One of the most important professional relationships you have is with your direct line manager. Over the years, I have had my fair share of leaders, and these experiences stick with you throughout your career, as examples of good and bad leadership.

What is extremely important to be aware of is that sometimes these experiences have very little to do with you personally or as an individual. It is worth noting that people are in a managerial position due to their number of years of experience, the structure of the organisation or because of the department they are in. Not every person in a people leadership role is capable of managing people or even wants to. Often the tenure coupled with the structure of the company places these individuals as people leaders and this can directly impact you, for good or for bad.

In a previous #MentorMonday post, I spoke about the importance of your Individual Development Plan (IDP) and your manager is integral in supporting this. As much as you “own your own development” you also need to “manage your manager”. Let’s be clear: managing your manager isn’t about manipulation or flattery. It’s about building a strong working relationship, aligning on goals, and proactively communicating in a way that makes both of you more successful. Whether you’re a new professional or a seasoned leader, this skill can significantly impact your visibility, performance, and upward mobility. As a professional, you need to guide your manager on how you wish to be managed. Of course there are the necessary 1-2-1 meetings on a consistent basis, but there is also a need to be vocal, clear and ambitious about your expectations and needs. This is where the IDP comes in as well the debriefs from your Performance Reviews.

At a juncture in my career, I was confused as to why I was not progressing to the next level. My manager said there was a gap in my performance, I was not “managing up”. This is one of the most overlooked but high-impact career skills-the art of effectively working with your manager to achieve mutual success.

1. Understand Their Priorities

Every manager has metrics they’re being measured against. The better you understand what keeps them up at night, the more strategic your support can be. Once you know these, you can align your work accordingly and become a key ally.

2. Adapt to Their Communication Style

Some managers love detailed updates; others want bullet points. Some prefer Slack, others love a quick call. Observe how they communicate with others or just ask them directly: “How do you prefer to stay updated-quick emails, a weekly doc, or real-time updates?” Matching their style reduces friction and increases trust.

3. Be Solution-Oriented

Problems are inevitable. But how you bring them to your manager matters. Managers appreciate the visibility that there is an issue but also want you to come with some solutions of your own. Managers appreciate those who bring clarity, not chaos.

4. Provide Upward Feedback (Tactfully)

Your manager may not realise how their actions impact the team. If something’s not working, respectfully share your perspective. Use the SBI model (Situation, Behavior, Impact): “In our last planning meeting (situation), when timelines changed last minute (behavior), it made it tough for us to reprioritize (impact). Can we revisit how we communicate changes?” Framed this way, feedback becomes a partnership, not a confrontation.

5. Make Their Job Easier

At the end of the day, your manager is juggling a lot. If you can be the person who anticipates needs, takes initiative, and helps remove roadblocks, you’ll become indispensable. Managing up is often about showing up with ownership, not waiting for instructions.

Managing your manager isn’t about politics-it’s about partnership. When you take ownership of that relationship, you’ll not only grow your impact, but you’ll also shape your career trajectory in powerful ways.