Mini-masterclass with Sarah Manley, CEO of Mitey (part of the Sir John Kirwan Foundation).
Managing up isn’t about flattery, office politics or becoming someone you’re not. It’s about building the trust, clarity and confidence that make it easier for senior leaders to back you and your ideas. This skill often determines whether work gets seen and supported.
Sarah Manley is CEO of Mitey (part of the Sir John Kirwan Foundation). She has been on both sides of managing-up – asking senior people to back her courageous ideas and deciding whether to back someone else’s.
💡 Have the conversation before you want something: Most of us have our first real conversations with a senior leader when we really need a yes. It’s a hard place to start from, so make managing up a practice. By staying across their world, we also stay aligned with what the organisation cares about.
💡 A no is often a request for a better ask: When faced with a no, leave defensiveness at the door and try to understand the underlying reason – budget, timing, risk, or not enough evidence. Take those insights away, then come back with answers.
💡 Don’t make anyone chase you: When a manager has to keep asking, it erodes confidence. Short regular updates covering what’s progressed, what’s next, and where you need help take five minutes and buy a huge amount of trust.
More in the session, including how to deliver bad news well, and how to get past ‘keep doing what you’re doing’ to feedback we can action!
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