Managing Up: Or How to Handle the Micro Manager
Mid-career professionals often complain of being “micromanaged”. This conundrum typically is symptomatic of one of two situations:
1. You are doing your job, but not communicating the results to your boss OR
2. You aren’t doing your job
Assuming performance is not the issue, understanding how to more effectively communicate to your direct supervisor is an important management skill. And one that we don’t learn in business school where the organizational chart clearly depicts a top down hierarchy.
In most cases when I’m working with a client grumbling about a meddlesome supervisor, the interference and second guessing is due in great part to their own lack of managing….UP. Managing up requires both political sensitivity and a certain degree of chutzpah – but it can also serve as career insurance. Managing up does not mean boasting about your performance or incessantly nagging. It does mean having a clear sense of your boss’s style and expectations around three key areas:
- Follow-up: how much and how often should you proactively update her or him on the status of the projects you are managing? Too much and you are viewed as incompetent or lacking confidence. Too little and you’ll likely hear from your boss “I’m out of the loop.”
- Authority: when are you authorized to hit the send button without circling back for approval? If you are exerting too much independence, you’ll likely get feedback in the form of “Why didn’t you copy me on that message?” or “I need to check that report before you submit it.” You may not have earned the trust or confidence [yet], and your boss may question you or even reverse your decision when you thought you were just being proactive.
- Communication: you may focus on details and statistics and she may just want the bottom line. Or, you may cut to the chase without building the necessary rapport and backing up your rationale and your boss is interested in your “gut” feeling. In either case, a major disconnect can fester if you aren’t in sync with your boss’s communication style.
If you find yourself under the microscope, perhaps the issue is not a difficult supervisor, but merely a lack of alignment on these issues. While most of us assume it is the senior person’s job to provide clarity and direction, they are often too busy or assume you understand their needs. By openly talking about these areas and coming to an agreement – either on a specific deliverable or project or your overall working relationship – you can develop a more satisfying and productive work environment. Managing up can be a powerful tool. It demonstrates your professionalism and commitment to being a valued employee or service provider.