Managing Up - What Does It Mean? (Part Two)

If you read my blog yesterday, you will remember that I created a scenario where a good manager fails to communicate a key change in direction to her group. As an employee who recognizes the failure, you must address the failure. It is your responsibility. I suggested a way to dialog about the communication failure.

First thing you do in your dialog, is to emphasize that the manager is good and genuinely interested in the success of her team. You must validate her competence as a manager. If you can’t do that, then you may want to reassess whether you want to address the issue at all.

Never point out the manager’s failure as you start the dialog. Even if your manager a strong leader, you risk putting her on the defensive immediately.

Secondly, you are stating a fact, but doing so in the form of an opinion. This is your perception - don’t put words in people’s mouths.

Finally, you address the issue head on. State it as a fact. You did not know that there was a key change. Maybe everyone else was aware of this change, but you were not. Give your manager the chance to be honest with you and admit the lack of communication herself. You always want your manager to tell you how she was responsible for the failure. A good manager will admit their failure and thank you for your input and courage.

Obviously this more of an ideal situation. You can “manage up” even when your manager is not as strong or receptive. Remember the rules:

1) Never be emotional.
2) Check your ego at the door.
3) State the issue factually.
4) Remember your manager is the authority figure, not you.
5) Respect your manager.