There’s a lot of information out there about leadership. Which we often assume to mean leading those reporting to us. But an ability to lead up – to manage our managers effectively – is an equally important part of the job. Here are some tips on doing it well.
There’s a lot of information out there about leadership. Which we often assume to mean leading those reporting to us. But an ability to lead up – to manage our managers effectively – is an equally important part of the job. Here are some tips on doing it well.
Modern Mentor is hosted by Rachel Cooke. A transcript is available at Simplecast.
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Hey, it’s Rachel Cooke, your Modern Mentor. I’m the founder of Lead Above Noise—a firm specializing in helping leaders and organizations crack their activation codes – finding the simple tweaks to enhance both performance and employee engagement.
In my work, I get to spend time with lots of different leadership teams – different companies, industries, and levels. And recently it occurred to me that whether I’m dealing with a team of frontline leaders or a team of executives, everyone has a boss who – in some way – intimidates them.
I’ve heard frontline managers and Senior Vice Presidents all say at some point some version of “but I can’t do that.” We all have that experience sometimes of knowing what we need to do, but feeling like we’re missing something – like key information or permission or funding.
So we throw up our hands and say “guess that won’t get done.”
Today’s episode is gonna be a bit of a tough love message. Because the truth is, if this feeling of disempowerment is resonating with you, then it’s time to start managing up.
It’s scary to think about. And yet, managing up is an important part of everyone’s job.
So let’s talk about how to make it less scary and more doable.
1. Take accountability for managing up.
So I’ve been working lately with a Sales team in a tech organization. They’re going through some big changes and I’m helping the leaders build up that capability.
In a recent conversation, I asked the participants what was holding them back from making progress with their teams. And one responded “Honestly, we just don’t understand the rationale behind so many of these decisions that we’re now supposed to explain to our teams.”
I looked around the room and saw lots of heads bobbing up and down. Clearly this was an issue for several of the participants.
So I said “Well, have you asked your leaders for more clarity?” And then there was laughter. Which caught me off-guard as this was not designed to be a comedic moment.
The laughing, of course, was coming from their discomfort with this idea.
“If you’re not equipped with the information you need to do your job,” I told them, “then your job becomes asking for that information.”
It’s not OK to hide behind a wall of “well they haven’t given me what I need.” We have to take ownership of the asking.
2. Illuminate without assumptions
When I talk to teams (and it’s often) who aren’t getting what they need from above, they’re typically making assumptions about their leaders. And almost never are these assumptions flattering.
“My leader isn’t sharing that info because they don’t trust me.”
“My leader never gives me feedback because they’re not interested in helping me develop.”
“My leader never asks for input because they’re not interested in anyone’s ideas but their own.”
Listen. Maybe this is true sometimes. But often it’s not.
Chances are your leader isn’t sharing that info because they didn’t realize you needed it. They never give you feedback because you haven’t asked for it. And maybe you shouldn’t have to, but they’re busy. And they never ask for input because they think you’re craving direction. And you’ve never offered input.
When we’re not getting what we need from above, it’s so important that we let go of any assumptions (especially the unkind ones) and assume our leaders just don’t know what we need.
So when you ask for it, do it not from a place of “it’s about damn time you shared that info because I’m tired of flying blind” but rather from a place of “you may not realize that without knowing these dates and details, I’m having trouble directing my own team. And more information from you would really help.”
Seriously – what have you been assuming that you’re ready to let go of? And how can you just highlight a gap for your leader?
3. Start with the outcome in mind
One way to make leading up feel less scary is to focus on an outcome you know your leader cares about, rather than asking for something you want.
Set up the conversation so it feels like you’re saying “hey leader, help me to help you achieve something meaningful.”
So, rather than leading with “hey, I really wish you’d give me more feedback” (which sounds like an ask for your benefit), try “hey, more regular feedback from you would really help me sharpen my client pitches / monthly reporting / my ability to create great patient experiences.”
Or rather than “why don’t you ever ask for our ideas?” you might try “last month when we launched that campaign and had to backtrack to fix those coding bugs? I think I might have been able to catch those if I’d seen an earlier draft of the plan.”
These shifts basically turn your ask into an invitation to your boss to make their own deliverable stronger or easier to get out the door.
So what does your boss care about most? And how can you link the thing you want to that outcome?
4. Propose a shared accountability
I get it. You want your boss to make a change.
But what’s your role in this? How will you offer to help so this feels like a shared responsibility rather than you putting the whole onus on your leader?
You want more feedback? OK. Your boss needs to give it. But maybe your job is to choose the project or the skill you want to focus on – so your leader can be specific and relevant.
You want more info? OK – but maybe there’s some basic research you agree to do first so you get the simple questions answered, and your boss can focus only on those you couldn’t find elsewhere.
5. Maintain a dialog
And finally, recognize this will be a journey. The very first time you manage up, your boss won’t get everything right.
So keep the door open.
As they honor your ask, make sure you acknowledge it. ”That feedback was so helpful and actionable – I really put it to good use in my next meeting.”
And as they miss the mark, be kind and remind. “I know we agreed to your giving me more frequent updates on the change timeline. Last week I still felt a little in the dark – any chance we can try a daily 5-minute check in until I’m caught up?”
I don’t know your boss. But I’m pretty sure they’re not perfect. So help them to help you. To help them. Lead them well and they’ll do the same.
Join me next week for another great episode. Until then, visit my website at leadabovenoise.com if your organization is looking to crack its activation code- dialing up performance and engagement. You can follow Modern Mentor on Apple Podcasts, Spotify, or wherever you listen to podcasts. Find and follow me on LinkedIn. Thanks so much for listening and have a successful week.
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