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 really like this framework and will give it a try with my manager. I have a question though on something I've observed on the current project I'm on. The team is building documentation for a sharepont site. My responsibility is project management. The team members responsible for drafting the documentation have used AI to draft the documentation. I've observed that we haven't proofread the AI generated documentation for tone. Assert: I can proofread the documentation for tone and suggest edits, would probably take 1-2 days. Is the validation aspect asking if my manager thinks this is a good idea or not? What about the team members that drafted the documentation? Do you observe/assert and validate with team members to get buy in too? Appreciate any thoughts!
I love this method! what advice would you give to help come up with assertions that make sense? how can we consistently identify places we can add value?
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 really like this framework and will give it a try with my manager. I have a question though on something I've observed on the current project I'm on. The team is building documentation for a sharepont site. My responsibility is project management. The team members responsible for drafting the documentation have used AI to draft the documentation. I've observed that we haven't proofread the AI generated documentation for tone. Assert: I can proofread the documentation for tone and suggest edits, would probably take 1-2 days. Is the validation aspect asking if my manager thinks this is a good idea or not? What about the team members that drafted the documentation? Do you observe/assert and validate with team members to get buy in too? Appreciate any thoughts!
I love this method! what advice would you give to help come up with assertions that make sense? how can we consistently identify places we can add value?
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!