Many people are unclear about what “managing up” really means, and some feel frustrated that they have to do it at all. Whether you realize it or not, you’re probably managing up already. The question is whether are you doing it effectively? At its core, managing up is about building a strong, productive working relationship with your manager. When done well, it benefits you, your manager, and your organization. One useful definition, adapted from the work of John Gabarro and John Kotter (Gabarro & Kotter, Managing Your Boss, Harvard Business Review, 2005), puts it this way:
To see how managing up works in real life, we asked University managers to share their challenges and successful strategies. The best practices below are based on research and proven methods, with insights from supervisors to highlight key points in three areas: understanding your manager, understanding yourself, and applying practical strategies.
Understand Your Manager
Before you can manage up effectively, you need to understand your manager—their priorities, communication style, and what motivates them.
Start by noticing how your manager likes to communicate. Do they prefer quick texts or detailed emails? Do they enjoy brainstorming, or expect you to bring a decision? What matters most to them—details, outcomes, or relationships? Understanding their preferences and stress triggers helps you communicate more effectively and avoid friction. Here are a few questions to guide you:
- What are their top priorities right now?
- What are their strengths and weaknesses?
- How do they like to receive information: summary first or full context?
- What do they value: process, speed, or thoroughness?
- What stresses them out, and how can you help ease that pressure?
One supervisor shared: Sometimes, my manager gives me rushed requests with little detail. Instead of guessing (or wasting time exploring possibilities of what he might've meant), I'll communicate what I think he means, give a brief plan-of-action to complete the request, and ask him "am I understanding this correctly?" … I believe in seeking clarity--just to confirm, and that effort helps avoid confusion later. Communication can still be effective, even when time is short.
Know Yourself
Managing up doesn’t mean bending to every whim. It means understanding your own preferences, triggers, and patterns, so you can work together more effectively. Ask yourself:
- What work styles clash with mine?
- What are my strengths and weaknesses?
- How do I prefer to process information – ahead of time or in the moment?
- Where do I need more clarity or structure?
- What kind of information do I want first – big picture or details?
- Do I provide updates proactively or wait until asked?
- Am I seen as more hands-on or hands-off?
- Am I approachable for feedback and questions?
- Am I consistent in how I communicate and make decisions?
Self-awareness helps you adjust your approach and ask for what you need without sounding defensive or passive-aggressive. Look for opportunities to influence—for example, regular 1:1 check-ins. Consider how much you're contributing to your manager’s goals during these meetings.
Example: One employee found her manager’s unstructured style frustrating. Rather than stewing, she started bringing her own mini-agendas to check-ins. It helped her stay focused and gave her manager a framework to respond within, without needing to change her personality.
Strategies for Managing Up
Managing up is not one-size-fits-all, but these strategies can help in most situations:
Proactively clarify expectations
Don’t assume your manager knows what you’re working on or that silence means approval. Ask for clarification when needed, and summarize what you’ve heard to confirm. For example: '"Just to confirm, you’d like the draft by next Thursday, and you’re looking for a one-pager that highlights key risks and recommendations?"
Ask for specific feedback if it’s helpful. How many times have we asked, “Take a look and let me know what you think?” only to get the reply: “Looks good!” If you really want their input, point out specific questions or concerns to avoid a generic response.
Adapt your communication style
If your manager is brief and to-the-point, lead with your conclusion. If they like details, show your process. It’s not about changing who you are, it’s about being heard.
One common challenge we've heard about is micromanagement. This can arise from various causes—perfectionism, mistrust, miscommunication, or unclear expectations. It’s also common when someone is new to a role, whether that’s you or your manager. While you can't control all of these factors, focusing on what you can do makes a big difference.
Ask yourself: Am I clearly demonstrating that I understand the details and can deliver high-quality work on time? What may feel like micromanagement is often a reaction to a lack of visible reassurance. To prevent this, be proactive in your communication. Don’t just respond to requests—offer regular updates, anticipate challenges, and flag delays early. This helps avoid last-minute surprises, shows responsibility, and builds trust over time.
Giving Upward Feedback
Giving feedback, especially critical feedback, can be difficult. Remember there’s a power imbalance, and trust and psychological safety affect how well your feedback is received. Consider your manager’s mindset and workplace culture. What kind of feedback do they prefer, and how direct can you be?
If something your manager is doing is making your job more difficult, it’s okay to bring it up—as long as you do so kindly, clearly, and with a focus on improvement. That said, choose your moments carefully. Before speaking up, ask yourself: Is this a one-time issue or a pattern? Does it have significant impact? Do I have enough context to judge the situation fairly?
Focus first on what’s within your control. Taking ownership can often reduce tension and avoid unnecessary escalation. If you decide to raise the issue, use the same thoughtful approach you’d take with a direct report: describe the behavior, explain its impact, and offer a constructive solution.
Ideally, your manager has invited your input and shared what kind of feedback is most useful. But if that hasn’t happened, it’s okay to ask for the opportunity. A natural time to do this is at the end of a project. You might ask for a debrief after a project so you can build on what worked and improve for next time and if they are open to feedback about what worked well and what could be better.
This approach shows initiative and a commitment to continuous improvement, while keeping the conversation constructive and collaborative.
Build Trust by Following Through
Trust is the foundation of managing up. If you say you’ll do something, do it. If you drop the ball, own it early. Reliability builds credibility, and that’s what earns you flexibility and influence over time.
Managing up isn’t about managing your boss or doing their job. It’s about taking responsibility for the relationship, just as you would with any teammate. By understanding your manager, knowing yourself, and using practical strategies to communicate, give feedback, and build trust, you create a more effective and respectful partnership. When done well, managing up helps reduce frustration, improves collaboration, and positions you—and your manager—for success.
