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首页 贝恩咨询岗位职责-ManagerJobw

贝恩咨询岗位职责-ManagerJobw.ppt

贝恩咨询岗位职责-ManagerJobw

光平
2019-04-25 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《贝恩咨询岗位职责-ManagerJobwppt》,可适用于战略管理领域

bcManagingUpwardBOSbcManagingUpwardDecemberCopyrightcopyBainCompany,IncJacinthaPeerisAuthor:Contributor:DiannaMagnaniManagingUpwardbcManagingUpwardBOSAgendaUnderstandingtheCTLrsquosRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeawaysManagingUpwardbcManagingUpwardBOSCTLvsVPRoleTheCTLrsquosjobistorunthecaseonadaytodaybasisTheVPrsquosjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclientrsquossuccessTopofanalyticpyramidOverallanswerimplicationsassigningworkDaytodayclientissuesDaytodayPDTopofclientpyramidOverallanswerimplicationsOverallcauseatclientExceptional(upordown)performanceissuesCTLRoleVPRoleManagingUpwardbcManagingUpwardBOSMutualDependenceTherelationshipbetweenaVPandaCTLisoneofmutualdependenceInformationAnalysisoutputInsightsProactiveapproachtoworkCommitmentDependabilityTrust,honesty,andopencommunicationFeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities,challengingworkTrust,honesty,andopencommunicationWhatYourSupervisorNeedsfromYouWhatYouNeedfromYourSupervisorManagingUpwardbcManagingUpwardBOSMutualSuccessTheCTLrsquossuccesswilldependinpartonhisherVPrsquossuccessYourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed(aslongasyouwanthimhertosucceed)YourcurrentVPhasmoreinputintoyourcareerthananyoneelse(morethanyoulastVP,theseniormanagementofthefirm,theclient,andformerorcurrentteammembers)ManagingUpwardbcManagingUpwardBOSCTLObjectivesHelpYourVPWinMakeYourVPRedundantandAsaCTL,yourobjectivesaretwofold:ManagingUpwardbcManagingUpwardBOSAgendaUnderstandingtheCTLrsquosRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeawaysManagingUpwardbcManagingUpwardBOSKeySuccessFactorsVPscitefourkeysuccessfactorsformanagingupwardAssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredwayManagingUpwardbcManagingUpwardBOSDrivetheValueAddition(of)ThebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocessldquoIdonrsquotexpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership,yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportancerdquoThinkaboutthebigpictureldquoIfIwritetheworkplan,itrsquosboundtobemorerobustandcovernoncriticalpathissues,becauseIwonrsquotputthethoughtintofocusingitrdquoDevelopahypothesisandaworkplantotestitDonrsquotexpect(orlet)theVPdoitldquoCaseteamleadersseemtothinkthatIhavealltheanswersIrsquodlikethemtocometomeandtellmewhatshouldbedonerdquoldquoSearchoeedbackfromthemanagerVP,butdrivetheprocessyourselfrdquoCommentsfromVPsStrategiesManagingUpwardbcManagingUpwardBOSDrivetheValueAddition(of)ldquoWhengivenanassignment,CTLsmistakenlytakeitasacommandment,insteadofasking,lsquoHowdoesitaddvaluersquoorlsquoWhyarewedoingthisrsquordquoFilteroutbadideasandprioritizegoodonesldquoCaseteamleaderssaylsquoyesrsquotoeverything,evenstupidlsquocreativersquoideasrdquoldquoTheCTLneedstokeepinmindwhatrsquospossibleIfIaskfortoomuch,hesheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficientlyrdquoldquoDonrsquotknowinglyovercommityouareinabetterpositiontoassesswhatisdoablerdquoCommentsfromVPsStrategiesManagingUpwardbcManagingUpwardBOSFindtheRightRolefortheVP(of)ldquoCaseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydonrsquotneedhelprdquoDonrsquottrytodoalltheworkyourselfldquoCTLs,drivenbypromotionangst,overassumewhattheirjobisTheytrytomakeeveryoneredundantrdquoldquoYoursquollgetnocreditfortryingtobeaheroanddoingitallyourselfhellipfindtherightwaystofullyinvolveyourbossonthemostimportantissueshellipcollaborationwilloptimizetheendproductforeveryonerdquoCommentsfromVPsStrategiesAsthedriverofthevalueadditionprocess,thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVPManagingUpwardbcManagingUpwardBOSFindtheRightRolefortheVP(of)ldquoDefinemyroleYoucanrsquotdoeverythingyourselfPartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecaserdquoLeveragetheVPrsquosexpertiseldquoCTLsconsistentlydonrsquotconsiderhowtouseandleverageme,particularlyinhandlingclientsandreviewingmaterialImightnothelpwithdetailedanalysis,butIknowtheoverallclientsituationrdquoldquoCTLsdoworkplanswell,butIcanaddvaluewiththeultimateoutputs(whatwewanttheclienttodo)rdquoCommentsfromVPsStrategiesManagingUpwardbcManagingUpwardBOSCollaborateldquoOfferapointofviewbutbealsquospongersquoforcoachinghellipPorthyourperspective(itrsquosimportantsinceyoursquovehadmoretimewiththedataandarepresumablyclosertotheissues),butthenacceptinputhellipDonotunfailinglydefendyourpointofviewputitourthereandthencollaboratewithyourbosstooptimizehellipAssumethatyourworkwillbeimproved,ifitisnrsquotyoursquorenotcollaboratingrdquoBeopentoideasldquoMychallengetoteamleadersandmanagersislsquoputyourselfinyourVPrsquosshoesthinkabouthowtohelpsolvetheirissues(asyouwouldaclientrsquos)ToomanypeopleIworkwitharelookingtometosolvetheirownproblemswiththeworkvscomingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclientrsquosobjectivesrdquoCommentsfromVPsStrategiesPutyourselfinyourVPrsquosshoesCaseteamleadersshouldworkwithVPstoimprovetheirteamsrsquooutputManagingUpwardbcManagingUpwardBOSCommunicateProgressandIssuesldquoIlikepeopletocomebackthedayafterameetingandplayback,lsquoThisiswhatIthinkyouwantedrsquordquoUpdateyourVPfrequentlyldquoManagemyexpectationsthroughcommunicationsIhatesurprisesIfIgetnothingbutreassuringphonemails,IknowthingsarenrsquotgoingwellrdquoCommentsfromVPsStrategiesBehonestaboutdifficultiesBykeepingtheVPinformed,thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedlyldquoIwanttoknowwhatrsquosgoingonregularly,particularlyonclientissuesrdquoldquoCTLsalwayssayeverythingisgoinggreatIknownothingiseverperfect,soIhavetorootaroundandfindproblemsrdquoldquoPlease,nosurprisesrdquoManagingUpwardbcManagingUpwardBOSAgendaUnderstandingtheCTLrsquosRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeawaysManagingUpwardbcManagingUpwardBOSTakeResponsibility*ParaphrasedfromTheServantasLeaderbyRobertGreenleafItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveitToomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions*TakeresponsibilityformanagingyourrelationshipwithyourVPManagingUpwardbcManagingUpwardBOSAgreeUponHowtheVPShouldManageYouReviewassignmentsanddeliverablesandVPrsquosperformanceexpectationsForeachassignment:assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyouestablishcheckpointsAgreewithyourVPabouthowhesheshouldmanageyouWithyourVP,ManagingUpwardbcManagingUpwardBOSAdjustBasedontheCircumstancesYourVPrsquosstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituationAdjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors:Whenindoubt,proceedwithcautionandfocusonactingproductivelyManagingUpwardbcManagingUpwardBOSAgendaUnderstandingtheCTLrsquosRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeawaysManagingUpwardbcManagingUpwardBOSKeyTakeaways(of)TheCTLrsquosjobistorunthecaseonadaytodaybasisTheVPrsquosjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclientrsquossuccessTherelationshipbetweenaCTLandaVPisoneofmutualdependenceaCTLrsquossuccessdependsinpartontheVPrsquossuccessTheCTLrsquosobjectivesaretohelptheVPwinandtomaketheVPredundantVPscitefourkeysuccessfactorsformanagingupward:AssumefullresponsibilityfordrivingthevalueadditionprocessaThinkaboutthebigpicturebDevelopanhypothesisandaworkplantotestitcFilteroutbadideasandprioritizegoodonesFindtherightrolefortheVPaDonrsquottrytodoalltheworkyourselfbLeveragetheVPrsquosexpertiseManagingUpwardbcManagingUpwardBOSKeyTakeaways(of)CTLsmustbeproactiveinmanagingtheirrelationshipwiththeirVPsTakeresponsibilityformanagingtherelationshipAgreewithyourVPabouthowhesheshouldmanageyouinrelationtoeachaspectoftheworkAdjustyourdegreeandstyleofupwardmanagementbasedonthecircumstancesCommunicateprogressandissuesinaclearandstructuredwayaUpdateyourVPfrequentlybBehonestaboutdifficultiesCollaboratewiththeVPtoimprovetheoutputaBeopentoideasbPutyourselfinyourVPrsquosshoesManagingUpward

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