Guide to managing up: What it means and why it’s important

Have you ever found yourself thinking, “My manager could really use some managing?” You’re probably right. All of us (managers included) can benefit from more feedback, direction, and support at work.

But managing up isn’t about taking control or telling your boss what to do. It’s about understanding how to work well with higher-ups (and not around them). In this guide, we’re unpacking what managing up really means, why it’s such a powerful skill to develop, and how to do it well – with plenty of practical examples, actionable tips, and research-backed insights.

Quick stats

• Only 23% of employees say they feel informed about their company’s goals, meaning most people are working without a clear understanding of what matters most. Managing up is a way for employees to seek clarity and build alignment.
• Employees under a high-performing leader are 4.5× more likely to be high-performing themselves. Building a strong relationship with your manager helps both of you do your jobs more effectively.
• Just 62% of managers say their workload feels reasonable. Managing up helps lighten that load by improving communication, anticipating needs, and keeping work on track.

What does “managing up” mean?

At first glance, managing up might sound like it involves going over your boss’s head or trying to control their behavior. In reality, learning how to manage up is far more positive and productive than that.

Managing up is about building a strong, effective relationship with your manager so that you can both do your best work. It means understanding your manager’s goals, communication style, and priorities, and then adapting the way you work to help them (and, by extension, your team and company) succeed.

When done well, managing up isn’t manipulative or self-serving. It’s a proactive way to foster alignment, reduce friction, and encourage a more collaborative relationship with your manager – regardless of where you sit in the org chart.

What are examples of managing up?

There are various ways to manage up depending on your role, your manager’s style, and your organization’s needs. At its core, it’s about anticipating what your manager needs before they even have to ask and finding ways to make their job easier – while still advocating for yourself and your work.

Here are a few examples of what managing up looks like in action:

• Clarifying priorities early and often. If your manager oversees multiple projects or teams, regularly confirm what’s most important to focus on first.
• Adapting to their communication style. Does your manager prefer quick Slack updates or long emails? Scheduled check-ins or impromptu chats? Matching their preferred style keeps lines of communication open (and less disruptive).
• Flagging issues before they escalate. Rather than waiting for a performance review, proactively share potential challenges or resource constraints so your manager can help remove those roadblocks as quickly as possible.
• Providing concise, solution-oriented updates. Don’t just highlight a problem – offer potential solutions. This shows initiative and makes it easier for your manager to decide on the next steps.
• Anticipating their questions. Before bringing something to your manager, think about what data, context, or trade-offs they’re likely to ask about. Have those answers ready to go.
• Asking for feedback (and acting on it). Proactively requesting feedback and showing that you can successfully apply it builds trust and makes your manager more confident in your ability to execute. Plus, Culture Amp research shows that ongoing feedback contributes to high performance.
• Supporting their goals, not just your own. When you understand your manager’s objectives and pressures, you can adjust your work to help them (and your entire team) succeed.

Put simply, you can think about managing up like a partnership. It turns the manager-employee relationship from a one-way directive to a two-way collaboration.

How do you manage up?

You’re not learning how to manage managers – you’re learning how to work more effectively with managers by taking steps to build a productive, collaborative relationship with the person you report to.

This means you can learn how to manage up – it’s not an inherent quality or personality trait. Here are six strategies to help you manage up (without feeling like you’re undermining your boss).

1. Clarify your manager’s priorities

Only 23% of employees say they feel educated on company goals, which means most people are working without a clear sense of purpose. Your first step in managing up is to change that.

Ask your manager what their top two or three priorities are for the quarter and identify how your work connects to those. Check in on those goals regularly, as things can shift and you’ll need to stay on the same page to be as impactful as possible.

Once you know what’s important, follow through. As simple as it sounds, delivering reliably, communicating early when things go off track, and being honest about mistakes or roadblocks is one of the best ways to demonstrate dependability and show your manager that you’re focused on the bigger picture (and not just your own to-do list).

2. Understand their communication and decision-making style

Many employees claim their bosses are bad communicators. But it’s worth asking yourself: Is your boss bad at communicating, or do they just do it differently than you?

Pay attention to how your manager prefers to exchange information and make decisions. Do they like detailed memos or bullet-point updates? Are they comfortable being interrupted, or do they need scheduled check-ins? Do they make decisions on the spot, or do they need time to reflect? Adapting to their preferred style makes your communication much smoother.

You don’t need to take guesses here – ask your manager directly how they prefer to receive information. That gives you the insights you need to adjust your approach, shows your manager that you're proactive, and sets the tone for more open and honest communication.

3. Proactively alert them to risks (and offer solutions)

Managing up means flagging potential problems early – before they become even bigger issues – and simultaneously offering a thoughtful next step. This positions you as more of a partner than an order-taker.

For example, instead of saying, “We’re going to miss this deadline,” try, “We’re running behind because of [reason], but we can get back on track if we [action].” This shows foresight, accountability, and problem-solving, which are traits that all managers value.

4. Own your 1-on-1s

It’s hard to overstate the importance of 1-on-1 meetings. When they’re frequent and effective, they have a significant impact on both your satisfaction and engagement. But, it’s also easy for these regular meetings to become random chats or glorified status updates.

Put yourself in the driver’s seat of your own 1-on-1s by coming prepared with three things:

• Your recent accomplishments (and how they tie into your team’s goals)
• Your top priority for the coming period (and what you need from your manager)
• One growth or development area you’re thinking about

Treat the meeting as a two-way conversation, not a calendar item. When you own the agenda and follow up on action items, your manager sees you as invested in and aligned with larger goals.

