Let’s consider several situations in which you might need to speak with your boss about a difficult—even unpleasant—topic.
I. Dealing with different objectives
Let’s say that your American boss is pleased with your performance and, therefore, has decided to increase your workload. But, because you’re about to begin your MBA studies, you want to cut back on how much time you work, you have a different opinion and need to share your perspective with your boss. Here’s how you might handle this conversation.
Boss: I’m very pleased with your performance. And because I know that you also have a new baby on the way, I’d like to increase your workload. That way, both you and the company will benefit.
Jinglei: John, while I really appreciate your support and comments about my performance, because I’m starting an MBA, I would prefer to keep my current workload. As you know, I’ll complete this program within 18 months, and once I’m done, I’ll be able to take on new responsibilities.
Boss: Well, Jinglei, I had hoped that you’d want to take on these new tasks now—not a year and a half from now.
Jinglei: Actually, if I weren’t now starting my MBA and, at the same time, welcoming a new addition to my family, I would be delighted to do so. But, because I want to maintain the same level of performance and also do well in my MBA program and take care of my family, I want to be realistic with both myself and you. I think that I’d be doing a disservice to you and our team by taking on new tasks and not being able to deliver.
Boss: Might you be able to take on two new projects? I was really counting on your doing so.
Jinglei: I can see that the timing of my current situation doesn’t work well with the needs of our group. So I have an alternate suggestion. Because I need to develop my managerial skills—I’ll also be taking courses on this in my MBA program—I think that you could assign responsibility for two projects to Joe. However, Joe would report to me on these two tasks. That way, I’d have oversight. And, of course, Joe could learn from me how to handle projects effectively.
Boss: Jinglei, that’s very considerate of you. I think that this compromise idea might, indeed, work well. I’ll set up a meeting among the three to us to get the ball rolling.
Jinglei: Thanks, John. I look forward to this opportunity.
II. Dealing with performance problems
Boss (Jinglei): Felicia, I’m disappointed in how you’re handling business development for our team. One of the executives at a client company told one of our executives that our team was too pushy. That kind of comment makes us all look bad.
Felicia: Jinglei, I’ve also been thinking over how I’ve handled business development for our team and have concluded that there are things I could improve on.
Boss: Like what?
Felicia: Well, even if our services are cutting-edge, our clients may need a better sense of how these new services might help them.
Boss: If that’s the case, how would you persuade clients to buy our new offerings?
Felicia: First, I need to put myself in our clients’ shoes. That is to say, I need to connect with the challenges they’re currently facing as well as those they’ll face in the near future.
Boss: But will you get around to selling our services?
Felicia: Yes, we will, but our selling approach will focus on showing how our offerings align well with their current and future needs.
Boss: Tell me more.
Felicia: In a word, our approach would involve leading our client—not pushing him.
Boss: So far, so good. I agree with you, but the client could also buy the same services from our competitor.
Felicia: He could, but we’d also point out why our service is a better value. And by our entire business development approach, we’d also demonstrate that we’re the type of firm he’ll want to deal with.
Boss: I look forward to seeing your new approach in action.
III. Dealing with performance problems
Boss: Jinglei, your not showing up in Philadelphia for a dinner with six clients is unforgiveable. What were you thinking?
Jinglei: Felicia, you’re absolutely right. I completely blew it.
Boss: OK, but saying you’re sorry to me isn’t going to cut it. What will you do so that this type of situation doesn’t happen again?
Jinglei: I’ve thought a lot about this situation—both why it occurred and what I can do about it. I’ve concluded that my poor performance resulted from two causes. First, I need a better time management system. And second, I need to get more sleep so that I’m not chronically overtired and, therefore, prone to making mistakes.
Boss: OK, that’s a fair assessment. But, what will you do about these issues?
Jinglei: Well, regarding time management, I’ve invested in an iPhone and will use it exclusively to handle all my commitments. Up to now, I’ve used both a paper calendar and my PC. Sometimes they weren’t in sync. Moving to the iPhone for everything will ensure that I’ll never again miss an appointment. As for sleep, I’ve decided to give up watching AC360 every night and, instead, hit the hay. That way, even if I get up at my usual 6 am, I’ll still get 7-8 hours sleep.
Boss: All that sounds good. But, how will you make things up to the client you stood up?
Jinglei: I’ve already called their VP to schedule a luncheon at which I’ll apologize and also discuss other issues.
Boss: Great. Let me know how things go.
Jinglei: Thanks for giving me another chance. I won’t disappoint you again.
IV. Dealing with dissimilar career goals
Felicia: Jinglei, we’ve worked together for the past two years. I was hoping that even though it’s not yet time for my performance review, we could chat about my career direction.
Jinglei: That’s fine. Since you’re highly-analytical, I assume that your next step would be a position in either finance or marketing. That’s where most all of my reports end up.
Felicia: Well, I had a slightly-different perspective. I really enjoyed my recent projects with the sales department and
was hoping to transition…
Jinglei: Oh, Felicia, you’re analytical and smart. People like you don’t go into sales. You even have a graduate degree.
Felicia: But, I think that top sales people also use their analytical abilities and business savvy. And despite my degree, I’m comfortable and enjoy dealing with people.
Jinglei: But, sales people have to talk with others. Would you be comfortable doing so?
Felicia: Absolutely. And if I do move into sales, I might be able to build a bridge between sales types and more analytical people at our company.
Jinglei: If you want to explore this further, I suggest you talk with Pete Collins.
Felicia: Thanks, Jinglei. I’ll do that. And after I do so, I’d like to sit down again and get your take on where I might head with my career. Thanks for all your advice.