Managing up redefines workplace leadership

[WORLD] In today’s workplace, few frustrations are as universal—or as costly—as misalignment between employees and their managers. Whether it’s a project that veers off course or a performance review that falls flat, the root cause is often the same: a disconnect in expectations, communication styles, or definitions of success. As organizations navigate hybrid work, rapid digital transformation, and flatter hierarchies, managing up—the art of proactively aligning with your boss—has emerged as a core professional competency. Far from being about flattery or manipulation, managing up is about building honest, mutually beneficial relationships that drive clarity, engagement, and results. In 2025, it’s not just a survival skill—it’s a leadership imperative for employees at every level.

The Case for Managing Up: Why Alignment Matters More Than Ever

The modern workplace is in flux. Hybrid teams, dispersed workforces, and a relentless pace of change have made clear, two-way communication both more challenging and more essential. According to recent data, 86% of employees and executives cite the lack of effective collaboration and communication as the main causes of workplace failures. In this environment, the old model—where managers set the agenda and employees simply execute—is breaking down.

Managing up, is “being the most effective employee you can be, creating value for your boss and your company”. It’s about understanding your manager’s goals, adapting to their working style, and communicating your own needs and preferences. This approach isn’t just good for morale; it’s a proven driver of performance and engagement. Employees who regularly engage in open, proactive dialogue with their managers are more likely to meet expectations, feel empowered, and deliver better results.

Market trends reinforce this shift. As organizations invest in AI, cloud platforms, and data-driven tools to personalize internal communications, the ability to align quickly and clearly with leadership is becoming a competitive advantage. In a world where 88% of knowledge workers spend most of their week communicating across channels—and where hybrid work is the norm—those who can bridge gaps in understanding are indispensable.

The Mechanics: How to Manage Up Without Losing Authenticity

Effective managing up isn’t about “sucking up” or trying to control your boss. Instead, it’s about cultivating upward empathy and developing a toolkit of practical strategies. Executive coach Melody Wilding, author of Managing Up: How to Get What You Need from the People in Charge, emphasizes the importance of honest, well-timed conversations about goals, working styles, and boundaries.

The process starts with clarity. Employees should initiate alignment conversations early—asking questions like, “What does success look like for you in the next quarter?” or “How do you prefer to receive updates?”. By understanding not just what your boss wants, but how they operate, you can adjust your approach without sacrificing your own authenticity.

Setting boundaries is equally critical. Wilding recommends using your emotional responses as signals—if you feel persistent resentment or burnout, it’s time to speak up and negotiate more sustainable expectations. The goal is to prevent problems before they escalate, ensuring both parties remain engaged and productive.

Adapting to different leadership styles is another hallmark of managing up. Whether your boss is hands-off or detail-oriented, tailoring your communication—frequency, format, and tone—can make collaboration smoother and more effective. Regular check-ins, solution-oriented feedback, and proactive status updates are all part of the playbook.

The Risks and the Rewards: Navigating the Fine Line

While the benefits of managing up are well-documented—better engagement, higher performance, and accelerated career growth—there are pitfalls to avoid. Overstepping boundaries can backfire, leading to perceptions of overreach or undermining managerial authority. There’s also the danger of dependency: if you’re always the one driving alignment, your boss may come to expect you to shoulder the burden of communication, eroding your autonomy.

Moreover, focusing exclusively on managing up can strain peer relationships. Success in today’s matrixed organizations requires balancing upward management with lateral collaboration. The key is transparency—making your intentions clear and ensuring your efforts to align with leadership don’t come at the expense of teamwork.

Still, the rewards outweigh the risks. In a landscape where 70% of employees report missing visual cues in virtual meetings, and 65% feel disengaged during calls, those who can foster clarity and connection stand out. Organizations that encourage managing up—by modeling openness to feedback and creating structured opportunities for dialogue—build cultures of trust and prepare employees for future leadership roles.

What We Think

Managing up isn’t a trend—it’s a necessity for the modern workplace. As technology accelerates change and hybrid work becomes the default, employees who can align with their managers through honest, proactive communication will be the ones who thrive. The evidence is clear: alignment, not authority, is the new engine of productivity and engagement. For leaders, the message is simple—invite your team to manage up. For employees, don’t wait for your boss to set the tone. Start the conversation, seek clarity, and build the relationship. In a world where everyone is both a leader and a follower, managing up is the skill that will define the next generation of workplace success.