2013

HCL
Technologies
Ltd.

GUIDEBOOK To
EFFECTIVELY
COMMUNICATE AT WORK
Secrets To A Productive Relationship With Your Boss!

1|Page
INTRODUCTION

Your manager is a valuable resource and the key to your success at the workplace. It is therefore
worth investing time to really understand your manager and find out what his/her preferences are
and what compulsions are driving him/her to demonstrate the particular behaviours.

It is easy to label your manager as a task master, tyrant, pace setter, etc. and work hard at coping
with the „demands‟ that come down to you. On the other hand if you step into your manager‟s
shoes and think from his/her point of view, understand him/her as a person, your whole
perspective about your manager may change and you could enjoy a better working relationship
with him/her.

Given the hectic schedule of a manager, most of them won‟t have the time to spell out everything
to you for having a great working relationship. Thus it pays to hold back from „judgement‟ and
set out on the path of getting to know your manager.

This workbook will help you understand your manager better and build a great working
relationship with him/her through simple and effective exercises and self application tables. This
may be one of the most useful things you do this fortnight!

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 INDEX

 Key Areas of a possible clash/conflict with one‟s Manager

 Common Causes of „Disconnect‟

o Manager‟s Goals & Priorities
o Manager‟s Strengths & Weaknesses
o Manager‟s Working Styles
o Manager‟s Pressure Points
o Manager‟s Expectations

 Building Credibility
o Creating Dependability
o Being a Self – Starter
o Being a Performer

 Building Relationship & Working Together

o A few suggestion on relationship building

 Worksheet For Understanding Your Manager

 Checklist For Managing Your Boss

Congratulations on deciding to invest time and effort in building a stronger and more productive
relationship with your manager. Before you read on, pause and reflect on some specific concerns
or improvement areas in your working relationship with your manager. You may like to list
them down in the table below (confidential, for your use only):

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 SELF REFLECTION

Before beginning your journey of learning to communicate with your manager perhaps it would
be a good time to take a few minutes and ponder over your relationship with your boss. Ask
yourself...
 Is my relationship with him/her good?
 How would you describe your relationship with him/her? - Productive, Supportive, Ok,
Mutually exclusive, tense, stressful or deeply enriching?
 Do you get to learn from your manager?
 Can I talk openly with him/her about what I feel?
If your answers to these questions are in the negative, then jot down the few reasons of possible
clash/conflict below:

1. List down few reasons for possible clash/conflict with your Manager

Keys Areas of Clash/Conflict/Improvement opportunities

1.

2.

3.

4.

5.

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2. Common Causes of Disconnect with your manager:
Generally speaking, here are some common causes of a possible conflict/clash between an
employee and a manager. Each area represents an opportunity to strengthen your „connect‟ with
your manager, regardless of whether or not there may be any issue. Take a few minutes to read
each one…then take up the following exercises and apply the suggestions given below in your
everyday work environment.

Some causes of conflicts

A. Manager’s Goals & Priorities
B. Manager’s Strengths & Weaknesses
C. Manager’s Working Styles
D. Manager’s Pressure Points
E. Manager’s Expectations

A. Managers Goals & Priorities:

Do you know what your manager‟s goals are in the current project/task/job? Do you know what
his/her priorities and constraints are? It‟s good to remember that your responsibilities are a
portion of the larger load that your manager is responsible for.
Because of the difference in job responsibilities and the relative positions in the organisation,
there are likely to be differences in points of view on a particular issue that may cause you to feel
your contributions are not appreciated. For e.g. If your manager has been tasked with cutting the
marketing budget by 20%, your idea to have a Customer meet this quarter is unlikely to be
approved.
However, knowing your manager‟s goals and knowing the expectations of his/her superiors will
help you better understand your role and priorities. By keeping in mind your manager‟s goals,
you will be in a better position to think through and prioritise your own activities.

