5 Ways to Make Managing Up Work For You

Deep Dive

Managing Up Like a Pro

This newsletter issue is about effectively managing up as an in-house lawyer, whether your manager is a lawyer or another executive. But before we get into the strategies, let’s take a minute to talk about what managing up is (and what it is not).

Managing up refers to using managerial strategies in your interactions with your own manager, in order to become a more effective team member. That might mean surfacing a potential landmine before your CEO walks into a board meeting or aligning with your GC when everything feels urgent and competing. Whether you are a GC or an entry-level lawyer, you have tools at your disposal to start managing up today.

To be clear: managing up does not mean bossing your manager around, going above your boss to get things done, or adopting any of the ineffective managerial styles sometimes associated with weak bosses.

It also does not imply that your manager is weak or ineffective. In fact, the most effective teams tend to include management happening in both directions.

Personally, I manage up all the time. And I love when people on my team do it with me. When it’s done right, managing up means making great decisions easier; it doesn’t mean taking over someone else’s job. It’s proactive, respectful, and deeply strategic.

Whether you’re reporting to a General Counsel, a CEO, or a fast-moving product leader, here are five tips to help you manage up more effectively, so that you can make both of your jobs easier.

Quick Note: Some of you might read this and think, “Isn’t this just good lawyering?” And you’re right—it is. But it’s also a distinct skill set: the ability to manage relationships upward with intention, so you can work smarter, build trust, and get better results.

1. Anticipate and prepare for the follow-up.

When your manager asks you to dig into something, don’t stop at just answering the question. Managing up means anticipating what’s coming next and preparing for it.

For example, your manager might ask you to look into whether it would be possible to structure a deal for which the company is in ongoing negotiations differently. You might come back with an answer like “yes, so long as X,” or “no, unless Y.” But don’t stop there.

Ask yourself: Why are they asking this now? What will they need to do with this answer?

If the question is coming up in preparation for a board meeting, be ready to explain what the board needs to know about the alternative options, and whether any approvals will be required. If the timing lines up with quarterly budget planning, be ready to speak to the financial implications. (You may not need a detailed model, but directional impact can go a long way.)

Managing up means thinking one step ahead. Because a good manager will keep digging, and your prep keeps things moving.

2. Don’t just flag problems. Bring solutions, too.

One of the most appreciated things you can do when managing up is to bring not just potential problems, but a recommended course of action.

You will spot issues in the course of your day-to-day work that your manager can’t see, or might not see until it’s too late. It’s so appreciated when you bring them up!

Here’s a simple structure that works well for email (you can do something similar if you’re talking live):

• The issue (one sentence)

• The options (two or three, max)

• Your recommendation (with rationale)

Even if your manager goes a different direction, you’ve given them a smart starting point to explore. And that matters a lot, because they haven’t lived the problem the way you have. Framing the issue and surfacing viable paths lets them make better, faster decisions, without playing catch-up first.

3. Share the right amount of context.

Managing up well means calibrating how much background to share at each stage.

Too little, and your manager has to ask ten follow-up questions to understand what’s going on. Too much, and they may tune out before they get to the important part, or have to take extra time digging in order to figure out what really matters.

Your job is to filter. What’s the essential context they need to understand your recommendation or to support it with confidence? That will vary depending on their previous knowledge of the issue, their role in the decision, and how high the stakes are.

If you’re briefing them on a new legal development, you might lead with the direct business impact and summarize the “why” in two sentences, with details ready in case they want to dive deeper. If it’s an ongoing issue they’ve been following, a quick refresher on the most recent developments may be all they need.

How much context they need, depends on the context. And yes, that’s maddeningly meta.

4. Communicate the way they think best.

Some people love a detailed Slack thread. Others want a 15-minute call. Some prefer an ultra-concise email with three bullet points and a bolded “ask.” And the same person might want something different depending on the situation.

When communicating with your manager, take these preferences into account. It makes their job easier and often gets you the answer you need faster.

My boss really doesn’t like to read, so I’ll send a short note to flag an issue and then follow up live. I’m the opposite—I process best by reading, so I’m always happy to get background materials or an email summary before a complex discussion with my team.

If you’re not sure what your manager or stakeholder prefers, observe and ask. It’s a small adjustment that can unlock a lot of clarity and trust. And if you’re a manager yourself, help your team help you by sharing your preferences.

5. Prevent surprises.

No manager likes to be blindsided. Especially in front of peers, executives, or the board. If something might blow up, change direction, or attract attention, flag it early, even if you don’t have all the answers yet. A quick heads‑up buys them time to think strategically and positions you as someone who manages risk proactively.

Final thoughts on managing up.

Managing up is about making your manager’s job easier, so they can make yours easier, too. That way, you can both be more effective.

Looked at differently, managing up is simply great teamwork. It’s a loop of trust and efficiency that benefits the entire team.

When you anticipate the next question, bring solutions instead of just problems, share the right context, tailor your communication, and prevent surprises, you help shape the quality of decisions being made at the highest levels of your organization. And that makes you more influential, more trusted, and more indispensable.

The truth is, the higher up within an organization someone is, the more they rely on others to bring clarity, judgment, and foresight. When you manage up well, you’re giving your manager the gift of speed and confidence, because they don’t have to dig for the right information or scramble to catch up. You’ve already done the work to get them there.

So the next time you have the choice between handing over a partial answer and taking that extra step, take the extra step. Managing up is one of the fastest ways to expand your impact and reputation and to help your team be effective.