ARTICLE WRITTEN BY: Cindy Rocca
Managing Up: Sometimes Lead, Sometimes Follow
The best leaders know that sometimes you lead, sometimes you follow. I don’t know who
originally said it, but even as children, games like Follow the Leader and Simon Says teach us
this valuable lesson. I believe in this approach. I’ve lived by it for many years in my personal life;
as a wife, mother, friend, and advisor. In my professional life as well; as an employee, a mentor,
a supervisor, and a coach, I’ve led or followed depending on the need. When it comes to your
professional life, #managingup puts the motto of sometimes lead, sometimes follow into
practice.
To be clear, managing up isn’t about going over your boss’s head or positioning yourself to take
over your boss’s job. It’s also not an opportunity for a supervisor to exploit an eager employee
by assigning them managerial work for lower pay. That’s an abuse of power and it’s not how
good leaders treat their teams.
In simple terms, managing up is when an employee voluntarily takes on additional
responsibilities, stepping up as a leader for the short term, to add value to the management,
team, and organization.
Based on my experience, here are five ways I believe managing up can strengthen the working
relationship between an employee and manager when done effectively.
1. Builds Trust
The first characteristic of a leader is having a desire to lead. When an employee is
managing up, it’s a clear indicator that they’re interested in taking on some level of
leadership. If a supervisor can recognize this behavior and provide leadership development,
it establishes trust in the employee’s abilities and judgment. In the same respect, in meeting
an employee at their level, the manager will be seen as a self-confident leader and one who
wants the team to succeed without an ego attached.
2. Sparks Innovation
It can be challenging for a manager to see beyond their own experiences, processes, and
viewpoints. Socrates said, “You don’t know, what you don’t know.” Managing up gives an
employee the chance to present their unique perspectives and innovative ideas. Perhaps the
employee can progress initiatives with an approach that management may not have
considered or solve a problem that’s been particularly demanding for the manager.
Managing up encourages employees to share their ideas and take risks in pursuit of new and
potentially, better solutions.
3. Creates Understanding
Have you ever watched a movie or TV show and thought about how you would approach the
situation better? The same concept applies to leadership. Those who aren’t in power may
think they know all the answers but it’s often easier said than done. In managing up, an
employee can gain a deeper understanding of the varied and demanding priorities
management oversee. The swap can also provide transparency of behind-the-scenes
expectations that come with a management position.
4. Fosters Communication and Collaboration
As opposed to the outdated employee vs. manager mentality, effective managing up
provides an opportunity for the employee to openly communicate with management. This
approach creates collaboration between employee and manager, ensuring alignment with
organizational goals. Communication and collaboration are also key components for building
a strong foundation of community, belonging, and inclusion.
5. Opportunities for Feedback and Improvement
Since managing up gives the employee a voice, it allows the employee to provide honest
feedback to management. In addition, as the employee takes on leadership tasks, continued
feedback from management will help to identify areas where the employee would excel in a
supervisory position and those that require attention. Whether feedback from the employee
or manager uncovers strengths or weaknesses, if presented respectfully and received with
an open mind, it can lead to professional growth and organizational improvement.
The benefits of managing up go far beyond strengthening the employee-manager relationship.
Effective managing up can also improve employee satisfaction, workplace culture, retention,
and career advancement, and provide a smooth transition of leadership to ensure the right
people are in place for business continuity and future organizational success. Remember too
that “employee,” and “manager,” are merely titles. It is your actions and how you treat, interact
with, and impact others that will set you apart as a follower or a leader.