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 WHAT YOU CAN DO

 Clarify your role/goals in the current task/project with your manager before you
enquire about his/her goals.
 Observe the areas of responsibility that your manager undertakes in the task/project/job.
 If you want to know your manager‟s goals, you could ask him/her, but it is important
that you do so at a proper time and in a candid manner. This should give the manager
more freedom to speak without hesitation.
 Connect the dots - link your goals with that of your manager to help you see the
connection between your work and your manager‟s work in the larger scheme of things.
This will give you a sense of appreciation for the work you do and also the contribution
of your manager.

The following table will help you to organize your goals vis-à-vis your manager‟s.

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Personal Remarks:

1.______________________________________________

2.______________________________________________

3.______________________________________________

4.______________________________________________

5.______________________________________________

B. Manager‟s Strengths & Weaknesses:

We all have certain strengths and weaknesses. Your manager is no different. If you can find out
your manager‟s strength areas and capitalise on it to do a better job in your area, you will not
only perform better, but also earn appreciation from your manager for utilising his/her strengths.
Similarly if you know your manager‟s weaknesses, you can support the manager in that area, it
will be a „Win-Win‟ situation for both of you. These two things alone would lead to a quantum
leap in your working relationship with your manager.

WHAT YOU CAN DO

The following exercise will enable you to discover the relative strengths and improvement
areas of your Manager and you.
Instructions:

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Step 1: List your Strengths and Weaknesses and those you have observed in your manager

MY MANAGER MY
S. My Manager’s My Manager’s S. My Strengths My Weaknesses
No Strengths Weaknesses No /Improvement areas
/Improvement
areas
1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

NOTE: Please note that a weakness/improvement area in your manager (e.g. strategic thinking)
may be as compared to his/her role. However in absolute terms, his/her strategic thinking ability
may be much greater than mine. So the list above is not about whether one is “better” than the
Manager.

Step 2: Now match the following and plot them in a Johari Window (given below)–
 My manager‟s strengths with my strengths – Discover Common Ground
 My manager‟s weaknesses with my weaknesses – Areas to Watch Out for
 My manager‟s weaknesses with my strengths - Accept & Support

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  My manager‟s strengths with my weaknesses – opportunity for Learning

Step 3: A „Johari Window‟ is a good way to see how your manager and you can combine better

W
E
A ACCEPT my Watch Out!
K Manager’s
Seek HELP or to
N Weakness and
be released of
E SUPPORT
(cheerfully) any major
S
responsibility
S
M T
A R
N E
A N
G G
S Common Ground
E T
T ENHANCE &
R H LEARNING
R EXCEL!
S S Opportunities
E
T
N
R
G
E
T
N
S
G
T MY STRENGTHS MY WEAKNESSES
H
S

Step 4: Now focus on your „Learning Opportunities’ & 'Accept & Support’ areas (where you
can complement your manager‟s improvement areas with your strengths). List your „Accept &
Support‟ areas on the left hand column and on the right, chalk out specific steps of how you plan
to apply this in your current tasks/projects/role. Record them in the table below. Do the same for
“Learning Opportunity”.

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S.No. ‘ACCEPT & SUPPORT’ (my S. Task/Project/Job specific Application
Strength to complement my N
Manager’s Improvement area) o.
1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

S. No. ’LEARNING S. Task/Project/Job specific Application

OPPORTUNITY’ (my No.
Manager’s strength to
complement/cover for my
weakness)
1. 1.

2. 2.

3. 3.

4. 4.

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5. 5.

Personal Remarks:

1.______________________________________________

2.______________________________________________

3.______________________________________________

4.______________________________________________

5.______________________________________________

C. Manager‟s Work Styles:

It is important to find out your manager‟s work style so that you can anticipate his/her thinking
and behaviour, and support him/her more effectively. This includes how he/she likes
information sharing, gaining updates, running meetings, conducting reviews, etc. Does your
manager want the data in advance; does he/she want all the details or looks for outcomes and key
figures? Does your manager need to know problems immediately or can you share it after you
have taken steps to resolve it? These and many other related questions will help you find out
your manager‟s style.

