Earlier today, I reflected on a field-based position where my newly hired manager suggested cutting security personnel to bridge budgetary gaps. Initially shocked by his request, I knew I had to convince him otherwise. I met with the manager and insisted on the necessity of security personnel in a conflict zone. I explained how other agencies managed it and highlighted the risks to our team without security support. Security professionals provided first aid training, conducted risk assessments, coordinated evacuations, and liaised with local authorities to ensure smooth operations. My manager, though skilled in project management, was new to such environments. I made the case for retaining the security budget and took it upon myself to offer additional suggestions, introduce him to key contacts, and help alleviate his concerns.
When I was entering the workforce and heard about “managing up,” I thought it meant doing your supervisor’s job for them or brown nosing superiors to get preferential treatment. The idea of sucking up was particularly repulsive to me, so I dismissed the concept and didn’t spend time building this powerful skill. But with time, I learned that managing up is about much more than ingratiating yourself to those in power. It involves providing your boss with the support they need to make informed decisions, and ensuring that your team’s objectives align with broader organizational goals.
Managing up is about clear communication, mutual expectations, and aligned efforts. It is where advocating for yourself and your team meets your understanding of your boss(es). This practice can be a career advancement tool, not because you’re currying favor with people in power, but because it gets your team closer to day-to-day and long-term operational success. The more people with decision-making power have the support to make informed decisions, the more likely you will healthily navigate challenges together.
To effectively manage up, start by building a strong foundation of trust and respect with your manager. This can be achieved through:
Clear Communication: Keep your manager informed about your projects, challenges, and successes. Regular updates and honest conversations can help them see the value you bring and the support you need.
Proactive Problem-Solving: Instead of just presenting problems, offer potential solutions. This shows that you are thinking ahead and are committed to finding ways to improve the situation.
Understanding Their Goals: Learn about your manager’s objectives and priorities. Align your work to support these goals, demonstrating that you are a team player who is invested in the organization’s success.
Providing Constructive Feedback: Just as you would like to receive feedback to improve your performance, be prepared to offer constructive feedback to your manager when appropriate. This can help them understand the impact of their decisions and actions on the team.
Being a Reliable Resource: Be someone your manager can rely on for accurate information, thoughtful insights, and consistent performance. Your reliability will build their confidence in you and your team.
Part of being a good leader is helping other leaders be good leaders – I hope you have an easy time fostering healthy, collaborative relationships with your higher-ups.