Managing Up: The Soft Skill That Transforms Employee-Manager Rapport

A team of employees is working on a project when they hit a wall. It’s looking less likely that they’ll have this phase complete in time for Friday’s meeting with management.

Some of the team keep their nose to the grindstone, still on the search for a solution to push them through. One begins anxiously insisting that the problem is out of their hands. Another starts laying the groundwork for the next phase so they won’t get backed up. 

One teammate immediately contacts the manager. “The information we need won’t be available by Friday,” they report. “We’re looking for a way around that, but if you check in with us on Thursday, we’ll have a clearer idea of what to expect come Friday.”

This employee recognizes that their manager:

• Favors direct communication
• Likes the chance to offer help
• Isn’t a big fan of surprises

What they’re doing is often called managing up. What does it mean to manage up? Is this only for the ambitious, the–dare we say it–teacher’s pet? Let’s take a closer look.

What is managing up?

Managing up, by definition, means intentionally building a communicative, constructive relationship with management. Interactions with management are carried out in full awareness of respective work, communication, and leadership styles.

Ultimately, managing up can look many different ways. A general example would be a manager who prefers having something done right to having something done quickly. The employee who manages up prioritizes quality over speed because this is more likely to produce the favored outcome.

Far from pandering, managing up also helps employees grow and succeed in their roles. Plus, the communication and rapport help employees advocate for their own needs, so they’re not just falling in line. 

The scenario we shared in the introduction is a good example. The employee is managing up not just to appeal to management’s preferences, but to shift expectations and take some pressure off the team. 

The dos and don’ts of managing up

Managing up isn’t encouraged everywhere because, frankly, it’s not always a good idea. Here’s a quick overview of what is and isn’t effective. 

The bottom line is to view a manager as a human and learn the behaviors and preferences that drive them at work. It’s never about an employee becoming management’s “favorite” or getting privileges others don’t.

How to manage up: Examples and tips for success

When someone knows how to manage up in a healthy and appropriate way, they probably do a lot of the following. 

📡 Clear communication

Those engaged in managing up never duck a question, blend into the background, or sit with confusion. They’re aware of their manager’s preferred avenue of communication and take the initiative to reach out with questions, updates, and feedback. 

What this looks like: A manager prefers reaching out via email, and only during business hours. The managing-up employee keeps most communications inside these times and places. Their messages are direct, concise, and skimmable.

🥇 Appreciation and recognition

Mutual appreciation is a natural function in a culture of recognition, but it’s also a key behavior in managing up. Gratitude and acknowledgement of a manager’s efforts are essential to the rapport-building and open exchanges that make the technique successful. 

What this looks like: If there are specific instances where management’s leadership was a benefit, say so. Appreciating recognition is welcome, too. “Thank you for recognizing my contributions to this campaign. Your advice on the launch was a big help.” 

☝ ️Ownership and adaptability

Having a clear view of what a manager expects of an employee makes it easier for them to pivot when circumstances change. There’s also no attempt on the employee’s behalf to appear faultless or “better” than their coworkers. Because so much of managing up involves awareness of each individual as a human, mistakes are addressed head-on.

What this looks like: Staying flexible when priorities change and seeking alternative solutions to challenges. Managing-up employees may also be the first to identify a mistake they made and suggest what they’d do differently in the future. 

📢 Updates and feedback

Keeping everyone on the same page is important to team members who want to build a productive relationship with management. With regard to feedback, managing up means offering it as well as accepting it. 

What this looks like: Making observations about duplicate efforts in processes, suggesting a new resource, or mentioning how much they approve of an aspect of the company’s recognition program. 

💡Did you know? A lot of managing up techniques mirror the qualities of good managers. Since it’s most effective with leaders who are great at their jobs, managing up can essentially be their best efforts reflected back to them. 

Peer recognition benefits every manager

Teams that enjoy positive, supportive, productive relationships with one another may find it easier to form the same with management–no special techniques necessary. 

For managers, the results of peer recognition efforts can highlight individual strengths among employees. Specific feedback from tool metrics can also set the tone for better communication and transparency, both of which are essential to increased trust and engagement.

HeyTaco is a fun, simple way to increase positive interactions at work. It helps more than a thousand global companies form stronger team bonds daily, and it’s free to try. 

Managing up FAQ

What is the psychology of managing up?

From a psychological standpoint, managing up can work because it focuses on the manager’s preferences and perspective. This conveys an understanding or empathy that can make the working relationship go smoother and be more productive.

What is managing up vs. managing out?

Managing up is where an employee aligns their behaviors and priorities with management’s. 

Managing out is where a manager changes an employee’s responsibilities and working conditions in an attempt to make them leave on their own.  

What are the problems with managing up?

Many problems can arise when managing up is done incorrectly, including:

• Employees relying too heavily on communications with management when they should be collaborating with coworkers or seeking solutions on their own.
• Attempting to exceed expectations to the degree that they overextend themselves and risk burnout.
• The appearance of preferential treatment toward one employee leads to jealousy among other team members.
• Attempting to sway management toward the employee’s preferred methods and styles, or manipulating circumstances to meet their own needs and goals.