SCENARIO: I work as a mid-level manager in a multinational corporation. I think I can go places in this company, but I’m not sure how to make people notice me. I’m about to be transferred to a different department—is there a way to impress my new boss?

Start on Day 1 by using the question I mention in Chapter 19: “What are the three things I should always do and the three things I should never do to do well in this job?” Immediately, you’ll stand out from the crowd.

Next, realize that your success depends on getting the people under you to perform—and that’s going to happen only if you communicate successfully with them. Since these people are strangers to you, use the Side-to-Side technique (see Chapter 20) liberally in your first few months. This is the fastest way to figure out what your subordinates are doing, how well they’re doing it, and where potential problems lie. When you detect problems, defuse them rapidly using the appropriate tools from Section III.

One thing your boss will want to know is: “Can this person handle the pressure of a management position?” You’ll look like a leader if you deal with crises without falling apart, so practice the “Oh F#@& to OK” drill in Chapter 3 religiously. If you’re the one who stays in control when everyone else is falling apart, you’ll earn the respect and confidence of the people above you.

At annual reviews, make it clear that you’re invested not just in your own success but also in the success of your company and your boss. For instance, if your boss asks if you have questions, say something like this: “I want you to imagine we are meeting for my next review and you tell me, ‘You exceeded our expectations with regard to your results, your attitude, and even with some innovative solutions that really helped our company and me.’ What can I do to make that scenario occur?”

When opportunities arise, ask transformational questions that will deepen your relationship with your boss. For instance, ask, “How do you see the company changing as a result of technological advances?” or “What do you see as our most important goals and obstacles?” Questions like these tell your boss that you see him or her as more than just a person with a bigger paycheck than you.

Also, look for occasions to make your boss “feel felt.” The higher up managers are, the more stressed and less “felt” they feel. That’s because unlike coworkers at the same level (who don’t hesitate to say to each other, “You look tired” or “Are you okay?”), managers and subordinates tend to stick to professional talk (and it can be lonely at the top of the organizational pyramid). Don’t be overly familiar, but also don’t hesitate to occasionally say things like “Six meetings in two days—how do you stand it?” or even, if the person looks weary or sad, “Are you feeling okay today?” That little bit of empathy can create a powerful stir of gratitude.

If you’re really serious about getting ahead, here’s another tip: Look beyond your immediate boss. Are there other people, either inside or outside the company, who could help you climb the corporate ladder? If so, take my advice: Kiss up to them. I don’t mean that in a bad way, but in a good way. These people are intelligent and can offer guidance and open doors for you, and many of them enjoy serving as mentors.

Early in your career, find out who are the most powerful, respected, successful, and emotionally guarded people in the industry or field you are most passionate about. (You’ll find some good ideas for meeting these movers and shakers in Chapter 30.) Find a way to develop a relationship by saying to them, “I want to learn everything you know. What’s the best way to do that?” Then do whatever they ask or tell you, learn everything they know, and learn how to be trusted and indispensable to them. Because the old saying is true: It’s good to have friends in high places.

  Usable Insight

Visualize yourself in the job that you want; then actively plan to get there.

  Action Step

Make a list of the 10 people you most admire in your company. Using the techniques you’ve learned (and the information in Chapter 30), see if you can think of ways to become closer to one of these people and position him or her as a mentor.