In many industries, the lines between manager and worker tend to be fairly clear. Managers manage; workers work. An employee in a retail setting, for instance, generally isn’t responsible for handling their manager’s schedule, making calls and sending emails on the manager’s behalf, or preparing them for important meetings.

At the corporate level, however, things are a bit different. An admin supporting a high-level executive is expected to do all those things and more. Your entire job revolves around making your executive’s job easier. And one of the best ways to do that is to learn how to “manage up.”

Many admins are hesitant to do this. They worry they’ll be seen as overbearing, or that they’re overstepping their bounds. This is the wrong mindset entirely! Done properly, managing up proves your worth to your executive and takes some of the load off their shoulders, allowing them to focus on the things that really matter.

What is Managing Up?

Managing up means positively influencing those you report to or who are senior in rank. It means using all the data and information you have to inform and educate them on topics or challenges so they can make decisions with as full a picture as possible.

Managing up can take many different forms. Sometimes it means doing something for your executive because you can do it better or faster and allow them up to tackle a different priority. Other times, it means proactively proposing changes that can help the department or company run smoother. Any time you take the initiative to go above and beyond your job duties for the benefit of the organization, your executive, or other higher-ups, you’re managing up.

Strategies for Managing Up

Managing up isn’t always easy. It’s important that you don’t bite off more than you can chew. Taking on tasks that you don’t have time for or that you can’t perform competently will hurt your credibility and the partnership you have with your executive.

The following are some best practices for managing up.

  • Learn what your executive needs. The more you know about your executive, the better. Learn their strengths and their weaknesses – the things they struggle with and the things they excel at. If your executive struggles with time management, for instance, they may welcome regular, gentle reminders of due dates and commitments.
  • Understand different communication styles. Where one executive might love to set aside an hour a week to meet and discuss progress and plans, another may prefer you brief them with a short email at the end of each day. Understanding and adapting to different communication styles allows you to speak to them in their language.
  • Be willing to take on less-than-pleasant tasks. No one loves every single one of their job duties, but part of managing up is handling the tedious tasks that your executive probably shouldn’t be spending their time on – whether you enjoy it or not.
  • Develop your business acumen. In order to implement new ideas, you need to know as much about the company as possible. Subscribe to the organization’s blog, read industry publications, and keep your finger on the pulse of the business as a whole – not just your little corner of it. You never know when inspiration will strike.
  • Know your limits. The more you manage up, the more confident your executive will become in your abilities. While this is a good thing, it can also lead to you being overworked. Don’t wait until you’re buried under a pile of paperwork to ask for help. It may be that your executive honestly doesn’t realize how much you have on your plate. Track your time and tasks, and use your procedures binder to show them what you do each day. Be prepared to explain what you’ve changed or shifted around to make it work, and let your executive know what you need from them to make the situation better. Facts are persuasive – whining about how you have too much to do and not enough time to do it just makes your executive question your abilities.

Understand the Principle of Input and Support

As you begin to manage up, there will likely be situations where you have ideas and opinions that you’d like your executive to consider. This is where the principle of input and support comes in – basically, knowing when to speak up and when to be quiet.

Input is the period of time when you have an opportunity to share your ideas, suggestions, or concerns about a certain process or decision before the final decision has been made. This is the time when you should speak up.

Support comes after a final decision. This is the time when you should be quiet and do as you’re asked (assuming it’s not illegal or unethical). You may not agree with the decision that was made, and that’s ok – but you need to support it.

Knowing the difference between input and support is instrumental in managing up, because it shows your executive that you can contribute as well as take direction – and that’s the balance they’re looking for!

Managing up takes work, and it’s not something that has a formal start and end date. Rather, it’s an ongoing, evolving process that, when done effectively, can increase your value to your executive and the company.