Managing Up – what is it and why is it important?

One of the most emergent trends over the last few years, particularly in office environments, is the concept of ‘managing up’. The term is widely used but often misunderstood, which is why we’ve put this blog together to explain exactly what managing up means, why it’s important, how it can be done effectively and what challenges employees might face while enacting it. 

What is managing up? 

Managing up is the process undertaken by employees to ensure the link between them and their manager is as strong as possible. For each employee, it's about understanding exactly what their manager’s goals are and how they can support them, in turn creating an effective two-way communication channel to make sure the employee can deliver the work they need, in the manner the manager needs it in. 

It can often be looked at as a soft skill that is vitally important in a dynamic working environment, as when it’s done properly it leads to positive outcomes both for the manager and the employee. 

Here is what managing up is not 

Sadly the term managing up has been misused and twisted to the extent that to some people it will have many negative connotations. It’s important to dispel these notions in order to manage up effectively. 

Managing up does not mean: 

• Doing a manager’s work for them 

• Manipulating a manager in any way 

• Going over a manager’s head 

• Ignoring the employee's own skills and experience 

• Saying ‘yes’ to everything 

How employees can manage up effectively 

The key component of successfully managing up is in the name. Even though an employee is interacting with their superior, they need to approach them as if they were the manager in the relationship. This does not mean the employee should start giving them deadlines or setting targets - instead the employee should reflect on how good managers have supported them in their career, and then use these techniques but aim them upwards. This could include: 

Asking a manager about their goals 

In order to best support the manager, the employee needs to know what their goals are. Perhaps they want to double sales figures in the next quarter or increase social media engagement by 20%? As soon as the employee knows about these targets they can really start to focus on helping achieve them. 

Keep communication open and regular

It’s difficult to work effectively without good communication from a manager. The same is true in reverse – managers may struggle to push a project forward when an employee is withholding updates or information.

As part of effectively managing up, two-way communication needs to be established between an employee and their manager.  

If an employee is concerned they may be swamping the manager with too much information, they can make sure to regularly ask if the updates provided are useful and needed. 

Guide, rather than order 

This isn’t just about respecting the hierarchy of the office, but rather about being proactive at fixing problems instead of dropping them at a manager’s feet. 

Instead of simply telling the manager that a new project timeline is needed, the employee could create a draft one, bring it to them and offer to help complete it with their guidance. 

This will free up some of the manager’s time and position the employee as a motivated and reliable member of the team.

Examples of effective managing up 

Being solution-orientated 

As we’ve just mentioned, an effective way of managing up is picking up some of the slack, and an easy way to do this is for the employee to come to them with solutions rather than problems. It shows that they’re reliable and will help build a closer relationship with the manager, as both parties are able to work effectively on the issues, rather than the manager figuring out the fix and asking the employee to implement it. 

Offering feedback 

A good workplace should foster an environment in which colleagues can give each other constructive feedback at all times. The same applies when managing up, but there are a few extra things to consider here. 

Firstly, it might be wise for the employee to ask permission before offering the manager feedback. Secondly, they should also ensure the feedback is genuine, and not just a complaint. Thirdly, the employee should try and include tangible data in the feedback. It’s fine for them to say they don’t think something is working, but they’re far more likely to be listened to if they include some data that backs up that assertion.  

Leading with empathy

It sounds like it should go without saying, but it can be easy to view leadership through a strictly professional lens that removes their individuality. It's important for an employee to remember that their manager has their own feelings, opinions and ambitions, and most crucially responsibilities - which the employee is unlikely to have a clear view of.

By considering these when exploring ways to manage up, the employee can not only become more effective in their role but also build a stronger connection with their manager and the wider team. This empathy should also come with a strong degree of trust at the same time.

Managing up does not mean the employee should start to question and second-guess everything their manager says or does. A part of being a good employee is providing them with the best possible assistance while still giving them space to make the final decisions. Their job is to give them the necessary information to make that decision and help them carry out any follow-up work.

When managing up is important 

Managing up is particularly important when a new manager has started at a business. Employees will need to implement a solid managing up outlook in order to help the manager settle in and ensure a good relationship is built between them. 

The same applies if a new team is pulled together for a specific project. Employees who understand the importance of managing up will be better able to assist the project leader by fostering team cohesion. 

When done well, managing up can result in huge benefits for the manager, the employee, and the wider business. 

By creating a strong working relationship between the manager and their direct report, successful managing up will see the work output of both parties improve. Plus, a team that is gelling well and producing good work will naturally benefit the organisation they work for. 

What are the difficulties with managing up? 

Managing up is a powerful skill when done properly, but there are some inevitable challenges when doing it. Here's how you can overcome these:

The manager must be on board 

This is the first step of managing up, and it’s unfortunately where many teams fail. While managing up is mostly under the remit of the employee, the manager has to be aware that it’s happening and actively engage with it. If the employee is pushing for stronger communication or trying to ease the load of the manager, who in turn is staying silent and failing to delegate, nothing will be achieved. 

Managers need to be open to the concept of managing up and recognise the benefits it can bring to both them and their staff. 

Employees still need to be able to work independently 

As we’ve outlined above, a large part of managing up is about building strong communication and team working skills between managers and employees. However, it’s important for employees (and managers) to maintain their ability to work independently. Both parties should always be there to support one another, but happy to work alone and take ownership of a task when it’s needed. 

Hierarchy needs to be maintained 

The ultimate goal of managing up is that the manager and employees form a solid unit that has a single goal and shares successes together. Having said that, the management structure of a business is there for a reason. While the manager can confer with their employees, any final decisions taken should still be theirs and theirs alone. 

Similarly, while an employee should feel free to challenge a decision they don’t agree with, they need to remember that they still report to their manager, and must carry out the work assigned to them. 

By maintaining this relationship but strengthening it through the process of managing up, everyone will feel connected to their work, supported by their team, and satisfied in their own roles. 

If you're looking for ways to improve communication within your organisation, and empower managers to better support the needs of their teams, speak with one of our employee engagement specialists today to find out how we can help.