One of our favourite spaces on the Powrsuit platform is ‘Advice & Asks’. Think of it as agony aunts for your career: members share specific scenarios to unlock a global sounding board of women at all stages and situations. The hot topic this month? Managing up.
Yup. Another tiny label tasked with covering a very broad concept – one many of us don’t fully understand. So, while we put together mini-masterclasses on how to do it well, we thought we’d share some common mistakes that may be getting in your way:
1. Focusing on one person
Many of us are guilty of prioritising a single vertical relationship (our manager) while completely ignoring all the other people who could shape our careers – leaders, executives, board members, clients, steering committees, and influential colleagues. All of these relationships affect what we can do, what we’re seen as capable of, and who goes to bat for us, so all of them need active management.
2. Expecting them to pay attention
Most senior stakeholders won’t proactively invest time in getting to know you or figuring out how to get the best from you. Not because they don’t care, but because they’re stretched and focused on their own priorities. It’s not rude or unfair; it’s just an obstacle that you (not they) need to overcome.
3. Confusing access with influence
Getting face time is not the same as using that time effectively. Instigating frequent interactions like coffees, one-on-ones and kitchen chats doesn’t automatically translate into strong relationships.
We all want senior stakeholders to care about us and our work, but relationships are a two-way street. If you don’t take the time to understand what they care about, you can easily become an extra, unwanted demand on their time. Not a great foundation for a strong relationship.
4. Assuming your work speaks for itself
Being good at your job and being known for being good at your job are two different things. Outside of your direct manager, senior stakeholders often have little visibility into your work (just like you lack visibility into theirs). If you want them to see your value, you have to offer it up on a silver platter – ensuring it’s carefully curated to reflect their priorities.
5. Thinking it means being agreeable
The more agreeable you are, the less credible you’re perceived to be. Blindly following directions, pretending you agree, or staying silent are three easy ways to fade into obscurity. Smart senior stakeholders want to know your opinion, so share risks, insights, and any skills and goals you’re working on.
6. Only doing it when you need something
Reactive relationship-building is significantly harder. If the first time you’re actively trying to establish trust is when you need a decision made, a door opened, or backup in a difficult situation, you’re starting from a deficit. Social capital needs to be built early and often, because no one wants to help someone who only shows up when they need something.
7. Applying the same approach
Throw out your one-size-fits-all relationship playbook. What works well with one senior stakeholder can backfire with another: some want details and advance notice, others want the headline and trust you to handle the rest. Some respond to data, others to narrative. Some want to be consulted, others find that inefficient. And, all of their preferences will change, depending on what’s happening in their world at any given moment.
There is no formula; you have to keep paying attention.
8. Thinking it’s separate from your ‘real job’
Managing up isn’t office politics. Curating visibility isn’t cheating. Work is a team sport and strong relationships are critical to high performance in any organisation. People who do it aren’t taking an unfair shortcut; they’re just doing their job well.
9. Waiting until conditions are ideal
You’ll probably never have a perfectly attentive manager, cooperative stakeholders, and a well-functioning organisation. On the upside, the harder the conditions, the more managing up matters. Navigating yourself into a position to influence a difficult executive or politically complex environment will make your life (and everyone else’s) better.
10. Assuming you’d know if you were getting it wrong
If you’re managing up poorly, you probably won’t hear about it. Any feedback from senior stakeholders will rarely come directly. You don’t usually get told you’re hard to sponsor, that an executive finds you difficult to read, or that your manager dreads your one-on-ones… You just won’t get as many opportunities.
An art, not a science
Argh, that list was depressing to write. It makes managing up sound hard, nuanced and full of potential pitfalls. In some ways it is, but don’t let that put you off.
You don’t have to have natural political instincts; managing up is just another skill. Start by looking beyond your own needs, paying close attention to the people around you, and adapting your behaviour to different stakeholders and situations. And, if you do want practical tools for building strong relationships with senior stakeholders, you know what to do. 😉
30 second action:
Think about your last three interactions with senior stakeholders. Were you asking for support or offering value?
Do less, reflect more: hit your goals faster Quality work flows through three phases: plan, do, and review. The final, critical step is often the first to be abandoned, but it shouldn’t be.
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