Partnering with your
Leader-Boss
I have a terrific client who is gifted at solving problems. She has a talented employee who has issues in her unit, but believes that a director should come to their leader with “solutions, not new problems.” At first look, it feels like these two should be in sync – the director brings concerns to the leader, they vibe on what to do, choose a course of action, and feed on one another’s energy. But it doesn’t always happen that way. Instead, they miscommunicate and miss chances to efficiently serve the students they both adore.
I spend a good bit of time with clients strategizing conversations with their leader-boss. All too often, I hear clients who are concerned that their leadership will think less of them because of a problem in their unit, and for even bringing it to the boss-human. However, when I reframe:
“Let’s say your staff had a problem, and your expertise could help unlock the best solution, would you want them to come to you?” Always - ALWAYS - that answer is a resounding yes.
So what’s the sticking point? Bringing an issue/problem to your leader-boss isn’t always easy. You may be bringing some professional insecurities to the conversation. And you are certainly going to feel a bit out of control if your boss decides they want a course of action with which you disagree. Maybe you and your leader-boss haven’t developed a trusting relationship yet.
No matter what is stopping you, there are some things your leader-boss is hoping you’ll do when you come to them:
Frame the problem with objective information. When you bring things to your leader-boss, remember that they are relying on your expertise. You’ll want to present the issue in a succinct manner, offering places where there is additional data should they ask for it. Quantitative information is especially useful, as is a visual timeline or tool. Have several possible solutions at hand – and know that they may not be the ones y’all will land on in the end.
Where you personally are not objective, be direct about your worries/barriers and ask for their support. All of us have a lens – and having self-awareness about how your lens impacts this problem is a mature professional response. If you are bringing a topic about a student, for example, and they have been hostile to your team, it’s important for you to own that those encounters may be playing a role.
If a problem is big enough to talk to the leader-boss, it’s probably more than an hour discussion; double-back to revisit with outcomes and next steps as they unfold. On a busy campus, it’s easy to want problems to get solved with one conversation. Let’s say you brainstorm possible solutions but there is an update in the next few days. Drop an email asking for 10 minutes to put your heads back together.
Ensure that your collaboration builds your relationship. Every encounter between you and your leader is an opportunity for you each to learn each other’s priorities. Be sure you are reflecting on what you have learned and appreciate the value of having another set of eyes on an issue.
Lastly, after you’ve been brave and talked to your leadership, you’ll want to consider how you’ll do it next time. Reflect on how you’ll bring problems to the leader-boss in the future. No doubt you will have learned some things about perfectly timing a discussion, the kinds of data your leader needs to help make good decisions, and which of one another’s skills & strengths you complement. Next time you bring up an issue, how will you help to make sure it is even more effective?
Oh, and one more thing: if you ARE the leader-boss, be sure to thank your staff for coming to you. Helping people is the best part of the job and letting them know you enjoyed working together will pay dividends next time around!
