Stepping into a leadership role in technical teams often places you in the challenging position of managing not only your direct reports but also your own boss. Effective upward management is a crucial, yet sometimes overlooked, skill that helps bridge the gap between engineering realities and executive expectations.

Understanding the Dynamics of Managing Up

Managing up isn’t about circumventing the chain of command or manipulating leadership. Instead, its about building a productive, transparent relationship with your manager by aligning your teams goals with the broader organizational vision. As an engineering manager or tech lead, youll often have insights that leadership depends upon but may not immediately grasp, such as technical constraints or team morale issues.

Communicate Clearly with Business Context

One of the most effective ways to influence your manager is to translate complex technical concepts into language that resonates with business priorities. For example, when discussing timelines affected by technical debt, frame the conversation around risk mitigation, opportunity costs, or customer impact rather than purely technical jargon. This shift fosters shared understanding and positions you as a strategic partner.

Proactively Share Solutions, Not Just Problems

Leaders appreciate when you present challenges paired with thoughtful potential solutions. Instead of only highlighting a resource bottleneck or a bug backlog, propose alternatives like adjusting feature scope, reallocating team members, or investing in automation. This mindset demonstrates accountability and helps your manager feel confident supporting your recommendations.

Set Realistic Expectations Together

Regular conversations that set and revisit expectations can prevent misunderstandings down the line. By involving your manager in discussions about team capacity, delivery risks, and dependencies early on, you can collaboratively prioritize initiatives and avoid last-minute surprises. Using visual tools like roadmaps or risk registers can aid in keeping everyone aligned.

Advocate for Your Teams Well-being

Part of managing upward involves protecting your team from undue stress or unrealistic demands. If workload or deadlines threaten morale, candidly communicating this to your manager with data-supported evidencesuch as increased bug rates or increased overtime hourscan prompt meaningful adjustments. This establishes trust and shows your commitment to sustainable performance rather than short-term wins.

Build Influence Through Credibility and Consistency

• Deliver on Promises: Reliability builds confidence. Consistently achieving commitments strengthens your voice when you need to negotiate or push back.
• Be Transparent: Share progress and setbacks openly. Concealing issues often backfires, eroding trust.
• Seek Feedback: Invite your managers input and demonstrate willingness to adapt. This two-way dialogue enhances mutual respect.

Leverage Formal and Informal Channels

Dont rely solely on scheduled one-on-ones. Casual touchpoints such as coffee chats, team demos, or informal check-ins can help you stay connected, share successes, and address concerns before they escalate. These interactions humanize the relationship and create rapport beyond transactional updates.

Influence Decision-Making Without Direct Authority

Often, as an engineering leader, youre tasked with influencing decisions without formal leadership power. Strategies include:

• Data-Driven Arguments: Use metrics, customer feedback, or industry benchmarks to anchor your case.
• Building Alliances: Cultivate relationships with peers and stakeholders to broaden your support base.
• Storytelling: Frame technical challenges within compelling narratives to emotionally engage decision-makers.

Protect Your Team While Aligning with Leadership

Balancing upward influence while advocating for your team requires finesse. Communicate the needs of your engineers honestly, but also articulate how those needs serve the company’s goals. For example, explain how investing in developer tooling accelerates delivery and reduces errors, helping executives see the value beyond the immediate cost.

Resources to Sharpen Your Managing Up Skills

• Books: “Managing Up” by Mary Abbajay offers actionable advice tailored for professional relationships.
• Workshops & Courses: Many leadership and communication programs include modules on upward managementfinding one tailored to technical leaders can be especially beneficial.
• Mentorship: Seek guidance from experienced managers who excel in influencing leadership without positional authority.

Mastering upward management transforms your role from a passive recipient of directives to an active contributor to leadership decisions. This skill not only amplifies your impact but also protects and empowers your team, setting the stage for sustainable success.