5. Share context and impacts

Managing up is partially about doing great work – and it’s also about making sure your manager sees and understands the value of that work. It’s your responsibility to make that clear by highlighting not just the tasks you’ve completed, but their outcomes.

For example, rather than saying, “We launched the new onboarding guide,” try, “We launched the new onboarding guide, which has reduced setup time for new hires by 20% so far.”

In addition to helping your manager see how your work supports team and company goals, it also reduces confusion, frustration, and rework. When your manager knows the “why” behind your tasks and projects, they can provide more useful feedback and support.

6. Offer thoughtful upward feedback

Giving feedback to your manager (sometimes called upward feedback) might feel like risky territory. But when it’s done thoughtfully and respectfully, it actually strengthens trust and collaboration.

Use the SBI model – that stands for Situation, Behavior, and Impact – to keep your feedback clear and objective. For example: “In last week’s meeting (situation), you asked for input but moved on quickly (behavior). It seemed like fewer people spoke up afterward (impact). Maybe pausing for responses could help.”

This kind of feedback shows you’re invested in shared success, rather than just voicing your personal preferences.

Why is managing up important?

Managing up might seem like it’s outside the scope of your normal job responsibilities. But remember, it’s really about building and maintaining a more beneficial and productive relationship with your boss. That’s not just your manager’s responsibility – it’s yours too.

Additionally, putting the effort into managing up offers several compelling advantages for you, your manager, and your entire organization:

• Better performance: When you stay connected to your manager’s goals, it’s easier for you to contribute in ways that matter and support their performance. In fact, Culture Amp research shows that employees under a high-performing leader are 4.5x more likely to be high-performing themselves.
• Less manager overload: Managers are stretched thin, with only 62% agreeing that their workload feels reasonable for their role and 53% saying their work is rarely overwhelming. When you proactively manage up, you can help lighten that load – and improve your own performance and reputation at the same time.
• Greater psychological safety: Managing up builds a more transparent and collaborative relationship with your boss, instead of the typical, passive “wait to be told what’s next” dynamic. This trust helps you feel safer bringing questions, concerns, and feedback directly to your manager.
• Improved engagement: When you feel seen, heard, and aligned with your manager’s (and company’s) priorities, it’s easier for you to contribute in a meaningful way – and feel valued for doing so. This increases your engagement at work and your desire to stay with your organization.
• Fewer nasty surprises: By effectively supporting your manager and keeping them in the loop, you avoid last-minute fires. This allows for smoother workflows and less friction across your entire team.

How do you develop the skill to manage up?

89% of workers are confident in their skills and experience to perform their job. But managing up? That feels like a step above – and it can be daunting.

Fortunately, you don’t learn how to manage up overnight. It takes self-awareness, commitment, and practice. Get started by taking a closer look at yourself and your working relationship with your manager. Ask yourself:

• How do your communication styles compare? For example, are you both quick to email or do you prefer live conversation?
• How do your working styles match or differ? For example, are you a morning person while your manager dives into things later in the day?
• What are your manager’s priorities? How clearly do you understand them? How often do you revisit them together?
• How do you each prefer to give and receive feedback?

Once you’ve reflected on those questions, you can use what you’ve learned to test small changes. Maybe you’ll shift your 1-on-1 to a time when your manager is more engaged or send key updates in their preferred format. Keep a close eye on what works and what doesn’t so you can continue to adjust accordingly.

Managers: What can you do differently?

If managing up is about employees learning how to work with their managers, the reverse is just as important. Your role as a leader is to create the kind of environment where managing up doesn’t just feel safe – it’s encouraged. That means being open to feedback, communicating priorities clearly, and making space for two-way conversations.

One simple way to strengthen those skills is with Culture Amp’s AI Coach. Powered by Culture Amp’s science-backed leadership development insights, AI Coach helps managers role-play real-world scenarios, improve their communication, and build more collaborative relationships with their teams.

Managing up is about being supportive (not sneaky)

Managing up isn’t about power dynamics or politics – it’s about partnership. When you understand your manager’s goals, communicate openly, and take initiative, you make everybody’s job easier.

In other words, it’s not about climbing over your boss – it’s about climbing with them.

FAQs about managing up

What does “managing up” mean?

Managing up means building a strong, productive relationship with your manager by understanding their goals, communication style, and priorities – and then adapting how you work to support them and your team’s success.

What are the benefits of managing up?

It creates better alignment, reduces miscommunication, and builds trust between managers and employees. Strong manager-employee relationships are directly linked to higher performance, engagement, and retention.

How can I start managing up effectively?

Begin by clarifying your manager’s top priorities, learning their preferred communication style, and proactively sharing updates, risks, and wins. Consistency and openness are key.

Is managing up the same as trying to impress your boss?

No – managing up isn’t about flattery or manipulation. It’s about partnership, accountability, and working together to achieve shared goals.

Can managers encourage employees to manage up?

Absolutely. Managers can make it easier by being transparent about goals, welcoming feedback, and using tools like Culture Amp’s AI Coach to strengthen communication and collaboration skills.

Key takeaways

• Managing up is a collaboration, not control. It’s about aligning with your manager’s goals, communicating effectively, and working together toward shared success.
• Clarity drives performance. When you understand what your manager values most, you can prioritize the right work – and strengthen trust through consistent delivery.
• Proactive communication matters. Anticipate needs, flag issues early, and share context so your manager can make informed decisions and remove roadblocks.
• Feedback goes both ways. Thoughtful upward feedback helps improve relationships, leadership effectiveness, and overall team performance.
• Everyone benefits from managing up. Employees feel more empowered and engaged, while managers gain valuable support, insight, and bandwidth to lead more effectively.

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