Managing up means taking responsibility for your working relationship with your boss instead of waiting for them to set it up. In practice it means learning what they care about most, communicating in the format they prefer, bringing problems early with a suggested fix, and running your one-on-ones so they are useful to both of you.
What managing up is, and what it is not
It is not flattery, and it is not doing your manager’s job for them. It is recognizing that your boss is busy, has their own pressures, and cannot read your mind. The more clearly you show what you are working on and where you need help, the better decisions they can make about you.
Learn what your manager is measured on
Your boss has a boss. What they worry about shapes what they notice in your work.
- Ask directly: “What are your top priorities this quarter?” and “What would make this a great year for our team?”
- Notice what they ask about first in meetings. That is usually what they are being asked about too.
- Find out how your work feeds into their goals, and say so when you report progress.
- Learn their calendar pressure points, like month-end, board meetings or launch dates, and avoid dropping surprises right before them.
Match how they like to communicate
Some managers want a two-line text. Others want a full written summary. Guessing wrong makes good work look sloppy or slow.
- Ask: “Do you prefer quick updates in chat, or a weekly written summary?”
- Notice whether they read long emails. If not, put the decision or question in the first line.
- Learn how much detail they want before they trust a recommendation.
- Ask how they want to be reached for something urgent, and what counts as urgent.
Bring problems early, with a suggestion
Managers rarely mind bad news. They mind late bad news. When something is slipping, tell them as soon as you know, and bring a plan.
Sample wording: “Heads up, the vendor data is a week late, so the report will slip to the 20th. I can send a partial version on the 13th with last month’s numbers. Which would you prefer?”
This gives them the problem, the impact and a choice, in three sentences.
Run your one-on-ones
- Send a short agenda a day ahead: progress, decisions you need, and one question about your growth.
- Lead with anything that needs their input so it does not get squeezed at the end.
- Keep a running document of what you agreed so nothing gets lost.
- Leave a few minutes for feedback. Our guide on how to ask for feedback has sample questions.
- Close by confirming next steps: “So I will do X by Thursday and you will check with finance. Right?”
When you and your manager do not click
You do not have to like your boss to work well with them. Focus on what you can control: reliable delivery, clear updates and calm tone. Respect their decisions in public, and raise disagreements in private with a reason. If the relationship is truly unworkable, see our guide on dealing with a difficult boss, and consider whether it is time to switch teams internally.
Managing up also means protecting your own time. When your plate is full, use the approaches in how to say no at work to ask your manager to choose priorities rather than quietly taking on everything.
Where a mentor helps
A mentor helps you read your manager’s style, plan what to bring to your next one-on-one, and practice conversations that feel awkward, like flagging a missed deadline or asking about a promotion. Between sessions they can check in by text before a big meeting. See mentoring for professionals and career and education support.
Related
- How to deal with a difficult boss
- How to ask for feedback at work
- Your first 90 days in a new job
- How to get promoted at work
Common questions
Is managing up the same as sucking up?
No. Sucking up is about flattery. Managing up is about clear communication, reliable work and making it easy for your manager to help you.
How do I manage up with a micromanager?
Give updates before they ask, in the format they like. Many micromanagers loosen up once they trust they will hear about problems early.
What should I bring to a one-on-one?
Progress on key work, decisions you need from them, any risks, and one question about your growth or feedback.
How do I manage up with a manager who is rarely available?
Send short written updates with a clear question in the first line, and ask for a standing 20-minute slot rather than relying on ad hoc time.
Get started
Want help building a better working relationship with your manager? Call (888) 305 5422, email contact@blackburnmentoring.com or start with a short assessment. A member of our team reviews every assessment personally and sets up a free intro call.