Management Tip of the Day: Win Over Your New Boss

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   TIPS   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   STORE RSS   |   Mobile FEBRUARY 28, 2013 Win Over Your New Boss The experience of getting a new boss can be fraught with anxiety and risk. Uncertainties abound when someone new takes the reins — but you have a role to play in taming them. Here's how to establish yourself as someone your new manager can turn to: Ease into the relationship. Pick only a few vital issues to cover early on so you don't overwhelm her. Over time, you can discuss your other projects in more depth. Observe her style. Does your new boss prefer short or long conversations? A buffet of options or one best recommendation? Hard data or soft? Use these indicators to shape the way you present yourself and your ideas. Be honest. New leaders must depend on relative strangers for honest opinions. Look for openings to provide helpful candor on some key aspect of the new boss's agenda. Today's Management Tip was adapted from the HBR Guide to Managing Up and Across. Buy the book and learn how to manage people who don't report to you » Share Today's Tip: FEATURED PRODUCT HBR Guide to Managing Up and Across Ebook Now Available Are your working relationships working against you? To achieve your goals and get ahead, you need to rally people behind you and your ideas. But how do you do that when you lack formal authority? Or when you have a boss who gets in your way? Or when you're juggling others' needs at the expense of your own? By managing up, down, and across the organization. Your success depends on it, whether you're a young professional or an experienced leader. The HBR Guide to Managing Up and Across will help you advance your agenda — and your career — with smarter networking, build relationships, persuade decision makers, collaborate more effectively and much more. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS Master a New Skill Learn To Be Charismatic Write Your First Draft Fast Balance Creative Free Time with Structure Managers: It's OK to Keep Your Door Closed When Delegating, Let Go of the How Persuasion Doesn't Require Manipulation Give Your Slides Some White Space Learn From Your Rivals Defuse Difficult People All Previous Tips BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Boxed Set HBR Guide to Persuasive Presentations HBR Guide to Better Business Writing HBR Guide to Getting the Right Work Done Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

The Daily Stat: Your Acquaintances Would More Than Fill Two Boeing 787s

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile FEBRUARY 27, 2013 Your Acquaintances Would More Than Fill Two Boeing 787s Each adult American knows, on average, 600 people, Andrew Gelman of Columbia University writes in The New York Times. The estimate is based on an ingenious method: Asking a sample of individuals how many people they know with a variety of memorable names such as Brenda and Keith (because people with such names are easily recalled), then factoring in the prevalence of those names in U.S. society. Despite the large number of acquaintances, most Americans know just 10 to 25 people well enough to trust them, Gelman says. Source: The Average American Knows How Many People? Share Today's Stat: FEATURED PRODUCT Playing to Win: How Strategy Really Works EBook Now Available A.G. Lafley and Roger Martin — one of the most successful business duos of the past century. With Lafley at the helm of P&G during its renowned turnaround and Martin as his strategic partner and adviser, they helped to double P&G's sales and push both profits and market value through the roof. Now it's time for you to take a page from their strategy playbook. PLAYING TO WIN, available now. It's the book everyone is talking about. "Strategy lessons, 101..." — Financial Times. "a fascinating tale..." — The Economist. ADVERTISEMENT Follow the Stat: BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Boxed Set HBR Guide to Persuasive Presentations HBR Guide to Better Business Writing HBR Guide to Getting the Right Work Done PREVIOUS STATS Gender Imbalance in China Boosts GDP Growth Why CEO Effectiveness Starts to Decline After Just a Few Years Slow Internet Speeds in China Hamper Business Your Openness May Bode Well for Your Long-Term Job Prospects Even Government Workers Will Eventually Lose Their Pensions Big Food Companies Are Training You to Like Less Salt Politically Conservative Shoppers Shun Generics and New Products A Nearby Meth Lab Depresses the Value of Your Home Number of Users Spending Less Time on Facebook Outweighs Number Spending More Time How Long Do You Expect to Live? It Depends on How You're Asked Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "The Daily Stat" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)