When I joined the workforce years ago, I was at the bottom of the corporate totem pole. I had a manager, my manager had a manager, his manager had a manager, and so on. I was well managed. Six years later, I still have a manager who has a manager (…), but I’ve learned who the real manager is in this hierarchy - you. You have to manage your manager.
I come from a background in business consulting, in which managing your manager, or upward management, is not only an important tool, but critical in getting projects completed successfully. It may seem obvious that your manager should know exactly what you are working on. But more often than not, they are juggling multiple projects, multiple assignments, and have probably forgotten what they asked you to do in the first place. Managing your manager not only makes their job easier (let’s face it, if you make them look good, you’ll get cookies, and cookies make you happier), but also gives you more control over your work and deadlines.
So how do you manage upwards? Upwards management is all about expectations management. When asked to work on something, be proactive and respond with what you think the task entails, and more importantly, when you think you can have drafts and finished work ready. If the work takes more than a few days, provide timely and concise updates on how you’re progressing, and any issues you need help with. You’ll find that you are able to correct your course before you head down the wrong direction, and your manager will know exactly what they’re getting and when they’re getting it. Most importantly, when you’re done, close the loop and let them know you’re done… ideally ahead of schedule 
Upwards management becomes increasingly important when dealing with managers that are always on the road, or working in a different location. When working remotely, your manager loses her ability to check up on you, and you lose the ability to ask clarifying questions. Now is your chance to over-communicate, and your manager can determine how much information she wants to read.
Finally, when you’re someone’s manager’s manager, think of how nice it will be when your team does all the work and manages you.
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This is great! Managing upwards is a very important concept that is not only valuable in consulting, though it was probably pioneered and popularized in that industry.
When I think back to where I’ve had the most success in my career it has been because I utilized this specific skill.
Keep the “Building your professional toolbox” articles coming!
100% agree with this. Nothing drives me crazier than my employees: 1) not communicating where they stand in any given project, 2) not managing my expectations, 3) NOT COMMUNICATING (yes, repeated).
As an employee, I have definitely learned how to manage my managers. It’s a skill that I will continue to refine over time. Or better yet, until the day I have no manager at all, at which time I will have to learn to teach my employees how to manage my expectations
Great post! Keep em coming.
Thanks Erik - Great Tips!
As I have recently shifted roles, I can sense that this will become increasingly important!