- A deeper dive into the aspect of leadership -
As we step forward into the new year, let’s embrace our Leadership Journey and take a deeper dive into the aspect of leadership that is often most difficult as we move up the “corporate ladder.” You’ve already demonstrated your prowess in managing up, it’s part of the reason you’ve ascended to your current level of success. Yet, each level of the organization and each year brings new challenges and opportunities.
I invite you to join me in a proactive assessment: What will ‘Managing Up’ look like for you this year? Let’s identify the strategies that will elevate your interactions with leadership and propel your career to even greater heights.
Managing Up
Proactive Assessment
Which behaviors serve you?
Where have you been of help?
Which behaviors serve you?
The goal here is to create organizational success. In other words, success for the company, by which we and our teams also benefit.
We increase our success when we focus up and study our bosses’ needs and wants. We learn their style, their strengths, their blind spots. We learn how they see the team and the marketplace. And we get smart about it.
As we move up in the organization, we come to realize that our relationships with bosses are key to our success.
As a reminder, Managing Up is one of the six milestones of The Leadership Journey. We started this year with a wholistic view of this journey. If you missed January’s post or if you want to revisit it, you can find it here.
This month, we are focusing on “Managing Up”. I’ve chosen this as the place to start, since frankly, my clients often find it the hardest skill to master. We have been trained to think we are required to work down the organization, developing, protecting, making up for the shortcomings down the organization. And we consequently expect our bosses to do the same. But as Senior Leaders with strong desires for successful impact, the reality is we are also expected to manage upstream needs.
I confess that while Managing Up is the common terminology, I prefer the ides of “Focus Attention Up and Out” or maybe “Strategic Support”. The term “Managing Up” can be perceived as manipulative. “Giving to Get.” That’s not at all what I am talking about here. It’s not what I want for you. We are learning to focus on what senior management (or the Board of Directors) require of us so that the organization can thrive.
When we were managers, we looked to Senior Leadership to take care of things when we felt disempowered. We wanted them to focus on us. But now as senior leaders, we have the responsibility (and often the accountability) to help the organization, its customers, and its employees to prosper. That means we are asking every day, what do the people I report to need from me to achieve our common purpose. It’s not just results (although that’s a big part of it), it’s the way I interact with others, the way I conduct myself.
We ask ourselves
Effective leadership involves not only leading across and down, but also partnering effectively with those in higher authority. Below are five things to consider:
Understanding the Needs of Your Boss(es) and Your Board
Things TO consider:
What
Acknowledge the significance of aligning with superiors’ visions and goals. Give thought to what your boss would say you need to understand.
WhY
Because enhancing this alignment secures trust and fosters a shared vision.
How
Prioritize understanding your superiors’ concerns and aspirations. Anticipate their needs and proactively address organizational challenges. Listen well, ask more, accept often.
Balanced and Constructive Communication
Things TO consider:
What
Emphasize assertive yet receptive communication to foster an open dialogue.
WhY
Because establishing an environment of comfortable discussions fosters collaboration.
How
Seek feedback and engage in constructive conversations aligned with superiors’ expectations. Quite simply, put yourself in their shoes. Learn their communication preferences and align your style to effectively convey key information.
Results-Oriented Collaboration
Things TO consider:
What
Keep your boss(es) informed as you produce results. And where possible, keep them engaged. Ask yourself, for each project and initiative, what would your boss consider to be a good results-oriented collaboration?
WhY
Because demonstrating accountability and results-driven efforts builds credibility.
How
Ensure effective communication channels and seek support while delivering impactful deliverables and results.
Continuous Learning and Adaptation
Things TO consider:
What
Decide to learn, not only on your own, but from your boss’s experience.
WhY
Because your bosses want to be respected, and they have experiences to share.
How
Seek opportunities to learn new skills and approaches from your superiors, showcasing your respect for their experience and your commitment to growth. Keep up with industry and job requirements, and continue to upskill and learn on the job. Leverage mentorship (both formal and informal).
Promoting a Culture of Partnership
Things TO consider:
What
Foster a culture of unity and alignment with superiors’ goals by talking about it.
WhY
Because it’s the partnerships that will build the organizational vision.
How
Embrace a Servant Leadership mindset, ensuring your superiors’ success aligns with your own and that of your team. Focus on the mindset that serves the organizational good. Decide each day how to be in service to your boss. It’s that simple.
Imagine the profound impact you can have on both your personal success and your team’s achievements as we — as you — commit to mastering the art of managing up in 2024.
Your dedication to elevating your leadership and fostering impactful collaborations is the cornerstone of your success. You cannot achieve your highest impact if you are working against or are simply in misalignment with your superiors. That’s a fact.
Your Goal then becomes:
To master the dynamics of managing up
Focusing up and out — by aligning with your boss’s needs and contributing to their success, thereby fostering a culture of mutual success.
Become indispensable
A trusted ally who is seen as an extension of your boss’s vision and leadership.
Warm Regards,
* P.S. In 2024, I am committed to helping you excel in your unique leadership journey. Join me on Tuesdays as we discuss managing up, influencing across, developing down, stepping up knowledge, skills, and networks, and dropping behaviors that no longer serve us. If I can be of service to you, please don’t hesitate to reach out.
