How to Get the Boss to Listen to You

Show the boss how to use your advice seems to be something not generally taught in business schools that is so essential to maximize the value of advisor/leader relationships. All leaders have advisors around them. There are various devices, and tools such as timelines, prioritized lists, checklists, and strategic questions that help bosses absorb the advisor's information. Too often advisors assume that what they're saying is so sensible, useful, and obvious, they fail to check and validate reception and understanding by the person they are advising. Failing to validate the connection between advice and action is one reason why some advisors excel and succeed and other advisors get pushed back in the back or are ignored altogether

It seems that new business school graduates could benefit from those disciplines regardless of position. Do you agree?

These disciplines are important for three powerful reasons. First, any advisor will need to be able to explain the nature of the advice given. And, to some degree, the thought processes involved. It's nice to have names for these things to be able to explain how the process works from the advisor's perspective. Second the advisor may have to defend their advice and suggestions and, once again, having a process of steps or elements and identified ingredients helps make the case and supports a process of thoughtful persuasion. Third, an important ingredient in strategic thinking is the ability to disaggregate complex issues and problems on the spot, and then to reconstruct them for discussion and argument. Too often, the less experienced advisor substitutes emotion and ego for facts, or experience-based advice. These disciplines give even the youngest practitioner, a sense of altitude, a sense of dispassion, and a sense of wisdom.

New graduates sometimes complain that their boss or co-workers do not take them seriously. Is there a way to receive instant respect from the head honcho and peers alike?

One of the most frequent questions I'm asked is whether or not a truly trusted advisor has to look more like me (male . . over 60). I have always believed, and my experience has demonstrated that it is what comes out of your mouth in a crucial moment that matters more than age, looks, or gender. I also believe in the 95-5 rule. I first read about this rule in the writings of Price Pritchett of Dallas, Texas. He suggests that 95 percent of what we do every day has very little or no value. But there is 5 percent of what we do that really matters. My advice to all advisors, but especially to younger advisors is to focus on that 5 percent. Focus on what truly matters from the manager's perspective.

What would you say to people who are having a problem with co-workers who aren't acting like good team members? Is there an easy way to resolve the conflict without involving the boss or human resources?

First of all, being a strategic advisor is an individual activity rather than done by a team. Every time I see the phrase, "a team of advisers" I cringe and predict a dissatisfied executive and a poorly served leader. Leadership itself is about the rather lonely activity of looking over the horizon constantly, scanning for new destinations and opportunities, then returning to the organization and explaining, showing or illustrating where the organization is headed. It is those around the leader who helped translate those strategic objectives into plans, actions, decisions, and questions. It may be that teams are assigned to deal with those particular issues, but on the issues that matter, the issues of leadership and strategy, it's more likely to be individual advisors working independently with leadership to help identify the future and what that future means.

If you could offer any piece of advice to business school graduates who want to make a good impression in their first 90 days, what would it be?

First impressions matter. Here are the ingredients managers and leaders look for, as they try to identify those who will make the greatest contribution and have the greatest future:

• Make budget or sales goals.
• Help make the plan or strategy work
• Help others succeed
• Reduce stress and tension
• Get along
• Be a finisher, get things done
• Inspire others

How can you get your boss to listen to you when you need a raise?

Easy, reread the answer to question number five above.

What if you have done your job for awhile, have a track record, and now want to change to get noticed by the boss?

Here again, old habits die hard, but they die faster if better ones replace them. These are my suggestions for a better set of habits and ones that the boss will notice:

1. Be brief, use a three-minute drill process
2. Be positive, avoid negative words and phrases
3. Suggest, rather than criticize (criticism is always negative, and remembered forever)
4. Keep confidences
5. Look for next steps and increments rather than silver bullets and big ideas
6. Be a follower rather than a detractor
7. Kill projects promptly that cannot succeed