks legitimacy in the eyes of the employee. And yet, you have to work with them. However, these bosses are the most sensitive. Respecting their territory and prerogatives will not cost much effort and will pay off. They want to keep a particular big client for themselves? No need to contest it. They are rather chatty in the evening? No need to approach them in the morning. They want to lead the meeting, present the team's project to the president? Nothing to say. They will loosen up on other topics, major ones for the subordinate. Another way to get by is to subtly educate your bad boss by taking everything they suggest literally. In order to give them feedback proving that they are not always right.
Final advice: you need to relativize the division with your hierarchy and know how to seek your boss's support. It's not degrading, and they will be flattered. “I often used my superiors for atypical price negotiations,” recalls Michaël Lejard. “I asked them if I had answered the client's objections correctly. With them, I also reviewed the fundamentals of the profession, testing myself with mock phone calls, for example.” Michaël also did not hesitate to confide when he had a “slump”… but only when his boss was relaxed. To talk about things other than numbers and create a little complicity. Which is never useless.
Marie-Madeleine Sève.
Lexpress.fr
Posted online August 10, 2014.
Michaël Lejard, 34, will long remember the cold anger that one day led him to force open his boss's office door: “By the way, we need to talk,” he announced, conspicuously placing a white envelope on his desk. The director turned pale, thinking he was being handed his resignation. Then he stood up and invited him to sit down to make an appointment. He then opened the envelope: it contained a very nice contract that had just been signed! Relief and... a double win for Michaël. As the company's top salesman at the time, he secured the return of “his” project - the launch of a new direct marketing product - which was about to slip away from him.
Top-performing sales representatives can take such risks. It's in their nature, and they will be heard. But the shy, the grumblers or the demotivated also have an interest in acting rather than suffering when faced with difficulties. Even if it means using less audacious strategies. “Unfortunately, many constantly complain and dwell on their frustrations,” says Michaël Lejard, now head of Agora Clubs, a professional club animation company. “Their figures are bad. So, it's the weather's fault, the strike, the economy...” or even their boss, who, of course, doesn't understand them, has a bad character, or shows serious shortcomings. A good way to poison your office life – for nothing. Because things don't change that way. To be recognized, get resources, progress at work, or simply have peace (delete as appropriate), it's best to get your superior on your side. An achievable goal with a little psychology and preparation.
Louise, 40, a sales representative in a tourism group, uses an observation period of two or three months after the arrival of a new boss. This allows her to decipher their style. She has thus identified a strategist, an anxious person, and a dilettante boss, quick to delegate. “I know how I work,” she says. “I like to be given a lot of autonomy.” To maintain this freedom, Louise conforms to her superior's style, even if it means “making an effort” initially.
This is the golden rule: know the dominant trait of your boss's character. “If the salesperson is focused on ‘how’ and their boss on ‘how much’ – or vice versa – there will inevitably be misunderstandings,” says Evelyne Platnic-Cohen. The director of the Mémént Conseil firm has identified four typical profiles of sales directors: the instinctive type, who needs to feel the ground and wants to know everything immediately; the controller, who demands constant reports and has an eye for detail; the number-cruncher, focused on objectives; and the gambler, who enjoys a challenge.
The boss's stress can be contagious
A common trait of all these profiles: they appreciate efficiency. While it's not a matter of copying Jean-Claude Convenant, the glib, over-inflated ego salesman from the TV series Camera Café, there's nothing like showing your “determination” at all times to win over your boss. While respecting the right dress code, body language, and... working hours. “Whether I sell bulldozers or advertising, I've always made sure to wear a tie to the office, keep a smile, and arrive at 8 am, an hour before everyone else,” insists Michaël Lejard. “I was in charge of developing new markets. So I had to always be enthusiastic.” Thus, the tone is set from the outset – and everything else is easier.
Initial zeal is valuable for reassuring your boss, easing the pressure and… avoiding ulcers. An ailment that affected two sales managers in the same department of a photocopier manufacturer. Both were overwhelmed by their superior's stress – he himself suffering from an ulcer. He overused his mobile phone, emails, texts, and even called clients at home because he was anxious. Faced with this kind of “control-obsessed boss,” Louise has her tactic: she takes him to her appointments, introduces him to her biggest clients, and values him. “I build trust, and he relaxes his supervision!” she summarizes.
Sébastien Lacombe, 35, a former salesman at the prospecting specialist Companeo, opted for an avoidance strategy: “When my results were less good, I didn't go to his office, I chained appointments outside and only communicated with him by email.” On the other hand, Sébastien made an effort to anticipate his boss's needs by writing clear and detailed reports delivered on time.
When the situation becomes critical, it's a matter of saying no. Of resisting the boss's demands. Seasoned sales representatives are used to this. Refusing to deliver scores before the set date or staying late at the office is a good survival reflex. To achieve this, the technique is to demystify the role of the boss and to stop feeling guilty. Life exists outside the office, and the urgent can wait.
A bad boss can be educated
To reduce pressure, every detail counts: arriving on time for meetings, highlighting the positive, suggesting ideas, warning in case of problems, taking initiatives, being honest... This builds reliability and reassures the manager. Involving the client to get your boss's agreement can also be a good plan. “One day, in the presence of my boss, a client told me I looked exhausted,” continues Sébastien Lacombe. “I took the opportunity to reply with a smile that I would have a junior with me at the next meeting.” Recruiting a junior? An old request of Sébastien's that was concluded in the car on the way back.
“The pleasure of the game and negotiation is very frequent among sales managers,” analyzes André Collomé, associate consultant at Krauthammer International. “They often come from the field and love risk. You have to act accordingly.”
Sometimes, it's about learning to overcome your fear. Especially when the sales representative is in a conflictual relationship. In the absence of strong self-confidence, self-questioning and autosuggestion can sometimes help to overcome blockages. André Collomé advises taking a step back from oneself through some simple questions: “What is the real issue for me in this meeting? Am I really risking my entire career on this? Am I underestimating myself? Haven't I already succeeded in convincing someone? What can I rely on?” Basic but effective for not succumbing to your own stress.
Things become more complicated when the boss lacks legitimacy in the eyes of the employee. And yet, you have to work with them. However, these bosses are the most sensitive. Respecting their territory and prerogatives will not cost much effort and will pay off. They want to keep a particular big client for themselves? No need to contest it. They are rather chatty in the evening? No need to approach them in the morning. They want to lead the meeting, present the team's project to the president? Nothing to say. They will loosen up on other topics, major ones for the subordinate. Another way to get by is to subtly educate your bad boss by taking everything they suggest literally. In order to give them feedback proving that they are not always right.
Final advice: you need to relativize the division with your hierarchy and know how to seek your boss's support. It's not degrading, and they will be flattered. “I often used my superiors for atypical price negotiations,” recalls Michaël Lejard. “I asked them if I had answered the client's objections correctly. With them, I also reviewed the fundamentals of the profession, testing myself with mock phone calls, for example.” Michaël also did not hesitate to confide when he had a “slump”… but only when his boss was relaxed. To talk about things other than numbers and create a little complicity. Which is never useless.
Marie-Madeleine Sève.
Lexpress.fr
Posted online August 10, 2014.
