Here's how you can shape your boss's decision-making and effectively manage up.

Learn about your boss's preferences, priorities, and decision-making style. This insight helps you tailor your approach to better align with their expectations.

To be effective with your boss give clear options in relation to their objectives and explain each option both the good and bad points, because there is no perfect answer just choices

Remember that in law, our job is to help our clients make fully informed decisions. Research similar cases and provide the holdings. Deliver the materials to your boss concisely and in relation to the big picture/problem presented by the case.

The key to shaping the attorney's decision-making is to provide the most up to date caselaw and concise opinions in relation to the case at hand. It is imperative that your research includes any contrary state or circuit opinions as well. The attorney must be fully informed of all relevant statutes and potential pitfalls that you may be aware of with any evidence or witnesses so that the attorney may advise their client accordingly.

This might be counterintuitive, but stop giving primary consideration to what your boss wants. You know what your boss really wants? For you to produce independently and from your own overflow. First, examine yourself and make concrete why you're there, doing what you're doing. Derive your motivation for work internally. If you are in lock-step with the org's goals, then this will be simple. Then, second, relate this primary focus to the needs and wants of your boss -- but as an *adjustment*, not as the source. In my experience, beginning with the boss's preferences is beginning with a mutable foundation. It's gonna change depending on the day and the coffee. When this adjustment is made, they will want more of what you're producing.

Bosses and leaders are more likely to be willing to hear you after a positive result from the work in progress and your input to that result, the more input the more receptive you will be and the bigger influence you will have.

Identify the right moments to approach your boss with ideas or concerns. Timing your interactions when they are most receptive can significantly impact the outcome

Two things. First, you catch more bees with honey. The more you can be the first person in the room (or chat) to propose a solution to a problem, and offer to take the first couples whacks at developing said proposal, the more you'll register on their radar (in a good way). Furthermore, avoid being a person who "asks a ton of questions." Well prepared questions that get at the source of an issue are golden. Second, and this is an elaboration of the first, realize that all interactions take on a reinforcing or punishing quality (in a clinical sense). I don't believe there's really any 'neutral experience.' Focus on having great interactions that are substantive, encouraging, and optimistic--especially when things are hitting the fan.

When discussing problems, always come prepared with potential solutions. This proactive approach shows initiative and can influence your boss’s decisions positively.

Bringing a solution along with the issue showcases initiative and problem-solving skills, qualities highly valued by bosses. It demonstrates thoughtfulness and increases the likelihood of your proposal being accepted.

Be concise and articulate in your communication. Clear, direct messages ensure that your ideas are understood and considered without any ambiguity.

Clear, concise communication is crucial in managing up. Focus on key points, articulate benefits, and align proposals with team objectives to help your boss quickly understand and make favorable decisions.

One of my greatest pet peeves is the concept of "communication breakdown." Often, what is actually meant by the phrase is not, "my email didn't go through," but "I don't like what the email said." In this context, anticipating objections and providing mitigations/refutations can be the most powerful element in a proposal. Most persons in a position to approve or deny proposals are going to adopt a critical mindset, for a variety of reasons. Anticipating those objections, providing robust answers to them, and presenting them in a clear and concise manner actually achieves what most people mean when they refer to "clear communication". Namely, what is communicated is accepted, received, and rewarded. People like this persuade mountains.

Consistently deliver on your commitments and maintain professionalism. Trust is built over time through reliability and integrity, which are crucial for managing up effectively.

When you produce work, do it in your boss's voice. Ensure that your work product is in alignment with the firm or company's reputation. Consider past criticisms, and be humble enough to criticize your own work. When you do, tell your boss about the mistakes you caught, and how you addressed them.

The best protocol for following up on proposals submitted to your boss would be the following: 1. Thanking them for considering your proposal in the first place. 2. One week later, send an email inquiring as to what their general take is on what you submitted. Reiterate your willingness to take lead on any element that would eliminate unnecessary burdens on their time. 3. Two weeks later, follow up, but through a different medium, e.g. office drop-in, video call, phone call. At this point, your approach will depend on a variety of factors pertaining to your relationship with them. If they need pushing, push with peace. If they need less than that, do so and allow providence to take its course.

If you get a chance to do the initial client intake or initial vendor meeting, remember to ask questions that can lead to answers to form initiation documents. Present the summary with an outline of a Complaint or responsive document. This will show your boss that you think about the big picture in the case from the beginning.