Managing up

First Line Managers / 13 April 2011

Understanding what the other person wants is key to managing up

It might seem unnatural to manage those above you in the top-down world of business, but mastering this skill is exactly what you must do to excel in any organisation

Managing up is not about brown-nosing or becoming the boss’s favourite, but about learning how to work within the confines of an organisation to get what you need, while helping your boss meet their objectives

Decode your boss’s management style

Take time to observe how your manager uses authority, the way they relate to others, and their communication style as a leader. You’ll find that most bosses generally fall into one of the following categories; dictatorial, laissez-faire, bureaucratic, or consultative. Once you determine the type of manager you’ve been handed, you can then study ways to work most effectively with this type of leader

In every organisation, there is always a round of politics being played somewhere, whether it’s the boardroom or the backroom
Roberta Chinsky Matuson, author

Be aware of your own communication style

Understanding your own style of communication will allow you to more easily adapt to the situation at hand. For example, if you are the type of person who feels the need to provide background information all the time, you may consider practicing how to be succinct before meeting with a busy boss. If you prefer to communicate via text and your boss prefers face-to-face communication, then adjust your style, as it’s unlikely your boss will readily adjust theirs

Play office politics

In every organisation, there is always a round of politics being played somewhere, whether it’s the boardroom or the backroom. Politics isn’t just about manipulation, it’s about using power effectively. Observe how work really gets done in your organisation, then practice following the unwritten rules. This will allow you to move swiftly to obtain scarce resources, approval of prized projects and promotions

Don’t be afraid to boast

Forget what others have told you about bragging. You have to make enough noise so people in the organisation take notice of who you are and what you are able to accomplish at work

Master the art of influence

Influencing is about communicating with a goal in mind. Skillfully exercising influence will increase acceptance of your ideas and improve your chances of obtaining scarce resources. Focus on building trust and respect in the organisation and you will be well on your way to getting exactly what you need to succeed

Source: Roberta Chinsky Matuson, author of Suddenly in Charge: Managing up, Managing down, Succeeding all around, £14.99, Nicholas Brealey Publishing

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Barry Wilding-Webb - 19 Apr 2011

As a Leadership and Management Development Trainer I'm always encouraging my first line manager delegates to 'boss watch' and manage upwards. This goes to confirm what I'm encouraging them to do, they sometimes look at me quizzically and say, "but we're not the manager, they are, we don't manage!" That's 'victim' language and I want them to be 'players'.

Gordon Weston - 19 Apr 2011

This article reminds managers that they need to assist their teams in understanding how they, as a manager,like to operate. This then allows the team to work more efficiently and for the manager to be effectively directed by his/her team. If they get it right a long-standing harmonious relationship will follow that will benefit all.

Md.Mahbub Aziz - 19 Apr 2011

This article is well covered, but I think beside obtaining trust and respect, a manager should show a high commitment level to their bosses and act accordingly.

Miranda Salmon - 20 Apr 2011

I very much support the content of this article in regards to actively managing your own behaviour to make it easy for your manager to work with you. However, I would take issue with the suggested message of the title. There is a risk that in 'managing our manager' - especially where that manager is possibly weak or has limited experience - we can confuse the roles and responsibilities,undermined our managers authority and find it hard to assert our need for support and guidance when we need it