Sie möchten sich in der Personalschulung weiterentwickeln. Wie können Sie die Machtdynamik mit Ihrem Chef effektiv managen?

1. Understand Their Goals: Align your training objectives with your boss’s goals. Show how your advancement contributes to achieving team and organizational goals. 2. Communicate Proactively: Keep open lines of communication. Share your progress, challenges, and seek feedback regularly to stay aligned with expectations. 3. Show Value: Demonstrate the value of your training by applying new skills to your current role. Highlight how these skills benefit the team and contribute to HR goals. 4. Seek Mentorship: Ask for mentorship or guidance. Showing a willingness to learn from your boss can build rapport and help you navigate power dynamics effectively.

Entender la posición del Jefe no te limita a realizar las funciones, al contrario es donde tú eres parte fundamental del rol que tiene ese jefe, así como el tiene influencia en ti, así mismo, tu ejerces una mayor en ese rol ya que el desempeño que obtiene el jefe es en base a tus aportes para con el.

Identify the formal hierarchy in your organization. Understand who holds positional power and how decisions are made. Notice who has influence beyond their formal role. These might be individuals who others consult frequently or who are involved in key decisions. Recognize the individuals or groups that have a stake in your success. Understanding their interests can help you align your actions with their expectations. Beyond the official hierarchy, informal networks often exist where power is exercised in more subtle ways. Being aware of these networks can help you better navigate office politics.

Completely agree! First, seek to understand the leader’s goals, the organization goals and the company strategy. Equally important, use data! Assess the gaps in capability across the workforce relative to the leader’s goals, and/or the organization goals and the company’s strategy. Without triangulation between goals, strategy and workforce capability, a, training strategy may miss its mark. Data always helps tell the story and open most minds and eyes to consider greater collaboration and alternate solutions. Also, align on how training success will be measured. Establish a baseline. Revisit progress on a frequency that allows for ongoing collaboration with the leader allowing for any necessary adjustments along the training journey.

Yes I would agree. I learned to anticipate my supervisors needs and was able to move up quickly and also valued for speaking up during meetings with my team. I showed leadership qualities but in the same respect I would still ask for my superiors input when it came to having ideas to advance the team or project we were working on. I would make suggestions and in a very positive manner to avoid stepping on her toes so to speak. For example, if I had a suggestion I would ask, “well, what do you think about trying this approach?” Or “you know what has worked well for me in the past….” And even “if everyone is on board we could do A, B, and C… and if it doesn’t work we will try something new until we find something that does!”

Be clear about what you want to convey. Avoid jargon or ambiguous language that could lead to misunderstandings. Get to the point quickly. Respect your boss’s time by providing the necessary information without unnecessary details. Adapt your communication style to match your boss’s preferences. If they prefer emails, keep them succinct; if they prefer meetings, be prepared with key points. Frame your messages in a way that aligns with their goals and concerns. Show how your ideas or updates are relevant to their priorities.

En el complejo tejido de las relaciones laborales, las dinámicas de poder con nuestros superiores pueden ser tanto un desafío como una oportunidad. Como profesionales en constante crecimiento, debemos aprender a navegar estas aguas con destreza y sabiduría. Según el filósofo alemán Martin Heidegger, "la comunicación es la relación fundamental entre el ser y el mundo". Para comunicar de manera clara y asertiva. Asegúrate de expresar tus necesidades y sentimientos de manera clara y respetuosa, sin ser agresivo ni pasivo y aprende a decir "no" con elegancia; si una solicitud no es realista o afecta tu carga de trabajo, comunícalo de manera diplomática. La habilidad para decir "no" de forma constructiva es esencial para mantener el equilibrio.

Anticipate what needs to be done and see how your solutions/suggestions help move the company forward toward its goal. Truly understanding the future progression of the company can help impact how you provide solutions. Do it! Don’t think about it, if you see what needs to be done, just do it! Someone has to, why not you?

Don’t wait for tasks to be assigned. Anticipate what needs to be done and take action. For example, if you notice a recurring issue in your department, start researching possible solutions. Consider what might be needed in the future and start preparing for it. This could involve learning new skills, preparing reports in advance, or suggesting improvements.

If you notice data inconsistencies affecting employees, reach out to the oversight manager and propose a collaboration to review and improve the process. Show interest in their perspective to build rapport. Establish the relationship by working together on department improvements. Maintain it through regular check-ins to ensure process effectiveness, seeking feedback, and offering support. Follow up consistently to monitor progress and offer further assistance. Through open communication, collaboration, and problem-solving, you not only improve processes but also build trust and strengthen the relationship over time.

Maintain a positive demeanor, even in challenging situations. A friendly and optimistic attitude makes you more approachable and easier to work with. Be open to conversations with colleagues at all levels. Encourage dialogue and show genuine interest in others’ perspectives.

Instead of asking, “How am I doing?” be specific. For example, “How do you think I handled the recent project? Is there anything I could improve?” This helps the person focus on particular areas. Identify specific areas where you want feedback. This shows that you are proactive about your development and open to constructive criticism. Allow the person to share their feedback fully before responding. Listening carefully shows that you value their opinion.

Welcome those 360 reviews/feedback and embrace them as both a boost for the things you get right, and a learning, development and growth opportunity for improvement. Feedback and co structure criticism are the tools you need to help make you a better leader, colleague and person.

Take on challenging assignments and projects that push you out of your comfort zone. Successfully handling these challenges will not only showcase your skills and adaptability but also illustrate your readiness for increased responsibilities.