Here are some common work styles that managers may adopt. Take a few minutes to understand
them and then identify in which category your manager falls.

 Autocratic
 Laissez Faire
 Consultative

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Once you have identified our manager‟s dominant style, consider the suggestions given under
each category and against the suggestions, jot down how you plan to implement them in your
current tasks/projects/roles.

Autocratic Manager:
The following are the characteristic of an autocratic manager:
 He/she retains power and decision-making authority
 Rarely consults with his/her team members nor pays their opinions much attention
 Has personal likes and dislikes that sometimes strongly influence allocating work.
 Believes motivation is provided through rewards and punishments
 expects employees to demonstrate “compliance”

WHAT YOU CAN DO

SUGGESTIONS TASK/PROJECT/ JOB SPECIFIC

APPLICATION
1. To win over an autocratic manager, it is 1.
important that you deliver quality results
quickly as such managers typically expect
high performance standards.

2. Keep a steady flow of updates to the 2.

manager, especially when timelines/plans
may be going off-track. This extremely
result-oriented manager typically does not
respond well to surprises about targets not
being attained.

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3. Instead of expressing disagreements in a
way that may appear as a challenge to the 3.
manager‟s authority (as that would
become an issue), try to speak about your
difficulties or inability to cope from your
personal point of view, instead of
appearing to reject or oppose a process per
se.

4. Avoid complaining about your manager‟s

managerial style to others. Else, find a
mentor/coach (preferably outside the 4.
organisation) to advise you on how to
adjust/respond to your manager.

5. Work towards becoming an invaluable

and indispensable resource.
5.

„Laissez Faire‟ (“let it be”) Manager

A manager with a „Laissez Faire‟ style is one who:
 Adopts a „hands-off‟ style of leadership
 Gives employees a huge amount of empowerment
 Has a “Do It Yourself” approach
 Provides little guidance or direction
 This style is best suited for a team that is highly skilled and mature; however a relatively
inexperienced team might find this style difficult to cope.

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 WHAT YOU CAN DO

SUGGESTIONS TASK/PROJECT/ JOB SPECIFIC

APPLICATION
 Gain a complete understanding of your 1.
role and the output expected of you

 Plan your work daily and, keep your 2.

Manager informed of your plans.

 Act on your plan and keep the manager 3.

informed of progress.

 In the case of a typical Laissez Faire 4.

manager who prefers that you do
things on your own, find peers or other
experienced persons who can provide
operational direction and guidance
when you get stuck

 Keep your manager posted of your 5.

decisions and progress at key intervals
via short meetings or email to stay
accountable to your manager

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„Consultative‟ Manager:
A manager with a „Consultative‟ style is one who:
 Encourages employees to be part of the decision-making process
 Keeps the team informed, seeks inputs and ideas, and is open to a better way of doing
things
 This style is essentially that of a coach, where the manager takes a final decision after
consulting with employees and exploring options and probable consequences.
 Has a leadership style that results in the greatest engagement and productivity over the
long-term.

If you have such a manager it is great! How you make your relationship with him/her stronger!!!

WHAT YOU CAN DO

SUGGESTIONS TASK/PROJECT/ JOB SPECIFIC

APPLICATION
 Be ready with your suggestions and
support them with your reasons. Be
brief and to the point. Be upfront.
However, refrain from sharing your
view without being asked by the
manager

 Instead of criticising another

approach/idea, try and find ways to
build on other‟s ideas by suggesting a
better way, and give reasons.

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  Appreciate the viewpoints/ideas of
team members and find positives. Be
open to other‟s ideas.

 Keep seeking more information and

track best practices; read up on the
functional area to be well informed and
have a point of view.

 Ensure that your ideas are thought

through, practical and implementable in
an HCL context

D. Manager‟s Pressure Points

Can you tell when your manager is under pressure and what the reason is? Is there something
that you can do to support him/her to cope with the pressures? Most managers are engulfed with
various pressures. Time constraints, targets, handling difficult employees, resolving internal and
external customer issues etc. are a few of the pressure points.

