Most people think managing up means checking in, staying visible, or being helpful.

But real leaders? They see it as something much more powerful.
​A chance to make their boss’s job easier while accelerating their own growth.

They don’t wait for direction.
They don’t flood their manager with updates.
And they don’t cross lines trying to prove themselves.

They anticipate, simplify, and influence.

When done right, managing up builds trust, earns you more autonomy, and makes you the person your boss turns to when it matters most.

In fact, this month, I'm delivering my next 2 workshops at the Microsoft HQ at Redmond. One of which is supporting their ICs to transition into Director-level roles. I'll be covering practical, proven ways to manage up and build influence to secure higher-level roles faster.

Here’s how to do it the right way without overstepping.

[PS. I'm taking on a few more corporate engagements this year for workshops, trainings and keynotes. If you'd like to bring me into your company, simply reply back to this email and I can share more details].

1. Anticipate what they need before they ask

One of the highest forms of value you can provide as a team member is thinking ahead of your manager's blind spots, bandwidth, and upcoming priorities.

You’ll gain respect not just for being efficient, but for being proactive.

Here’s how to start:
→ Revisit your boss’s quarterly goals. Align your updates, priorities, and suggestions around them.
→ Pre-read team meeting agendas and offer context or materials in advance to enrich the conversation.
→ Think in terms of “next 2 steps” instead of “next task.”

Use language like:

“I know you’re prepping for Monday’s LT meeting. I’ve drafted a summary slide on our pilot results in case it helps support your recommendation.”
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“You mentioned speed is critical this month. I’ve pre-vetted 2 vendors who can start by Friday if needed. I recommend we go with vendor A and here's why.”

This past week, I coached one of our newest clients on this as she entered into her new role. We nailed down strategic suggestions she could bring forward that wouldn't overstep, but rather, bring immediate value to her boss and teams. She didn't wait to be asked. Instead, she played to her strengths and the feedback she's gotten has been extremely positive!

2. Lead with options, not problems

When something’s not working, most people flag the issue and wait. Instead, come with choices.
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Your boss shouldn’t have to problem-solve everything for you. They’ll trust you more if they see how you think, decide, and act, even when the situation is messy.

Here’s how to frame your updates:
→ Explain the challenge clearly, with context.
→ Offer 2-3 solutions, including your recommendation.
→ Clarify what you need from your boss (if anything) and how their support facilitates the outcome.

Some examples include:

“We’ve hit a blocker with data sync between tools A and B. I’ve mapped out 3 options, with pros and cons. I’d lean toward Option 2 because of the minimal rework, but we’d need our development team's support by next Tuesday. Thoughts?”
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“The agency missed last week’s deadline. I’ve already escalated and secured an updated timeline. We’re still on track, but I’ll add a 48-hour buffer going forward.”

[Check out my free training on How to communicate to executives with confidence]

3. Position yourself as a partner, not just a doer

Your boss wants to feel like they have a right hand and ally.
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That means showing ownership, making decisions when appropriate, and seeing your role through a leadership lens, not just executing tasks day-in and day-out.

This doesn’t mean overstepping. It means stepping up.

→ Own the full outcome, not just your tasks.
→ Show how your work ladders up to bigger goals (i.e. divisional priorities, hot topics, solving pain points).
→ Offer to take the lead on cross-functional initiatives, when relevant.

Use phrases like:

“I took the initiative to connect with the Sales team on this and they confirmed alignment, giving us the green light to proceed.”
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“This new workflow not only reduces our team’s time by 20%, but could streamline Marketing’s review process too. Happy to present this cross-functionally if helpful.”
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“I’d love to own the end-to-end rollout. Would you be open to me leading that initiative?”

Pro tip: Managing up isn’t just about making your boss like you. It’s about building trust through judgment, communication, and shared wins. Our clients who master this often unlock new stretch projects, increased visibility, and faster promotions without needing to “prove themselves” constantly.

This is exactly the approach I took when coaching one of our clients this past week. What started as a situation she was apprehensive about in her new role with her boss' boss, turned into a strategic moment positioning herself as a thought partner.

You've got this!