If you're climbing the corporate ladder, there's a skill you'll rarely see on any training syllabus: managing up. And yet, as you advance, your ability to work effectively with the executives above you becomes increasingly critical to your success.
"Most senior leaders I coach express a desire to strengthen their ability to move people and decisions," says one executive coach. "This capacity becomes more vital at higher levels, but it almost never appears in formal development programs—and even when it does, the execution often falls flat."
Building this competency presents unique difficulties when your supervisor holds a vice president or C-suite position. Based on extensive coaching work with professionals at various career stages, there are four predictable errors that undermine these relationships before they can develop.
The Four Mistakes to Avoid
1. Not Knowing the Executive's Goals
Strong communication alone won't help you move a leader. You must understand what that person is actually trying to accomplish. Without that foundation, you're speaking at them rather than with them.
One executive was preparing for a discussion with his skip-level leader when he realized mid-session that he had no real grasp of what this executive valued most. Rather than pushing his own agenda, he restructured the entire conversation around discovering his executive's true priorities.
The outcome proved revealing: he uncovered months of misalignment, investing effort in metrics his leader had already moved past. Once he saw this clearly, he shifted his focus toward work that genuinely connected to what the executive cared about. A single conversation transformed the dynamic.
2. Failing to Adapt to the Leader
Every professional has natural communication habits, and it's easy to rely on them when you aren't paying attention. This approach may suffice for routine interactions, but it fails during the compressed windows you get with senior leaders. You must adjust your approach to match theirs—not expect them to adjust to you.
A colleague was steering a prominent AI modernization effort for her vice president. She kept requesting face-to-face meetings that kept getting pushed or canceled. When she examined the pattern closely, she realized her executive much preferred short daily instant messages to scheduled meetings.
When navigating upward, adapting to the leader is the assignment. The deeper your understanding of how they prefer to receive updates, exchange ideas, and reach decisions, the more impact you'll have. When uncertain, ask directly. That single question demonstrates both emotional intelligence and appreciation for their constrained schedule.
3. Providing Too Much Context
Senior executives may oversee hundreds or even thousands of people across their organization. They're processing enormous quantities of information continuously. When you bury your core message in layers of background, you risk losing their focus entirely.
A professional asked for feedback on strategy materials before a meeting with her executive. The reviewer found the presentation dense with content—far too much for any busy leader to absorb. If the reviewer couldn't follow it, the executive certainly couldn't.
Begin with your recommendation. Executives need to understand what you're requesting and why it matters. Enter with a specific ask and a brief explanation. Reserve the supporting evidence for any follow-up questions.
4. Not Marketing the Value of Your Work
Developing influence requires keeping your executive in the loop. Many strong performers operate under the assumption that their leader understands both their workload and their contributions. This assumption can quietly damage your career trajectory.
The most talented contributors often remain invisible simply because they fail to articulate their impact. Humility typically serves leaders well, but it creates problems during compensation reviews and advancement opportunities when your executive lacks a clear view of your achievements.
A driven professional valued her modest approach—a quality she embraced fully, until it worked against her. Her manager informed her she lacked enterprise-level project leadership to justify advancement. Reality told a different story: she had delivered exactly that kind of work, but never mentioned it, confident her manager was already informed. He wasn't.
This doesn't require formal presentations or elaborate updates. Subtle approaches often work best: a brief message, copying them on an important communication, or a short summary during your regular check-in. Consistency matters most—never assume your executive is tracking your wins. Your responsibility is making it effortless for them to recognize what you're delivering and why it counts.
Who Should Care
| Situation | Why Managing Up Matters |
|---|---|
| Pursuing advancement | Your executive controls visibility into your wins |
| Leading new initiatives | Executive buy-in unlocks resources and backing |
| New to a team or organization | Early habits set patterns for your entire time there |
| Handling critical projects | Missteps or misalignment carry disproportionate consequences |
The Bottom Line
Working effectively with executives remains one of the most overlooked competencies in professional life. Like any competency, it develops through deliberate focus and regular application. Understand what drives your executive, mirror their communication style, lead with your point, and ensure your accomplishments receive recognition. You've got this.
Key takeaways
- Building effective relationships with senior leaders is rarely covered in training yet grows more vital as you advance
- Four predictable errors: ignoring executive priorities, resisting communication adaptation, overloading with background, and keeping achievements invisible
- Grasping what executives value and how they prefer to communicate is essential
- Regularly sharing your contributions matters more than elaborate presentations
Frequently asked questions
Is managing up the same as brown-nosing?
No. Managing up means understanding your executive's objectives and communicating in ways that allow you to deliver value aligned with those objectives. It's a professional competency, not sycophancy.
How do I learn my executive's communication preferences?
Ask directly—it shows respect for their time. Watch their patterns: how do they respond to different message types? Do they prefer quick notes or comprehensive briefings?
Won't promoting my work seem arrogant?
Not if you position it as keeping your executive informed rather than self-congratulation. Regular, brief updates during check-ins can be just as powerful as formal presentations.
What if my executive is difficult to work with?
The same principles apply. What makes them difficult often reveals their communication style and priorities. Adjust your approach accordingly.
How long does it take to improve these skills?
Like any competency, it strengthens with practice. Begin with one change—perhaps leading with your recommendation instead of context—and build from there.
Inspired by reporting from: entrepreneur.com