Going Above and Beyond: How to Stand Out and Manage Up
How to Manage Up (Part IV)
Last week, I spent a day guiding a group through their strategic planning process. They’re a unique team, composed of leaders who are committed to purpose-driven work that yields real impact.
As they wrestled to identify their most important strategic priorities, I learned that the goals and KPIs they set for themselves go far beyond what’s expected. The minimum expected deliverables are too low for their standards. Instead of settling, they identify bigger, more important goals and metrics that maximize the impact of their work.
It reminded me of one of my favorite managers at Boeing. I’ve always been wired to go above and beyond, but this boss taught me how to do it more strategically. He taught me how to track and demonstrate the value of my work in ways that stakeholders hadn’t even considered. Thanks to his guidance, our team learned how to take all our leadership development programs to the next level and garner massive executive attention and support in the process. While our programs initially served the Northwest region only, we quickly expanded to become the global enterprise standard.
This is all part of managing up. Delivering more value than your leaders asked for or imagined will build new heights of trust and rapport.
That same boss of mine often shared The Parable of the Oranges. It was always profound, no matter how many times I heard it. I can’t think of a better way to demonstrate today’s tip, so without further ado, let’s dive into The Parable of the Oranges…
The Parable of the Oranges
There was a young man who had ambitions to work for a company because it paid very well and was very prestigious. He prepared his résumé and had several interviews. Eventually, he was given an entry-level position. Then he turned his ambition to his next goal—a supervisor position that would afford him even greater prestige and more pay. So he completed the tasks he was given. He came in early some mornings and stayed late so the boss would see him putting in long hours.
After five years a supervisor position became available. But, to the young man’s great dismay, another employee, who had only worked for the company for six months, was given the promotion. The young man was very angry, and he went to his boss and demanded an explanation.
The wise boss said, “Before I answer your questions, would you do a favor for me?”
“Yes, sure,” said the employee.
“Would you go to the store and buy some oranges? My wife needs them.”
The young man agreed and went to the store. When he returned, the boss asked, “What kind of oranges did you buy?”
“I don’t know,” the young man answered. “You just said to buy oranges, and these are oranges. Here they are.”
“How much did they cost?” the boss asked.
“Well, I’m not sure,” was the reply. “You gave me $30. Here is your receipt, and here is your change.”
“Thank you,” said the boss. “Now, please have a seat and pay careful attention.”
Then the boss called in the employee who had received the promotion and asked him to do the same job. He readily agreed and went to the store.
When he returned, the boss asked, “What kind of oranges did you buy?”
“Well,” he replied, “the store had many varieties—there were navel oranges, Valencia oranges, blood oranges, tangerines, and many others, and I didn’t know which kind to buy. But I remembered you said your wife needed the oranges, so I called her. She said she was having a party and that she was going to make orange juice. So I asked the grocer which of all these oranges would make the best orange juice. He said the Valencia orange was full of very sweet juice, so that’s what I bought. I dropped them by your home on my way back to the office. Your wife was very pleased.”
“How much did they cost?” the boss asked.
“Well, that was another problem. I didn’t know how many to buy, so I once again called your wife and asked her how many guests she was expecting. She said 20. I asked the grocer how many oranges would be needed to make juice for 20 people, and it was a lot. So, I asked the grocer if he could give me a quantity discount, and he did! These oranges normally cost 75 cents each, but I paid only 50 cents. Here is your change and the receipt.”
The boss smiled and said, “Thank you; you may go.”
He looked over at the young man who had been watching. The young man stood up, slumped his shoulders and said, “I see what you mean,” as he walked dejectedly out of the office.
(Excerpt from: “Living with a Purpose: The Importance of ‘Real Intent.’", Randall L. Ridd)
Did you miss the first three video tips in our How to Manage Up Series? Here they are:
PART II
Diagnose Your Boss’s Communication Style
Bonus: Download a cheat sheet of practical tips for adapting to your manager’s style
PART III