Managing isn't just a manager’s job — it's everyone's job.

We usually think of management as a top-down relationship: the manager "manages" — tracking progress, assessing output, and ultimately holding power over the fate of the individual.

That’s managing downward. But what about managing upward?

The relationship between superior and subordinate — or more broadly, between stakeholder and the accountable — is bilateral. If you're in a subordinate role, you still play a critical part in shaping the relationship.

What does that look like in practice? Managing upward means taking initiative. In many ways, it means doing your manager’s job for them. One piece of advice I got years ago: make your boss’s life easier.

So how do you do that?

Make it easy to see what you’re doing. Proactively communicate — maybe even over-communicate — your progress. Tell your manager what you're doing rather than asking for permission. But tell it in a way that gives them the chance to redirect if needed.

That’s also a key part of CYA: covering your ass. If you disenfranchise your manager — by taking action without informing them — you put yourself at risk. You might be doing the “wrong” thing, even if it’s bringing tons of value to the organization.

It doesn’t matter if your work is good for the company. It only matters if your superior sees it that way.

I’m learning this now — actively upskilling into managing upward. I’ve packed my schedule with high-value meetings, moved projects forward, and taken on more than my role technically requires. I’ve been empowering the team and pushing big initiatives.

But I hadn’t communicated any of that to my manager.

The irony is, I’ve been so slammed that I haven’t had time to tell the story of what I’ve been doing. And storytelling takes time. Energy. In a job that already feels like every second is under pressure, it’s easy to let that slide.

But tomorrow we have a check-in. Nothing dramatic — but he mentioned wanting to understand how my accounts are doing and what my travel plans are.

Thing is, I’ve owned my calendar. Filled it with strategic meetings. Kicked off initiatives that could significantly grow revenue. But I didn’t loop him in enough.

So here’s the lightbulb moment: the corporate game isn’t about overworking and hoping someone notices. It’s about broadcasting your value. The more people see, the more potential you unlock.

And here’s the hot take: it’s not about whether you do good work. It’s about whether you’re perceived as doing good work.

Yes. There's a difference.

Another hot take: don’t assume your manager has your best interests in mind. Not because they’re bad people — but because they don’t have the time or clarity to care deeply. Hopefully they try, but most aren’t measuring your work with any scientific precision. They’ll rely on vibes — from themselves, and from whoever else is talking about you.

So don’t leave it to fate. Manage upward.

Yes, it’s more work. It means leading the conversation instead of waiting for it. It means always having something to bring to the table.

Not saying I like it. Not saying you should either.

But that’s the game.

Don’t expect your manager to manage you. Make their job easy. Make your value obvious.

That might be your ticket upward.