Knowing when your manager is under pressure and not burden him/her with your problems will
be a great help to your manager. However, it would be far more beneficial to you in making a
good impression, if you take the initiative and get actively involved in reducing your manager‟s
pressure points.

Given below are a few suggestion and tips how you can cope with a manager under pressure, and
go beyond to help reduce his/her pressure. Against the listed suggestions, take some time to jot
down how you plan to implement the tips in your current task/project/job.

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 WHAT YOU CAN DO

Suggestions Task/Project/ Job Specific Application

 When you manager is under pressure, 1.
seek help from other team members
when you have a problem, so that you
are not adding to his/her work
pressure.

 In case your team members are not 2.

able to help you, then go to your
manager but at an appropriate time
when he/she is more relaxed.

 Apart from your own work, volunteer 3.

to take on additional responsibilities to
reduce his/her work pressure.

 The best way to reduce your 4.

manager‟s work pressure is to DO
YOUR JOB WELL! So that it does
not become an added burden to your
manager.

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Personal Remarks:

1.______________________________________________

2.______________________________________________

3.______________________________________________

4.______________________________________________

5.______________________________________________

E. Manager‟s Expectations:
Have you lately been frustrated with your job because you are not able to figure out what your
manager expects from you? Are you struggling with the task at hand, because your manager
hasn‟t clearly communicated his/her expectations of you? If this is so, then the next step is to
find out what expectations your manager has of you.

There are two kinds of expectations:

1. Explicit Expectations
2. Implicit Expectations

Explicit Expectations:
When your manager assigns a new task or a job, he/she would tell you the “what” & “how”
he/she wants from you in terms of the output. Such job/task related expectations that a manager
clearly tells you come under the category of explicit expectations. It is important that you are
able to meet these explicit expectations. Here are some pointers to help you with this.

1. Follow the „ask & ask again‟ rule. When your manager assigns you a task, get clarity on what
exactly he/she expects of you. If you are not able to understand it properly in the first go, ask
again, until you are absolutely clear.

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2. Take notes to clarify, and put it in writing so that you do not misunderstand or miss out on
some vital expectations.
3. Don‟t be afraid to ask your manager for clarifications. It would be better to get clarity in the
beginning than begin without it and not do a good job!

WHAT YOU CAN DO

SUGGESTIONS TASK/PROJECT/ JOB SPECIFIC

APPLICATION
 Ask and ask again to clarify 1.
expectations of the task assigned.

 Take notes...maintain a journal 2.

 Thoroughly know and understand the 3.

departmental goals and the process you
are currently in.

 Within your current assignment/project, 4.

periodically clarify your understanding
of the above and your understanding of
your role.

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Implicit Expectations:
Some managers do not spell out their expectations and often we may only find out the
expectations the hard way, after a failure has happened. Sometimes there are expectations where
a manager assumes that we already know. This is more often related to the quality of work
expected. Such expectations fall under the category of the implicit expectations as they are not
explicitly communicated. It is now important for us to be able to perceive these implicit
expectations. Here are some suggestions on how we can move from perceiving expectations, to
meeting expectations, to exceeding expectations.

WHAT YOU CAN DO

Suggestions Task/Project/ Job Specific Application

 Analyse your manager‟s feedback on 1.
the last 2 projects that you handled. Is
there some learning on “how” you are
expected to deliver?
2.
 Note the manager‟s conversation/
discussion about others‟ in the team or
peers. Note the expectations voiced.
Are there lessons to learn?

 Seek a feedback discussion to

understand how you could 3.
deliver/perform better.

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  Track the strong value preferences of 4.
your manager (e.g. Does your manager
prefer conventional solutions for a
problem or out-of-the-box thinking?).

WHAT YOU CAN DO

What follows are illustrative/possible suggestions to enable you to move from perceiving
implicit expectations, to meeting them, and then exceeding them.

