Here's how you can effectively manage up and keep your boss updated on your progress.

I've learned that establishing clear expectations with your boss at the start of any project is crucial. Discussing desired outcomes, timelines, and communication preferences creates a roadmap that minimizes misunderstandings and sets the stage for regular updates. Clarity at the outset prevents confusion later on.

To keep your boss in the loop, give regular, short updates about what you’ve accomplished and any problems you’re dealing with. Let them know your plans to solve these issues. Use emails or quick meetings to keep them informed, and ask for their feedback often. This way, they know what you're working on and can help if needed.

The Bosses Levels of Authority 1. Get the facts, I’ll decide 2. Suggest alternatives, I’ll decide 3. Recommend an alternative, I’ll Decide 4. Decide, wait for my approval 5. Decide, act unless I say NO 6. Act, Report Results 7. Act, Report only if unsuccessful 8. Act, Reporting is not Needed

Partnerships is very often an afterthought for your peers, C-suite, and board. You need to set expectations and communicate impact early (and often) to get alignment and buy-in from these folks. You must set expectations on timeline, budget, outcomes, everything. It ALWAYS takes longer than you expect and much longer than you want. Setting the right expectations early is critical to buy enough runway for success.

A goal without a deadline can fast become a dream. Be realistic but challenge yourself - you don’t become a great achiever by playing it safe. Mutually agree any deadlines and be ready to discuss any perceived blockers with solutions in mind.

Revenue success in partnerships is a lagging indicator. Make sure to clearly communicate how you’re adding value from Day 1 and keep the team informed on when to expect that revenue. Additionally, provide consistent updates on strategy, activity, traction, challenges, and anything else to support the work you're doing. Either you manage the narrative or someone else will. Never make them wonder “What’s going on over there in Partnerships?”

In addition to everything else that has been shared here - think about the audience you are updating and what is important to them. Is it revenue, is it close rates, is it relationships, product insights, customer satisfaction? Present the relevant information to the right people

The best policy is to get feedback from your boss about how she/he would like to manage the flow of information. If you have a system you believe works well, say "I'd propose..." and outline the frequency, medium, components, and data you'd provide and allow them to react/fine-tune the approach with you. That allows you to work in a process that you've both contributed to. If you're less certain about the best method, turn the above into a question: "How can I best provide you with the information you need?" and suggest you'd like input on the categories above.

Agreed, but, while updates are necessary, not every detail is. Everyone’s time is valuable. Your boss can’t be there when you are ready to talk. Keep it brief, to the point and in writing. Whether a CRM or just an email. Just make sure he sees it and reads it. That is his/her responsibility. Which, you have already agreed to

A wise person once told me, "If you are going to make an ask, come ready to present a solution". If you are unsure about what the right solution might be, research that pain point on the internet/LinkedIn or ask the question to a community that you are a part of. Doing the work upfront makes aligning on the path forward easier.

Setbacks can happen along the way to success. Be proactive and inform your boss of these events before they become aware of them from another source. Inform them of the impact and expected delays if there will be any. Be prepared to provide a solution to the problem when informing your boss of its existence.

When updating your boss, use metrics and data to quantify your progress. Metrics provide an objective basis for assessing performance and can highlight successes and improvement areas. Identify relevant key performance indicators (KPIs) such as project completion, customer satisfaction, sales figures, or cost savings. Presenting these metrics offers several benefits: 1. Clarity and Precision 2. Evidence of Achievement 3. Tracking Progress 4. Setting Goals and Benchmarks 5. Informed Decision-Making

Remember to adapt and learn when managing up. Seek feedback from your boss, stay alert to changes, and reflect on experiences to continuously improve. Show your adaptability by being responsive to your boss's evolving needs. By staying flexible, seeking feedback, and continuously refining your approach, you can effectively support your boss and contribute to the partnership's success.