Managing Up: Hot Takes

Managing up isn't about brown-nosing; it's about giving your manager the information they need to make better decisions before they even ask for it. The article argues that the most powerful influence comes from framing problems in terms that align with leadership priorities, surfacing trade-offs early, and positioning yourself as a reliable source of context. When you consistently provide the right signals, you become the lens through which your boss sees the team's reality.

The piece offers concrete tactics: replace vague status updates with data-driven snapshots that highlight progress, risk, and next steps; use short, pre-emptive briefs to flag unrealistic timelines and suggest realistic alternatives; align your personal goals with the broader OKRs so that every request you make also advances a higher-level objective. It also recommends a simple "decision-impact" framework where you spell out the cost of each option in time, quality, and business impact, giving your manager a ready-made decision matrix.

Finally, the article warns against common pitfalls: over-communicating can drown out signal, assuming alignment without verification breeds surprise, and using the relationship to push personal agendas erodes trust. By being consistently honest, delivering on promises, and framing requests as solutions to the manager's challenges, you build a partnership that accelerates both your career and the organization's outcomes.