Know the deliverables: Your own, Your manager‟s, Your Team‟s /

Function‟s
Know your manager – understand his/her preferred style of interaction
(frequency & mode). Adapt to his/her preferences.
Interact with your peers especially those who are closest to your manager
to understand what his/her priorities are and his/her expectations of you.
Plan your work. Prioritise your tasks basis their impact on your manager‟s
& Team / Function‟s deliverables. Prepare a plan which details the
following:
Perceiving
Expectations
o Deliverable
o Measurable Target or outcome (Quality, Time, Cost etc)
o Planned completion date
o Current Status (Not Started / In Progress / Completed)
o Next Steps and Support Needed (if any)
Read books on how to align goals with business objectives such as Robert
Kaplan‟s book “Balanced Scorecard”.
Regularly share your Plan & Progress with your manager (weekly is ideal,
at least once a month) and seek his/her opinion on whether you are on track

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 or would he/she like to suggest any changes.
Use your interactions with your manager to volunteer help on projects or
assignments that are not a part of your deliverables
Volunteer to help other members of your team on their assignments.

First of all make sure you have a plan in place to achieve your deliverables
(see perceiving expectations for the contents of the plan).
Work on the plan in a disciplined manner. Make sure you are achieving the
expected quality, speed, efficiency & effectiveness.
Meeting Share progress with your manager on a Daily or Weekly basis. Apprise
Expectations him/her of anticipated issues/problems and support needed.
Seek advice on the progress. Try to sense your manager‟s response. Look
at body language & gestures. If you think he/she is not satisfied, say that
you think that this can be done better but are not sure how. Ask your
manager if he/she can suggest a way to improve upon the results achieved.
Obtain your manager‟s consensus on your Plan. Consensus is not a mail
saying OK. Consensus is a face to face interaction where you can sense that
the manager is demonstrating agreement with your plan. Make changes till
you are confident that your Manager is in complete agreement with your
plan.
Go for 2XPLAN – Work towards achieving 100% better than the plan. If
Exceeding
the plan is time driven reduce time by 50%. If the plan is cost driven reduce
Expectations
costs by 50%. If the plan is revenue driven – go for 100% over the plan.
Find time to volunteer for doing work that is not a part of your KRAs. Seek
opportunities to reduce the workload of your manager.
Stay connected – keep your manager informed of your plans and progress
on a daily or weekly basis. The frequency & mode should be driven by
your Manager‟s comfort level.

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3. Building Credibility
Managers like employees who are credible and dependable. For a new manager these
characteristics are outcome of demonstrated behaviours rather than what your previous managers
or colleagues may communicate about you. It may take as much as 3 – 4 months to prove your
credibility with a new manager. As you perform on a task by task basis, your credibility
increases (as you do the tasks well). If you are working with your current manager for more than
a year, your manager would have already formed an impression about your credibility. If you
suspect that the impression your manager carries about you is not in the top percentile of the
credibility scale, you could start working to change that impression . . . It is never too late.

Here are a few areas to focus on to build credibility with your manager:
1. Dependability
2. Self-Starter ability
3. Performer

1. Dependability:
Those who keep commitments and come through with promises made to their manager, peers
and customers without sacrificing integrity, easily become the manager‟s chosen few. Integrity
and dependability together lay the foundation for the manager to “trust” a team member. Trust is
the cornerstone for building relationship and working together. To get the tag of “Mr/Miss
Dependable” you have to prove over and over again that you won‟t let your manager, peers and
customers down. This quality is not a result of just perseverance or hard work but a combination
of sense of urgency, ownership, relationship skills and high levels of functional skills.

Here are some ways you can build credibility via dependability. Take some time to think of how
you can apply this to your current task/project/ job.

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 WHAT YOU CAN DO

Suggestions Task/Project/ Job Specific Application

1. Clarify the goals expected and prioritise them 1.
to focus on the most important.

2. Commit only as much as you can do and try 2.

to be excellent in it (rather than over-
committing and not delivering).

