I really like this framework. At the same time, I believe someone who is asking how can I make your life easier shouldn't be underestimated. How many people actually ask this to a manager or a colleague? Might not look as sophisticated and maybe not the highest ROI, but it shouldn't be taken for granted.
I agree with you, but I want to add a word of caution here. When you add reciprocity into the mix, connection becomes more important. Don't forget to be a human here, and how may I help you is also important.
I just graduated and really appreciate how you break down OAV. I’m trying to apply this at my startup making automated documentation tools, but sometimes it’s hard to know if I’m observing the right things. Would you be willing to talk or answer a few more specific questions? hjconstas@docforge.net
Being proactive is always good advice, but this gave me pause: “Observing matters for a simple reason: your manager might not be able to articulate what they need.”
Isn’t articulating needs a core function of management? If a manager can’t do that, neither you nor your team will be successful (regardless of how proactive you are personally).
Good read - love the balance of practicality and the theory of why it’s effective.
Interested in thoughts on how or if this same approach can be applied from manager to direct? Is there more value in having the direct go through the thinking on how and where their manager could help rather than the manager share an observation?
The OAV principle is the core of Managing Up. The higher people reach in organisational ranks, the bigger the context window. A request from someone for a specific task requires a significant time investment from the manager. However, bias for action shifts all that to be related to trust. If your manager likes the idea, they trust you, and you can act.
I really like this framework. At the same time, I believe someone who is asking how can I make your life easier shouldn't be underestimated. How many people actually ask this to a manager or a colleague? Might not look as sophisticated and maybe not the highest ROI, but it shouldn't be taken for granted.
True!
Asking your manager or peers builds trust and reciprocity.
I agree with you, but I want to add a word of caution here. When you add reciprocity into the mix, connection becomes more important. Don't forget to be a human here, and how may I help you is also important.
Totally agree. FWIW I mentioned “don’t ONLY ask how you can help,” not “don’t ever ask how you can help.”
This is useful, concrete advice that can be applied to situations outside of work! Thanks, Wes!!
I just graduated and really appreciate how you break down OAV. I’m trying to apply this at my startup making automated documentation tools, but sometimes it’s hard to know if I’m observing the right things. Would you be willing to talk or answer a few more specific questions? hjconstas@docforge.net
Being proactive is always good advice, but this gave me pause: “Observing matters for a simple reason: your manager might not be able to articulate what they need.”
Isn’t articulating needs a core function of management? If a manager can’t do that, neither you nor your team will be successful (regardless of how proactive you are personally).
Good read - love the balance of practicality and the theory of why it’s effective.
Interested in thoughts on how or if this same approach can be applied from manager to direct? Is there more value in having the direct go through the thinking on how and where their manager could help rather than the manager share an observation?
Bias for Action! This is my principle.
The OAV principle is the core of Managing Up. The higher people reach in organisational ranks, the bigger the context window. A request from someone for a specific task requires a significant time investment from the manager. However, bias for action shifts all that to be related to trust. If your manager likes the idea, they trust you, and you can act.
This is the fast path to promotion!