Managing Up in a Startup: How to Influence Without Authority
In the fast-paced and often chaotic world of startups, the ability to "manage up" is a critical skill for career success. Managing up isn't about sucking up or playing politics. It's about building a strong, productive relationship with your manager and proactively helping them help you. It's about influencing without authority and making a bigger impact on your team and the company.
Understand Your Manager's World
The first step to managing up is to understand your manager's world. What are their goals and priorities? What are they accountable for? What keeps them up at night? The more you understand their context, the better you'll be able to anticipate their needs and align your work with their objectives.
"The key to managing up is to make your manager's job easier. When you make your manager look good, you look good." - A seasoned startup veteran
Take the time to observe your manager's communication style, decision-making process, and preferred way of working. Do they prefer detailed reports or high-level summaries? Do they like to be involved in every decision or do they prefer to delegate? The more you can adapt to their style, the more effective your relationship will be.
Build Trust and Credibility
Trust is the foundation of any strong relationship, and your relationship with your manager is no exception. The best way to build trust is to be reliable and consistent. Do what you say you're going to do. Meet your deadlines. And when you make a mistake, own it and learn from it.
Another way to build credibility is to become an expert in your domain. When your manager knows they can count on you for accurate information and thoughtful recommendations, they'll be more likely to trust you with more responsibility.
Communicate Proactively and Strategically
Don't wait for your manager to ask for an update. Be proactive about communicating your progress, challenges, and accomplishments. This doesn't mean you need to send them a constant stream of messages, but you should have a regular cadence for keeping them informed.
When you communicate with your manager, be strategic. Frame your updates in the context of their goals and priorities. For example, instead of saying, "I finished the new feature," you could say, "I finished the new feature, which should help us hit our user engagement target for this quarter."
Propose Solutions, Not Problems
When you encounter a problem, don't just bring it to your manager and expect them to solve it. Take the time to think through the problem and come up with a few potential solutions. This shows that you're proactive, resourceful, and committed to finding a solution.
Even if your manager doesn't end up going with one of your proposed solutions, the fact that you took the initiative to think through the problem will be appreciated. It shows that you're not just a doer, but a thinker.
Disagree and Commit
In a healthy relationship, it's okay to disagree. In fact, constructive disagreement is essential for making good decisions. When you disagree with your manager, do it respectfully and privately. State your case clearly and provide evidence to support your position.
At the end of the day, your manager is the one who is ultimately accountable for the decision. If they decide to go in a different direction, it's your job to get on board and do everything you can to make the decision a success. This is what it means to "disagree and commit."