3. Alert your manager in case you can‟t meet a 3.

deadline, and re-commit.

4. Ask for interim feedback, to ensure you are on 4.

the right path

5. Put your team interests before your own 5.

interests. Seek to share resources and credit.

2. Be a Self-Starter:
Self-starters have been defined as team members who do not wait for their managers to tell them
what needs to be done. If clarity is an issue they will take the initiative to get hold of their
manager to give them the needed clarity and will run with it. They are not the ones who will say
“I was waiting for you to clarify...” They take the initiative and get others involved to improve
process or customer experience.

Here are some ways you can build credibility by becoming a self-starter. Take some time to
think of how you can apply this to your current task/project/job (next page).

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 WHAT YOU CAN DO

Suggestions Task/Project/ Job Specific Application

 Understand your manager‟s goals and 1.
objectives and ensure you are aligned

 Understand “excellent” performance, in 2.

terms of your role.

 Make a forward-looking plan to achieve 3.

that, with regular milestones. Use
Outlook Express calendar alerts to
remind you about deadlines on all major
tasks. Have an alert 36 hours before a
deadline.
4.
 Clarify your authority and discretion for
each project. Stay within your
boundaries but ask your manager for
approvals, prior to a task.
5.
 When stuck, consider how a role model
or mentor might act in such a situation

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Personal Remarks:

1.______________________________________________

2.______________________________________________

3.______________________________________________

4.______________________________________________

5.______________________________________________

3. Be a Performer:
A performer is not one who meets the agreed target nor is he/she one who over-achieves. Real
performers are those who not only overachieve but also look for ways and means to take the
performance of the total team to the next level through innovative methods and processes or one
who goes beyond the call of duty to give the Customer that „Wow‟ experience.
Here are some ways you can build credibility by becoming a Performer. Take some time to think
of how you can apply this to your current task/project/ job.

WHAT YOU CAN DO

Suggestions Task/Project/ Job Specific Application

 Seek ways to contribute in new ways or 1.
solve a business problem – don‟t wait to
be told.

 Spend time understanding your 2.

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 „customers‟ (internal and external).
Empathise with them and focus on
exceeding expectations of your
services.

 Expand your knowledge of your 3.

function and profession by reading,
participating in events, and online e-
communities.

 Constantly seek to understand how your 4.

work/team/organisation compares
against benchmark examples, and seek
to learn innovative approaches and
apply this to your work.

 Build your network of personal and 5.

professional contacts who can assist
you with information and resources.
Seek to share and not just receive.

The Credibility Graph:

Here is a simple exercise that can help you track your credibility
Step 1: Rate yourself on how well you think you have done and your manager‟s feedback

Task/Job/Project Rating – (Very Low) 1 2 3 4 5 (Very High)

1. Job 1
2. Job 2
3. Job 3
4. Job 4
5. Job 5

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Step 2: Now based on the rating you have given yourself, plot the graph:

Job 4

Job 3

Job 2

Job 1

I1 12 s 1 2 3 4 5
(Ratin Rating Scale

This simple graph will tell you whether you are climbing or falling in credibility with your
manager.

4. Building Relationship & Working Together

Finally here are some tips for you on building a good relationship with your manager:

1. Be open with your manager about your strengths and professional weaknesses. Avoid
insincerity and flattery at all costs. Don‟t mistake openness to include gossiping about others or
what others have said about the manager.

2. Seek periodic feedback from your manager in terms of what you are going well and what in
your work needs improving. Record these and work on areas for improvements.

3. Clarify matters and resolve issues quickly. Use cafeteria breaks to share something with your
manager or discuss an issue that is bothering you.

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4. Share your developmental struggles (professional) that are hindering you in your job and be
open to feedback and counsel. If you feel you can trust your manager, you may share some
personal issues that you are working on, and be open to suggestions.

