6 Best Practices for Managing Up as a Leader

And It Starts and Ends With Communication

“Up and down and round and round
Ride on the carousel with me
Near or far
We'll catch a star
Isn't it swell
To ride on the carousel”

Lyrics by Kidsongs

Throughout my career, I've received several performance reviews highlighting my weakness in managing up. The most common feedback was a lack of communication, which led me to acknowledge this as a definite area for improvement.

Because effective middle and senior managers strive to ensure that their superiors make informed decisions based on accurate and timely information. They aim to cultivate solid relationships built on mutual understanding, shared perspectives, and respectful disagreements.

Dana Rousmaniere aptly summarizes the essence of managing up: "It means being the most effective employee you can be, creating value for your boss and your company. That's why the best path to a healthy relationship begins and ends with doing your job and doing it well."

I often recall a response I gave when asked by a team member how they could assist me: "Sell more." This often very brief interaction reflects the six best practices I have developed for managing up:

Anticipation: Understand your boss's preferences and work style. If they prefer face-to-face communication over emails, make an effort to visit their office when discussing important matters. Accommodating your boss's preferences fosters better rapport.

Offer Assistance: Identify the areas in which your boss frequently struggles and position yourself as someone who can provide support whenever needed. By making your boss's job easier, you ultimately facilitate your own success.

Prioritization: Assess the significance of your concerns before bringing them up in team meetings. Determine if they are crucial to the entire team or specific to your role. Consider your boss's workload and the appropriate timing to address these matters. Choose your battles wisely.

Share Your Perspective: When providing feedback, present it as your perspective rather than assuming what you would do if in your boss's position. Your unique viewpoint can be invaluable, particularly if your boss is disconnected from other employees. Emphasize the limitations of your standpoint while reinforcing your perspective.

Data-Driven Approach: As with any feedback, be honest and back your statements with concrete data. Be specific about the problems you wish to address and highlight instances where things went wrong. Explain how these issues impact you and other stakeholders, but refrain from speculating.

Effective Communication: Communication can be challenging as you strive to strike a delicate balance – not too little, not too much. It should cover both positive and negative aspects concisely. Opt for scheduled one-on-one meetings to discuss specific issues. This format allows you to delve into necessary details that may be overlooked in a rushed setting. Date and document critical information and avoid complaining about other employees.

Implementing these best practices has led to the most significant outcome: building trust. By anticipating needs, providing assistance, prioritizing effectively, and sharing facts and perspectives proactively, I have fostered trust with my superiors. This has made managing up a rewarding and gratifying experience.

Reach out if you want to find out how Interim or Fractional Sales Leadership can help your journey.

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Scott S. Bateman – Managing Up: 7 Best Practices for Guiding the Boss

Dana Rousmaniere – What Everyone Should Know About Managing Up

Andy Chan – How to Deliver Harsh Feedback to a Superior

Chris Sowers – How to Master the Art of Managing Up

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