Managing Upwards

A dear friend who was promoted from Captain to Rear Admiral in the US Navy astutely responded after we offered our congratulations, “Well, I now just have a higher-level boss to manage.”

So true. Whether we are leaders or team members, there is always someone in the hierarchy we “need to manage.” Even Chief Executive Officers must report to their boards of directors. If you successfully manage upwards, you will find your career progress more smoothly and be more likely to create opportunities for your team and the organization.

Managing upwards could be considered part of the “Influence” section of the “Relationship Management” quadrant in the Emotional and Social Competency Model (ESCI). It not only can improve the relationship you have with your boss, but also reduce the tension sometimes associated with those in power.

And it should not involve those ingratiating behaviors we associated with sycophants (more commonly known as brownnosing).

While team members should expect guidance, development and feedback from their leaders, the team members themselves have a responsibility to the leader. What does that involve?

First, you can provide input as to how the relationship can be negotiated. Even how often you connect with each other can and should be negotiated: Do you prefer to work independently, and if so, how often should you check in with the boss; conversely, are you an individual who needs more frequent guidance and direction. For example, many leaders like to conduct 1-1’s with team members on a weekly basis. Some team members love this personal time with their boss; however, some would rather have a root canal. Perhaps you don’t need frequent check-in’s and if your work demonstrates this, it can take a burden off your leader.

Second, don’t surprise your leader. This is very rarely an effective strategy and is especially true when a mistake has been made. Owning up to it with a plan on how to rectify the error is usually the best course of action. Why? Mistakes eventually are discovered and have a way of multiplying exponentially if left unchecked.  If you’ve surfaced a problem, figure out a way to solve it before presenting it to your leader.

Third, give your leader kudos when appropriate. Even the worst bosses sometimes offer a glimmer of positive behavior.  Leaders are people too and may face challenges we cannot begin to understand. Certainly, they appreciate feedback when their behavior has had a positive influence on you or your team members. The caution here is to offer this honestly and only when warranted. This particular behavior can slip into dangerously sycophantic territory if you are not mindful with your praise. Managing the relationships with those higher in the hierarchy takes time and thoughtful effort; however, it is understanding, observing and acting in ways that best serve the interest of you, your team and the organization, ultimately creating a more pleasant and productive work place. This first foray into the world of organizational politics is an important one.

Suzette Plaisance Bryan, PhD, SPHR, GPHR, SHRM-SCP
Director OBCC Leadership Center