American Association for Physician Leadership

Self-Management

What to Do When Your Boss Won’t Advocate for You

Harvard Business Review

August 3, 2018


Summary:

Try these steps for when your supervisor won’t advocate for you or help advance your career.





Take these steps when your supervisor won’t help you advance your career.

Having a boss who doesn’t advocate for you might not be your fault, but it is your problem. You owe it to yourself to find a workable strategy. Here are three steps you can take when your boss shows no interest in helping you achieve.

Release your boss from your unmet expectations for advocacy. There are countless possible reasons why your boss isn’t advocating for you. He might see you as competition. He may suffer from deep unconscious biases. Perhaps he is trying to advocate for you but lacks the social capital to successfully do so. Whatever the reason, shaming him into being your advocate won’t work.

RELATED: Win Over a Boss Who Doesn’t Seem to Like You

Find another advocate. Your boss isn’t the only person in the organization who can advocate for you. There are other influencers who can give you the boost you need. The ideal sponsor is a powerful, high-ranking ally within your organization who will bring up your name with the right people at the right time so that you gain access to opportunity. Sponsors typically choose their protégés. So, you’ll want to strategically increase your visibility to gain their interest instead of explicitly soliciting their advocacy: Produce consistently excellent work, raise your hand to participate in cross-functional teams and interact with new people.

RELATED: Love Your People and They Will Love You Back

Build your network inside and outside of the organization. Don’t underestimate the value of your peers in bringing your name up and speaking well of you. Doing the right thing by people can cause them to want to advocate on your behalf. Finally, being an engaged citizen beyond your workplace can help as well. You never know who is connected to whom and how.

Copyright 2018 Harvard Business School Publishing Corp. Distributed by The New York Times Syndicate.

Harvard Business Review

Harvard Business Publishing (HBP) was founded in 1994 as a not-for-profit, wholly-owned subsidiary of Harvard University, reporting into Harvard Business School . Our mission is to improve the practice of management in a changing world. This mission influences how we approach what we do here and what we believe is important.

With approximately 450 employees, primarily based in Boston, with offices in New York City, India, and the United Kingdom, Harvard Business Publishing serves as a bridge between academia and enterprises around the globe through its publications and multiple platforms for content delivery, and its reach into three markets: academic, corporate, and individual managers. Harvard Business Publishing has a conventional governance structure comprising a Board of Directors , an internal Executive Committee , and Business Unit Directors.



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