It's Okay to Manage Your Boss

Wherever you work, you rely on your immediate boss for meeting your needs at work-no other relationship is as important to your career success. Yet few of us know how to get the best out of the most important person in our work lives. In the much anticipated follow-up to It's Okay to Be the Boss, Bruce Tulgan challenges you to take responsibility for your role in every management relationship. Based on ongoing research started in 1993, Tulgan reveals the four essential things you should get from your boss to succeed at work: - Clearly spelled-out and reasonable expectations - The skills, tools, and resources you need to accomplish those expectations - Honest feedback about your performance and course-correcting direction when necessary - Proper recognition and rewards in exchange for your performance This back-to-basics and unconventional approach to managing up will help you build highly engaged working relationships with your boss, and deal with complex authority relationships at every level and in any workplace. Go ahead-it's okay to manage your boss... you just have to be very good at it. Learn how in this step-by-step book.

BRUCE TULGAN is an adviser to business leaders all over the world and a sought-after speaker and seminar leader. He is the founder of RainmakerThinking, a workplace research and training firm, and has written for the New York Times, USA Today, Harvard Business Review, and HR Magazine. He is the author of numerous books, including the best-selling It's Okay to Be the Boss, the classic Managing Generation X, and Not Everyone Gets a Trophy. Tulgan holds a fourth-degree black belt in karate and is married to Debby Applegate, winner of the 2007 Pulitzer Prize for Biography. For more information about the book and to view Bruce Tulgan's video newsletter, please visit www.rainmakerthinking.com.

Chapter One Refuse to Be Undermanaged 1 Chapter Two The First Person You Have to Manage Every Day Is Yourself 33 Chapter Three Get in the Habit of Managing Your Bosses Every Day 57 Chapter Four Take It One Boss at a Time, One Day at a Time 75 Chapter Five Make Sure You Understand What Is Expected of You 93 Chapter Six Assess and Plan for the Resources You Need 107 Chapter Seven Track Your Own Performance Every Step of the Way 121 Chapter Eight Earn More Rewards by Doing More Work, Faster and Better 141 Chapter Nine What If Your Boss Really Is a Jerk? 157 Chapter Ten Start Here 173 Acknowledgments 189 About the Author 193 Index 195