Nowadays employees are usually answerable in one way or another to multiple people. Projects are initiated in different departments, so sometimes it may be a problem to ascertain where the real power lies. If you yourself are not that person, you need to find out who is.
Mapping who has the real power
It is not merely about job titles. Especially in the case of remote teams, it is important that managers understand what drives the decisions that impact their teams.
Understand who your superiors are. According to the management-issues.com website, you should clarify the following issues:
What kind of formal rewards they receive
What is the basis for rewards? Is it sales? Share price? What is the source of these performance indicators: is the information extracted from accounting data or CRM reports?
What authority they have
What can they decide for themselves and what decisions are they able to influence? Who do they need to consult if their own authority is not sufficient?
What their other aspirations are
What is important to the people with decision-making power? Do they want to build their personal brand? Do they want to be seen as great mentors? Or leaders who are able to deliver the impossible?
If you don’t know the answers to these questions, interview people who have worked for them. Find out what these leaders usually ask about and what works well if a change of mind is required.
What they need from you
Maybe they want costs to remain on budget. Or they simply need a steady delivery of what you do. Perhaps, however, they expect you to bring new products or services so they stand out among competitors.
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