Transitioning into a tech management role means expanding your sphere of influence beyond your immediate team. Many new engineering leads focus primarily on managing their direct reports but overlook the vital skill of managing upward. Establishing credibility and effective communication with your own manager and executive stakeholders can significantly affect your team’s success and your growth as a leader.

Understanding the Dynamics of Managing Upward

Managing your manager isn’t about manipulation or flattery; its about creating mutual alignment and understanding. It involves anticipating your leaders needs, communicating insights in a way that resonates, and managing expectations proactively.

• Influence Without Authority: Unlike your position with your team, you often dont have direct authority over your manager or executives. Your power lies in your ability to communicate relevant information, build trust, and demonstrate reliability.
• Providing Context and Translation: Executives typically make decisions at a high level, so translating technical realities into business implications is essential. This helps leadership appreciate trade-offs and resource needs.
• Protecting Your Team: By understanding whats realistically achievable and advocating for your team, you can shield engineers from unrealistic deadlines while ensuring business priorities are addressed.

Strategies to Manage Your Manager Effectively

1. Develop a Clear Communication Rhythm

Establish regular check-ins with your manager to update on progress, risks, and team morale. Being proactive means fewer surprises and builds trust over time. Prepare to present concise status updates, but balance this with raising key insights and issues that need attention.

2. Learn What Truly Matters to Your Leader

Each manager focuses on different priorities, whether its delivery speed, team satisfaction, or budget constraints. Understanding their goals lets you tailor your conversations, frame problems with relevant data, and suggest solutions aligned with their concerns.

3. Frame Tech Challenges in Business Terms

Executives may not be familiar with the technical nuances. Translating complex engineering challenges into impact statementssuch as risks to customer experience, potential revenue loss, or reputational harmhelps non-technical decision-makers understand urgency and allocate resources effectively.

4. Escalate Smartly and Respectfully

Escalations are necessary but can backfire if done prematurely or without context. Before raising issues, gather facts, propose possible solutions, and evaluate the timing. Present escalations as opportunities for collaboration rather than complaints.

5. Advocate for Realistic Expectations

When leadership demands aggressive timelines or scope expansions, push back with data and insights from your teams velocity and capacity. Offer alternative plans that balance speed and quality, highlighting trade-offs.

Common Pitfalls and How to Avoid Them

• Being Overly Compliant: Saying yes to everything drains teams and damages credibility. Learn to say no diplomatically with explanations and options.
• Failing to Build Trust Early: Waiting until problems erupt to communicate leads to friction. Prioritize transparency even when news isnt good.
• Ignoring Your Managers Communication Style: Some prefer brief bullet points; others want detailed reports. Adapt your style to meet their preferences.
• Not Preparing Solutions When Presenting Problems: Bringing challenges alongside possible paths forward demonstrates leadership and problem-solving.

How Managing Upward Supports Your Teams Success

Strong upward management creates a buffer and amplifier for your team. When your manager trusts your judgment and understands your team’s realities, they can advocate for resources, defend against scope creep, and celebrate your teams accomplishments appropriately. This fosters a healthier environment for engineers, reducing stress and enabling focus on meaningful work.

Resources to Deepen Your Managing Upward Skills

• Books: “Managing Up” by Mary Abbajay explores this topic with actionable frameworks.
• Workshops: Leadership training programs often include modules on influencing stakeholders and communication.
• Peer Networks: Joining engineering leadership forums provides real-world tips on navigating upward relationships.

Embracing the challenge of managing upward expands your leadership range and enhances your impact. Its a vital skill to master for building sustainable engineering teams aligned with business success.