Managing Up for Engineering Leaders
summary
Managing up means building trust, influencing decisions, and anticipating goals rather than sucking up or manipulating; practical tactics include always offering a point of view (recommend A with reasons), quantify outcomes (example: pausing a project causes a $10M ARR impact), document contributions in a shared doc, show what was already tried before escalating, and run regular career growth conversations to normalize promotions and track accomplishments. Emphasize specific downstream effects, bring solutions and data, and escalate with context so leaders can act.
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chapters (15)
- 0:00Intro
- 1:07What managing up is not
- 2:12What is managing up
- 3:21Common scenarios
- 3:57Focus
- 5:19Focus on the outcome
- 7:31Ask for help
- 11:34Talk about your accomplishments as an arrogant
- 12:33Summary
- 18:42Constructive feedback
- 20:56Authenticity and truth
- 21:48Leading in with emotion
- 25:25Balancing talking about yourself and team
- 27:09Setting expectations
- 29:04Managing social capital
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