I'm a new Product Marketing Manager in a Seattle medical device company. I've noticed in meetings that there are a lot of people with "sharp elbows." In other words, it is not uncommon for meeting attendees to make derogatory remarks to each other. I have yet to determine if this is an organization-wide cultural norm, but I find it off-putting and counterproductive.

My turn as a target will inevitably come and I want to be prepared as to how to respond. I have no intention of allowing myself to be a doormat.

First of all, determine if your manager holds staff meetings and/or one-on-one meetings with direct reports. If neither of these meetings occurs, approach her about a monthly meeting where you give her an update on the department's performance and any critical issues that might have developed. If she rebuffs this suggestion, consider "guerrilla tactics" for communicating with her. Get to know your manager's work habits and hours. Is she someone who comes in early and often has informal chats with direct reports at that time? Does she go to lunch from time to time with direct reports? Does she come to work on Saturday mornings and host informal discussions with anyone who happens to be at work? If these options are not available to you, learn how to get her attention briefly in the corridors, cafeteria, etc. with well-rehearsed brief updates. Do this with a smile and with charm and don't be put of by a less than enthusiastic reception. People are different. We all have our preferences for communication and you can skillfully adjust to meet your boss' preferences.

The responsibility to take the initiative in communicating with your manager, in this case, falls on you. Find ways to build a relationship with her that meet her style and comfort level. Don't be discouraged by the absence of regular meetings. Get creative and keep her posted on important information on a weekly basis. Supplement these "guerrilla tactics" with monthly reports. Include in these reports any metrics that you feel are critical to measuring your department's success. Sooner or later, you will be asked, either by someone within the organization, a corporate official or someone external to the company to produce this type of information. It will be a simple matter for you to respond to these requests by drawing on your monthly reports archive.

It is important that you focus, not only on communicating regularly with your manager, but also on developing a relationship with her. Find out which business initiatives are most important to her and how you can help her succeed with these initiatives. Make it your business to learn about your manager's outside interests and family. This information will make it easier for you to have small talk and develop a more informal relationship.

This situation is an opportunity for you to stretch your communication skills. The world is full of people whose communication style is different from yours. You will meet other people like your boss in the future and will be much better prepared to work with them effectively.

Let me know if I can be of any further assistance.

Copyright , Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

TOP OF PAGE