Executive PA Magazine Autumn 2022 Executive PA Magazine Autumn 2022 | Page 61

DEVELOPMENT the horizon for you ?

Why ‘ managing up ’ doesn ’ t mean ‘ sucking up ’

For many , the term ‘ managing up ’ will conjure up images of greasy pole-climbers and upwardly mobile politico types . You probably don ’ t want to think of yourself in that way and you ’ ll shy away from taking action in this space – but that would be a mistake , says Rebecca Houghton
THE EXPERT
Rebecca is a leadership and talent expert , and the founder of BoldHR . She builds B-Suite leaders with C-Suite impact by working at an organisational , team and individual level . She is also an author and wrote Impact : 10 ways to level up your leadership .
Whilst there are a million books on how to be a great boss ( aka how to manage others ) there are , unfortunately , relatively few on how to be a great direct report ( or how to manage up ). So , let me help you …
Managing up offers benefits for every EA , from enhancing your day-to-day performance , removing roadblocks for your team , and improving your influence to increasing your perceived value and , eventually , your seniority . Let ’ s start with mastering three ‘ managing up ’ moments – the elevator pitch , the executive briefing and one-to-ones .
The elevator pitch Being alone with the CEO who asks : “ How ’ s it going ?” is something of a nightmare for many . But it needn ’ t be – if you manage up , and keep it simple but powerful . No CEO wants the longwinded version in a twenty second elevator ride and if they ’ re interested , they ’ ll ask more . So , respond with one of the following : w Something you ’ ve done – Your biggest recent achievement based on business impact . w Something you ’ re doing – Your current problem that is high level enough to be on their radar . w Something on the to do list – What ’ s next on
The executive brief As a seasoned EA , you ’ ll know that getting it right with busy execs , especially those who don ’ t know you well , needs structure . So , use ‘ managing up ’ tactics to avoid looking unplanned , uncertain and unclear . w Purpose – What is the conversation for ? To inform ? Sign off ? Consult ? w Product – What outcome do you want ? Don ’ t make them guess . w People – Who is involved ? Tell them so they can determine the influencing landscape . w Process – What commitment should they plan for ? Is this a short or long conversation ? A oneoff meeting ? Or will this brief lead to a repeat commitment , such as a board or committee ? w Preparation – What might your exec need to prepare ahead of this conversation so you both get the most out of your time together ?
One-to-ones Your relationship with your direct boss is crucial to you – and your team if you have one . Nurture it with a firm ‘ managing up ’ mindset . Think : w “ I need this – My relationship with my boss relationship is key to my success as an EA .” w “ This relationship is two-way . We both need something from each other , and we both contribute strengths and weaknesses to the mix .” w “ They have a lot on their mind and a lot of competition for their time . I need to get smart about how I use my slice of it .”
The next step is balancing your relationship with your leader , ensuring both parties get what they need . Target this by approaching your regular catch ups with the following in mind : w Ask for their help , specifically if you are struggling to influence quickly or something is outwith your control . w Tell them what they need to know . Contrary to most inner voices , flagging risks ( and mitigants ) early and often does not make you look bad . It actually makes you look good . A nasty surprise , on the other hand , is hard to forgive – especially if it makes them look bad . w Ask what they need . It benefits both of you and will reflect well on your team too .
So , there you have it . Managing up does not have to mean sucking up . The key reason many of us avoid it is because we think it ’ s self-serving when , in fact , it is in service of your team , your peers , and your company . Your ability to leverage your leaders as an asset will massively lift your organisational impact , which is better for everyone . S www . boldhr . com . au
Autumn Issue 2022 | Executive PA 61