Managing up
Managing up is aligning expectations, right-sizing information, and asking for resources within constraints—not performative optimism or surprise bad news.
1:1 structure (30 min)
| Block | Time | Content |
|---|---|---|
| Their priorities | 5 min | “What matters most this week?” |
| Your progress | 10 min | 3 bullets: done / doing / blocked |
| Decisions needed | 10 min | Options A/B + recommendation |
| Growth/feedback | 5 min | “One thing to do better?” |
Bring a one-pager; don’t arrive with problems only.
Pyramid reporting
Conclusion / ask (first sentence)
↓
Three supports
↓
Appendix detail (optional)
Managers are interrupted; lead with so what.
Asking for resources
| Weak | Strong |
|---|---|
| “We’re understaffed” | “X in Y weeks with current team; +1 person → Z weeks, or cut scope to A/B” |
| “This is hard” | “Risk R; mitigation M; need you to decide B” |
Delivering bad news
- Early: within 24–48 h with status and options.
- Own your slice: “My part is ___; external factor ___; next ___.”
- Don’t hide: concealment erodes trust faster than failure.
Expectation checklist
- Written top-3 priorities this quarter
- Quantifiable success metrics
- Know boss preference: detail vs summary, async vs live
- Regular confirm: “Still the top thing?”