Managing Up: Leading When You’re Not at the Top

A few years ago, I coached a mid-level manager who was frustrated because their VP kept asking for the same information multiple times. “I already sent it in my report,” they said. The problem wasn’t the data—it was how it was being delivered.

When we dug deeper, the VP admitted they rarely read long reports. They wanted one-page summaries and a quick verbal briefing they could take straight into executive meetings. Once the manager adjusted their style, the VP started relying on them as a trusted go-to.

That’s the power of managing up. It’s about understanding:

·        What does your leader really expect?

·        How do they prefer to be communicated with?

·        What problems are they trying to solve—and how can you make their job easier?

Managing up isn’t manipulation. It’s influence. When you align with your leader’s style and needs, you make it easier for them to succeed—and they’ll trust you with greater responsibility in return.

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