“Managing up” might sound like corporate jargon, but at its core, it’s a critical career skill. It means working with your manager in a way that improves communication, builds trust, and makes both of you more effective. It’s not manipulation. It’s not flattery. And it’s definitely not about trying to take control.
Done right, managing up is about being proactive, aligned, and resourceful. It’s how top performers build strong relationships with leadership and navigate their careers with clarity and influence.
But there’s a fine line: How do you manage up without overstepping? Without looking like you’re challenging authority or trying to take over? That’s what this article will teach you.
Understand Your Manager’s World
The first step to managing up is to see your boss not just as your evaluator—but as a person with their own challenges, goals, and pressures.
Ask yourself:
- What are their top priorities right now?
- What stresses them out?
- What kind of communication do they respond to?
- How do they prefer to receive updates—email, meetings, Slack?
The better you understand your manager’s work style and responsibilities, the easier it is to support them effectively. You’ll also start to anticipate what they need—before they ask.
Clarify Expectations—Early and Often
Ambiguity breeds frustration. One of the most helpful things you can do as a direct report is to ask clear, thoughtful questions like:
- “What does success look like for this project from your perspective?”
- “How do you like to receive updates—weekly summary or ad hoc?”
- “If priorities shift, what’s the best way to keep you in the loop?”
These conversations set the foundation for smoother collaboration—and fewer surprises.
Proactively Communicate
Managers are busy. The more clearly and consistently you update them, the more they’ll trust your autonomy.
Great communication looks like:
- Weekly status emails or messages
- Bullet-point summaries of project progress
- Flagging blockers early: “Here’s what I’m seeing, here’s how I’m planning to handle it—open to your input.”
- Asking for input at key points, not on every step
You don’t need to flood their inbox. You just need to eliminate guesswork.
Bring Solutions, Not Just Problems
One hallmark of managing up well is coming to your manager not just with questions—but with ideas.
Instead of saying:
“The deadline isn’t realistic.”
Try:
“I’m concerned about the timeline—if we shifted X or added support for Y, we could still deliver a solid version by then. What do you think?”
This doesn’t mean solving everything alone. It means showing initiative and respect for their time and trust.
Understand Boundaries
Managing up is not about acting like the boss. It’s about making your boss’s job easier—while still doing yours.
That means:
- Avoiding tone that’s directive or condescending
- Not bypassing your manager to go over their head
- Checking before taking on cross-functional initiatives
- Respecting their decisions—even when you’d have chosen differently
There’s a difference between influence and overreach. Keep your tone collaborative, not competitive.
Anticipate Needs and Fill Gaps
As you grow, one of the most powerful ways to manage up is to see around corners.
You might say:
- “I noticed next quarter’s metrics aren’t aligned yet—want me to draft an outline?”
- “You’ve got a packed week—can I prep the team brief for Friday?”
- “You mentioned needing a backup plan for the rollout—can I sketch options?”
The best reports don’t wait to be told what to do. They show leadership from where they are.
Make Your Manager Look Good (Without Being a Sycophant)
When your manager succeeds, your whole team does. Be someone who contributes to their credibility and impact.
That might mean:
- Delivering on time and with excellence
- Speaking positively about them to others (authentically)
- Giving credit when they advocate for you
- Supporting their vision—even if you’d execute differently
This isn’t flattery. It’s partnership.
Ask for Feedback and Offer It Thoughtfully
Managing up includes managing the relationship. That means seeking feedback—not just on your work, but on how you collaborate.
Ask:
- “How can I support you better in the next phase of this project?”
- “Is there anything I could shift in how I communicate to help you more?”
And if you need to offer upward feedback:
- Do it privately
- Be constructive, not critical
- Frame it around shared goals: “I’ve noticed X happens during meetings—do you think there’s a way we could streamline that together?”
Respect is key.
Final Thought: Managing Up Is Managing Your Career
When you manage up well, you build trust, open doors, and shape your own trajectory. You become someone leaders rely on—not just to execute, but to think, align, and lead from any level.
So learn your manager’s world. Communicate clearly. Anticipate needs. Offer value. And always keep the tone collaborative—not controlling.
It’s not about managing them. It’s about managing your contribution to their success—and yours.