Tim McDermott “Effectively Managing Up”

It’s almost as if we are trained from an early age not to say nice things to our boss.  Brown Noser.  Teacher’s pet.  And other less flattering labels are given to people who “kiss up to the boss.”  Due to peer pressure – even in Christian organizations – no one wants to be that person.  But effectively managing up is an important skill.  Everyone is under authority. 

Even the CEO is under the Board and needs to know how to manage up.   If you can master this skill, you will have less stress in your job.  Who doesn’t want that?  So how do you do it – effectively?

Here are some practical ways.

1. Know your realm of authority. To be effective you must know what you are empowered and not empowered to do.  If you don’t have a clear job description that details your scope of authority, then work with your boss to create one.  You should know who you are overseeing and what decision-making authority you have.  I have found it’s better to overcommunicate than under communicate.  If they tell you that you don’t need to check with them in a certain area, then you know going forward. 
2. Know and anticipate their needs and questions. This is big.  If you know them and what their needs are – then you have reached a high level of managing up.  As a CEO, I really worked on this with my Board. After a while I knew the hot buttons and high priorities.  I also knew who my “vocal” people on the Board were and their issues.  When I presented those things, I had those needs in mind.   The only way you can do this is by spending time with them and hearing their heart.  Listen well.  Listen for needs.  Do you know what frustrates them?  Do you know what brings them joy?  The more you know the better you can be at anticipating their needs.  Along with that, anticipate their questions.  Before a Board meeting, I would think about what questions might come up.  As time went on, I got better at this.  When you know the answers to questions before they ask, you are managing up well. 
3. Be proactive in communication. One of my axioms is that “a hungry Board (or supervisor) will look for areas to eat.”  Rather than being reactive, be proactive feeding them information on where the organization is going.  Give them strategic updates, financial reports, and future industry trends.  All these proactive actions demonstrate not only that you are on top of the job but on top of where the organization is headed.  If you wait, then don’t be surprised by your Board or boss giving you a new task that could take you off a different direction and add more stress to your life. Do you have a weekly time with your boss or Board Chair?  If not, be proactive and set one up. 
4. Give positive praise in private. They say it’s “lonely at the top.”  Leaders are often stressed, burnt out and mask their insecurities with a tough exterior.  When leaders swim with sharks they can’t bleed, or they will risk being devoured.  In leadership we are taught “public praise” “private rebuke”.  But when you manage up, it’s more private praise.  Be sincere.  Make it meaningful.  Don’t do it too often or you will risk false pretense.  Don’t ask for something after you do this.  Just let the positive comment stand.  If you want to go one extra step, when others are tearing the boss down, don’t add to the comments.  Either offer a positive word or walk away.  Don’t be a part of the negative talk.  It’s amazing how those negative comments said in private will get back to the boss and then you risk being a hypocrite. 
5. Give constructive feedback to your boss. This is probably the hardest step in managing up but one that meant the most to me as a leader.  I remember those times when an employee came to my office and spoke to me about an issue they had with me.  They were taking a big risk, but because they cared about me, they gave me that private feedback in a very humble way.  It impacted me for good and I respected them for doing that. As a leader, I want to be surrounded by people like that rather than a staff of “yes people.”  Yes, I know it still a risk because some leaders can’t handle that and will hold it against you.  Some even fire people for trying to do what they thought was right.  But if you get to that level, you have won a boss for life.  If it doesn’t work out, then is that really the type of person you want to work for anyway?

Managing up is hard work but rewarding.  I believe the better you are at doing it, the higher you will go in your organization.  This week try one of the ideas above and let me know how it went.

With over 40 years of leadership experience in broadcasting, Tim McDermott is now consulting nonprofit leaders and doing financial consulting.  He can be reached at Tim@TimMcDermottCPA.com