5. Be committed to make the partnership with your manager work. In most cases the manager
wants to support the employee to achieve the agreed Goals. You need to make sure that you
carry the needed load in the relationship and that you are not a high maintenance or a low return
employee from the perspective of the amount of time the manager has to spend with you and the
returns you bring in.

6. Leverage Mutual Respect and Trust. Mutual „respect‟ and „trust‟ are the cornerstones for
working well together. Cultivate these two characteristics through little things and establish
respect for and trust in each other. Share genuine appreciation for what your manager does to
help you succeed.

7. Don‟t sweep the bad news under the carpet. Don‟t hide the “bad news” (project over-time,
exceeding it‟s‟ budget, client dissatisfied, etc.) to buy time. Share it at the earliest. Most
managers have a criterion of „Zero surprises‟ as a norm for the relationship. Not sharing the bad
news deprives your manager of an opportunity to tackle the problem before it blows up into a
flaming inferno.

8. Be consistent in everything you do. Don‟t indulge in activities to impress your manager but
work with your manager portraying your genuine self. Cultivate an attitude of excellence (NOT
perfection) in whatever you do – whether or not the manager is watching.

WORKSHEET FOR UNDERSTANDING YOUR MANAGER

By answering the following questions, you will be better prepared to communicate effectively
with your manager.

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 QUESTION NOTES
 What is my manager’s
communication style? Reader or
listener?
 Is my manager a detail-oriented
person who prefers facts and figures
or a big-picture person who prefers
just an overview?
 Does my manager prefer to delegate
tasks and have minimal involvement
in day-to-day progress or to have
hands-on, day-to-day involvement in
my projects?
 What are my manager’s key
strengths?
 What are my manager’s primary
weaknesses?
 What are the hot buttons or triggers
that prompt quick reactions?
 What is my manager’s overall
mindset and view of the world?
 (e.g., optimist or pessimist, team player
or a loner?)
 What are my manager’s important
goals and objectives?

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CHECKLIST FOR MANAGING YOUR BOSS

Make sure you understand your boss and his or her context, including:
 Goals and objectives
 Pressures
 Strengths, weaknesses, blind spots
 Preferred work style

Assess yourself and your needs, including:

 Strengths and weaknesses
 Personal style
 Predisposition toward dependence on authority figures

Develop and maintain a relationship that

 Fits both your needs and styles
 Is characterized by mutual expectations

We hope that you have enjoyed the workbook on Communicating with your Boss. Continue to
apply the suggestions given in your everyday work life so that you can be have a more fruitful
and mutually enriching experience with your manager!

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 Recommended Reading:

1. How to Manage Your Boss- Christopher Hegarty

http://books.google.co.in/books?id=5Cv6h2N6kQ0C&q=Communicate+with+Boss&dq=Commu
nicate+with+Boss&hl=en&sa=X&ei=TvrDUY7iJ4mMrQe39ICQBw&ved=0CGEQ6AEwCQ

2. Building a Partnership With Your Boss- Jerry Wisinski

http://books.google.co.in/books?id=WqcYqSjk628C&pg=PA83&dq=Communicate+with+Boss&
hl=en&sa=X&ei=TvrDUY7iJ4mMrQe39ICQBw&ved=0CDgQ6AEwAg#v=onepage&q=Comm
unicate%20with%20Boss&f=false

3. How to Communicate in Business- A Handbook for Engineers- David J. Silk

http://www.google.co.in/search?q=Communicate+with+your+manager&btnG=Search+Books&tbm=bks
&tbo=1#tbm=bks&sclient=psy-
ab&q=Communicate+with+Boss&oq=Communicate+with+Boss&gs_l=serp.3...10948.19450.0.19578.4
0.28.4.1.1.8.1113.15535.4-1j14j7j1.23.0...0.0...1c.1.17.psy-
ab.hiWcIM2q5cE&pbx=1&bav=on.2,or.r_qf.&bvm=bv.48293060,d.bmk&fp=3ba44fb349e05fae&biw=
1366&bih=643

Thank you for Choosing this Workbook

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