Rose marie bravo )Fifth avenue in 1997 to become ceo of burberry.Under her leadership, the old-Guard british raincoat manufacturer saw its $460 million in annual sales nearly triple to $1.3 billion as Bravo headed a celebrated make-Over of the company as a luxury brand.Since leaving burberry in 2007, the new york native has become a retail consultant and sits on the boards of tiffany co. Tif-When you work with a boss--Even one you don't click with--The best advice i can offer is to be curious, observe.Not just what your boss is telling you to do or not do, but everything:How they manage their time and energy, how they function.There could be something, some small nuance, that you can graft onto your own leadership style, and that can make you more effective.If your boss is not popular, or you perceive that she or he isn't competent, it's important to stay focused on your own tasks and objectives.It's easy to get involved in gossip and office politics, but i've seen for myself it's best to avoid that.With a problem boss, you also want to make sure that in any exposure to your boss's boss, you shine:You present well, you're personable, you have the information at your fingertips.And take advantage of opportunities to gain exposure with senior people elsewhere in the organization--In other departments, in legal, wherever. You're going To make mistakes.[In the retail business] every buy you make, every line you bring in, isn't going To be great.You ride a trend and watch it every day--You have To be able To read it before it starts To drop, like the sTock market.All good things come To an end at some point--Trees don't grow To the sky.A trend may plateau, and then you want To Cheap Tiffany Bracelets know how To wind down, or wind out--Or maybe not.Because something may dip, just To get that much stronger the following season.Everything is a cycle.It's a life lesson.You learn that very well in ready-To-Wear.You hope in the end that more of them work, and those that don't work, you get out of and move on. No matter how high you go, own up to what you don't know--Then learn it When i became ceo of i.Magnin, i had been the senior vice president over various merchandise groups within macy's M-). There was a lot I didn't know about running a store froMan operations point of view.I was able to go to my superiors at the time, ed finkelstein and mark handler, and say, i need insight into how this works.They sent the head of all macy's stores to come out to san francisco and spend time with me--Explaining how each store unit has to operate in terms of profitability.That was very helpful.It might not have been my favorite thing--I might have liked better to go to the market and pick out beautiful merchandise for the store.But there's a moment when you see a gap [in your knowledge] and you need more information. Something similar happened at saks.I was working for [ceo] philip miller at the time, and we were getting ready to go public.I felt, and philip agreed, that i needed a better understanding of all the financials--What makes a company viable as a public entity--And he arranged for me to have tutoring from someone from the bank on weekends, just to get up to speed.When you have a trusting relationship with your boss, it's okay to say,"I really don't understand this fully and want to be better at it. "That helped me a lot when eventually i went on to burberry and we ended up going public there. Don't ignore the soft skills you need to ace the job There were many aspects of the i.Magnin job that i had never really had to concern myself with before.For example, because the store was so visual, and such a focal point in san francisco, i had to be very involved in the social end of things.Someone from the city's social Buy Cheap Tiffany Rings UK circle took me under her wing, helped and educated me on the do's and don'ts of entertaining.I had to learn a new set of social skills, giving dinners for visiting designers, running fashion shows and events. When burberry came calling, we had just gone public at saks.We had brought in prada and a slew of prestige lines.We were building our designer collections, and i was having fun doing that.I had to ask myself:Have i done what i set out to do at saks?Did i accomplish what i needed to accomplish?At burberry i would be ceo of a global company--Was i up to it?It's hard to leave a company, hard to leave people, to make a change.You do careful research, careful analysis.But sometimes you just have to go with your gut. Master the art of"Delegating up" Pretty early On, i realized that having a boss involved in your work is extremely powerful.And i learned to size up their competency And figure out what their strengths were.You learn that someOne's great with outside vendors, or makes great speeches, or someOne may be terrible at speeches but great at interpersOnal One-On-Ones--Very effective if you're trying, for instance, to persuade someone to stay with the company.At macy's, i had people think about leaving from time to time, And i would call my boss And say, so-And-So is not happy and i need you to talk to her.I think she's valuable, and she needs to hear it from you.It's almost like you're delegating to your boss--Sometimes you must engage them in something they might not normally do.I believe you can do this if you're tactful and do it with respect. I remember one time while i was senior vp of cosmetics at macy's, there was a meeting with an executive from a cosmetic line we were hoping to carry.We had all kinds of senior people there--The head of marketing, the head of visual merchandising.[Macy's CEO] Ed Finkel-Stein looked over at me and said,"Well, we all report to rose marie.We really all work for her. "I thought, that's interesting--They're my superiors, but they all feel they're part of my business and have a share in it.And i thought, that's the way it should be.