You need your manager’s approval, input, or resources. But every time you reach out, you worry you’re bothering them. Are you emailing too much? Not enough? Being too needy? Not communicative enough? The balance between getting what you need and not being that annoying direct report feels impossible to strike.
Here’s the thing: managing up isn’t about manipulation or sucking up. It’s about understanding your manager’s style, priorities, and constraints, then working within that framework. When done right, it makes both your lives easier. Here’s how.
Learn How They Like to Communicate
Some managers want email. Others prefer Slack. Some need all the details. Others want executive summaries only. Ask directly: “What’s the best way to keep you updated?” Then actually follow that. Communicating on their terms rather than yours reduces friction immediately.
Bring Solutions, Not Just Problems
“We have a problem,” dumps it in their lap. “We have a problem. Here are three options I see, with pros and cons. I recommend option two for these reasons:” gives them something to work with. You’re not expected to have all the answers—but thinking through possibilities before escalating shows initiative.
Make Them Look Good
Your success is their success. Give them wins to share upward. Keep them informed of achievements. Make sure they have talking points before their meetings about your work. This isn’t kissing up—it’s recognizing that your manager’s reputation affects your opportunities.
Understand Their Priorities
What’s keeping your manager up at night? What metrics matter most to their boss? When you align your work with their priorities, you become valuable rather than another task to manage. Frame your requests in terms of their goals, not just your needs.
Don’t Surprise Them
Bad news should never be a surprise. If something’s going sideways, flag it early. “Heads up—the project timeline might slip. Here’s why and what I’m doing about it.” Giving advance warning allows them to manage up too. Surprises make everyone look bad.
Be Selective About What You Escalate
Don’t bring every decision to them. Handle what’s in your scope. Escalate when you genuinely need their input, authority, or resources. Managers who trust you don’t need to approve everything. Those who don’t trust you want visibility on everything. Build trust by demonstrating good judgment.
Ask for What You Need Directly
Don’t hint. Don’t hope they’ll notice. “I need your input on the budget by Friday to meet the deadline” is clear. Passive hints create frustration on both sides. Direct requests get answered. Your manager isn’t a mind reader—be explicit about what you need and when.
Managing up well makes you more effective and your manager’s job easier. It’s not about being subservient or manipulative—it’s about working smart within the reality of organizational dynamics. Understand their style, communicate effectively, and anticipate their needs, and you’ll build a working relationship that benefits you both.
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