How can I effectively manage up?

Throughout my career as a Software Engineering Manager, I've had the privilege of mentoring countless individuals. While I don't see myself as an expert, the stories and tools I've gathered over the years can be invaluable for other aspiring leaders. I share these insights not for accolades but with the hope that it can provide a roadmap, lessen the learning curve, or act as a beacon for others on their leadership journey.

"How can I effectively communicate and align with my superiors, ensuring that my perspective and needs are understood while also understanding theirs?" In software engineering, consider a situation where a lead developer feels their team lacks the resources to complete a project on time. While the upper management pushes for rapid completion, the lead developer is wary of compromising quality. The challenge then becomes: how can the lead developer convey this concern effectively while also understanding the pressures management faces?

Managing up is a skill that often isn’t taught explicitly. Engineers are frequently promoted in the fast-paced world of software engineering due to technical acumen rather than soft skills. As a result, managing up can seem counterintuitive to those conditioned to be task-oriented and problem solvers.

The upper management often deals with a broader picture, encompassing financial targets, stakeholder needs, market positioning, and more. This wider scope can sometimes make them seem detached from their teams' on-the-ground challenges. On the other hand, individual contributors or team leads are entrenched in the day-to-day challenges, which can sometimes lead to tunnel vision, focusing solely on the immediate obstacles.

Miscommunication or lack of communication between these levels can result in misaligned priorities, unrealistic expectations, and unnecessary pressure. In our example, the lead developer might feel their concerns about quality are being sidelined for speed, while the management might be under pressure from stakeholders to deliver quickly.

Approach

1. Open Lines of Communication: I had a junior engineer struggling with workload early in my career. Instead of voicing it, they burnt out. When faced with similar situations, it's essential to set regular check-ins with superiors to discuss challenges and get clarity.

2. Empathetic Listening: A team leader once shared concerns about a tight deadline during a project. By truly listening, we realized the need for additional resources, and management took steps to support the team.

3. Present Solutions, Not Just Problems: An anecdote that sticks with me involves a developer who approached with both a challenge and a potential solution. This proactive approach made it easier for management to act.

4. Seek Feedback: A mentee frequently asked for feedback, allowing them to course-correct in real-time, ensuring alignment with management's vision.

5. Educate and Be Educated: A memorable story is when a team took the initiative to run a workshop for upper management, giving them hands-on experience with the team's work and bridging the knowledge gap.

For those looking for more depth, I recommend the book "Managing Up: How to Move Up, Win at Work, and Succeed with Any Type of Boss" by Mary Abbajay. It provides comprehensive strategies tailored to various types of bosses and organizational structures.

Managing up is a multifaceted challenge. The methods I've shared stem from years of experience, but I am always eager to learn. I would love to hear from you if you have other tools or approaches. Together, we can evolve and lead more effectively.

• Deon