I have to say “Manage Up” is definently the most interesting term I’ve encountered since entering the professional world. Sure, “Circleback“, “Ping” and”Head Down” are formiddable contenders but nothing is quite as puzzling or seemingly faulted as “Manage Up.” “Moving Forward” we’ll refer to it as simply MU.
Very early in my career, my boss introduced me to the term when we discussed my not-so-smooth relationship with a senior colleague (please, note that I said senior colleague and not boss). I was basically told that if I wanted to successfully (and sanely) work with this colleague, I would have to learn how to MU. At first, the term sounded confusing, then almost empowering. I was being tasked with a sense or level of managerial responsibility. Only after I “Noodled Over‘ the term further did it become apparant that my “Due Diligence” in the successful excercise of this managerial responsibility would only serve to directly and positively impact the perception of my senior colleague’s managerial abilities, i.e. I realized it’s true meaning. (Jo’van Definition: Managing Up = Learning how anyone above me works, thinks and performs and catering my delivery and workload to their quirks, no matter how ridiculous or egotistical.) Suddenly, empowering transformed into enabling. (I will NOT be an enabler!)
Granted, MU will be a part of everyone’s day-to-day life in corporate America. But that doesn’t mean you have to like it. 🙂
I’d love for someone to explain to me why it is my responsibility to manage someone who’s being paid tens of thousands of dollars more than I am to manage me (amongst other things). I can’t seem to “Wrap My Head Around” the concept and all of its implications. Yes, they are senior to me because of their experience and years worked (even if the latter is more imporant in the hiring process). But why would they be promoted to a position that puts people “under” them when they’re not mature enough to manage effectively AND respectfully? OK, so maybe not everyone’s situation is that serious but the point still stands.
It is frustrating to manage a manager (and not get paid extra for it). And yes, I do understand that there will be a transition period for a new manager. BUT that transition should not be at the expense of your team dynamics. Your junior colleagues are not automatically transformed into secretaries or interns. (No disrespect, but those are simply not my titles.) Your transition period should be about “Drillng Down” to learn to properly manage, not properly managing to piss me off on a daily basis. (OK, off the rant…)
I’ve realized that in my case, learning to MU means:
1) Doing MY job to the best of my abilities (justifying my paycheck)
2.) Not doing YOUR job (unless you plan to share the proceeds)
3.) Staying calm as I tell you how/why I won’t be doing your job (listing my daily projects and objectives)
4.) Keeping my emails and IMs politcally correct and office appropriate (in case of an audit)
All the while 5.) Cracking jokes and smiling politely as I silently curse you out with my eyes for shortening my name (The fact that my name has common derivatives does not give you the automatic right to call me any varierty of those derivatives. I simply don’t like it. K?)
Hint: You’re probably safe to call people whatever they sign their internal emails.
Respectfully,
Jo’van
The Truth: According to Jo'van 