Managing up is critical to thriving inside of organizations. Although not spoken about regularly, if you don’t manage up well you simply will not rise through the ranks. Managing up is an art, a science and a skill.
It’s important for all managers and leaders to be managed. One of the hidden agreements an organization provides you is this…you’ll be managed and led AND you have the responsibility to also lead and manage those who report to you as well as those above you. Just as your boss invests in you, so too must you invest in your boss’ success.
Investing in your boss means, as the book “Managing UP!" by Michael Singer Dobson, Deborah Singer Dobson states, “being listened to and having your ideas respected. Getting your decisions in a timely fashion. Having the kind of influence that helps get your job and your mission accomplish…. it also means helping compensate for your boss’s weak points. Everyone has them.”
Tis true…we all do have faults and sometimes expecting your boss to be all things to everyone is as big of a mistake as expecting the same of our spouse.
Consider some of the most common mistakes that effects managing up and how you can remedy them:
1) When my boss doesn’t agree with me, I know this causes a rift between us.
Truth: You don’t have to like or agree with your boss in every situation. You are both on a team and are paid for the execution of the goals of the organization. You may have similar and opposing views in how to accomplish these goals, and that does not mean your career is in jeopardy. This just means you are two different people.
Word from the coach: When you have a differing opinion, you may not have all the information your boss does to make decisions. That’s fine. It’s time to read between the lines, ask deeper questions and come to an understanding of what is needed.
2) I know my boss and consider him/her a friend. Therefore, I know what kind of support my boss needs.
Truth: Most people don’t know how to manage up and can only make assumptions about their bosses’ needs. Eradicate speculation and start communicating.
Word from the coach: Ask your boss how he/she wants you to communicate with him/her. What materials does he/she need to see from you? Schedule meaningful one-on-ones with clear agendas and expectations. Ensure your meetings handle core issues clearly and honestly. Meeting just to meet is never beneficial for anyone. Make sure you create agreements that outline how you will communicate in times of bliss and crisis (know that the crisis times are the ones that will test your relationship).
3) Not keeping your boss in the loop.
Truth: We think we are good at keeping our bosses updated but our bosses probably need to know way more information than we think they do. “Sheltering” them only keeps them in the dark – now it’s time to turn on the lights.
Word from the coach: A former boss of mine, Ellen Cooper (a communications expert), once told me, “‘Closing the loop’ is one of the most important assets of any great communicator.” Ask yourself, is there a piece of information I have that my boss needs? Anticipate your boss’s needs by always offering updates, even if you believe the information is trivial. Nothing is trivial and should something ever become unimportant, you can count on your boss to tell you (you can make this an agreement between you both).
4) Being reluctant to ask for feedback
Truth: Hardly anyone likes to hear brutally honest - hit you over the head - feedback. Although we often say we want to grow, it’s tough to hear the real truth. Unless we ask for it and are willing to listen to honest feedback, we won’t know where we have room to grow and develop ourselves. Keep in mind, it’s not always easy for our bosses to give us feedback and they have to take feedback from their own bosses, too.
Word from the coach: Ask and ye shall receive. Lose the fear. Growth requires some degree of discomfort. Showing a willingness to become uncomfortable, hear the truth and act swiftly on it will be what differentiates the good from the great.
5) Bringing problems and no solutions
Truth: Problems or “issues” brought to your boss without solutions simply look like complaints. It’s never good to be perceived as a complainer.
Word from the coach: Whenever there’s a problem, try to consider at least three alternative solutions. If you get stuck, ask for help from your peers. If you still find yourself completely void of ideas, be transparent. State upfront to your boss that there’s an issue that requires his/her attention and that you have done your best to consider all possible solutions but haven’t found the best answer. Lay out the issue and brainstorm together.
6) Not managing your boss’s perceptions
Truth: All bosses have inherent perceptions about how work should be done. Some of these perceptions may be from their own past work experience and even performance reviews. Examples include things such as: getting your work done quickly shows you can work well under stress; coming in early and staying late shows commitment; coming in on the weekend to finish a project demonstrates diligence.
Word from the coach: Most of these perceptions are not spoken but rather implied. Managing these perceptions is critical to your success, so get them out in the open, talk about them and negotiate them. Supervisors would rather you get a project done well rather than finish it in two minutes. Sharing with your boss the process and progress of your work product helps to eradicate unspoken of perceptions.
7) Avoiding conflict
Truth: Experiencing conflict is not a sin. Conflict brings growth, fosters development and airs misperceptions. Yet, I found in a group session that I facilitated with advertising executives, most saw conflict as negative and something that should be avoided as much as possible. There’s a difference between confrontation and conflict. Confrontation involves hostility, whereas conflict merely arises from a difference of opinions.
Word from the coach: Before you say something that may be in opposition to what your boss thinks, set your intention. If your intention is to provide maximum value to the organization at all times, then the words you speak will echo this sentiment. If your intention is to “set your boss straight”, then be prepared for a harsh exchange of words. It’s up to you to determine the starting point…
Managing up is one of the greatest skills a manager or leader can possess. Dedicate yourself to excelling at this skill and your reputation and value to the company will be recognized -- guaranteed. Until next month!
