9 Powerful Secrets to Successfully Managing Up

Secrets created by a panel of senior vice presidents, on condition of anonymity — they didn’t want their C-suite bosses knowing that this is exactly how they were being managed by their direct reports.

1. The stated problem is never the problem

• The perceived or stated problem is never the whole problem, and often not the real problem. Issues and challenges at the senior level down to mid-manager level are complicated, interconnected, and overlapping.
• And personality problems are often part of the mix. You will have to dig deep to get to the problem. 
• Senior execs always have a personal perspective on major issues. That’s one of the reasons for their success, and sometimes for their failure. 
• Play devil’s advocate: Get everyone’s assumptions in the open and on the table, including your own.

2. Data will set you free

(If it’s used to tell a story or start a tough conversation...)

• Data can create uncomfortable discussions. That’s good.
• Be Switzerland: Detach from emotions and politics.
• Data are just facts and trends that leaders must figure out how to use
• When senior team behaviors need to change, or there’s a lack of alignment: feed back to them them their own view of the world. Present data on how they assess themselves, and facilitate from a neutral position.

3. Be proactive. Be opportunistic

• Be among the first to get issues, ideas, and options on the table.
• Contract to do data gathering (or analysis or getting other’s views) for them, so you get to see, understand, and deal with the data before anyone else does
• Help define the agenda. Literally. (Be the one who organizes the agenda for executive meetings, and facilitates those meetings. This creates opportunities to influence what gets discussed, how decisions are made, and how they're recapped.)

4. Be a “pair of hands.”

Help with executive’s day-to-day tasks and priorities, and be involved in delivering the exec’s messages and plans throughout the organization. This gets you in — behind those closed doors.

5. Consistent delivery on those pair-of-hands priorities keeps you in...

...Keeps you behind those closed doors.

6. Never assume that what a senior executive just agreed to is ever complete and final

• The deal and the work always change. That’s neither good nor bad. Just the way it is.
• So be sure to check in with them constantly

7. Always take the high road. Always!

• Especially if alignment between senior team members breaks down, or politics grow: No matter how painful it gets, take the high road.
• Tell the truth, take the blame, present bad news, whatever it takes. Always be able to look at yourself in the mirror.

8. Be sure you know who the decision-maker is

• Decisions are only made by one person, never a team or committee.
• Always get the real decision-maker to sign-off on what happens next. (That may be a different person from the one who is touted as the decision-maker. Some leaders let others sponsor and champion initiatives, but retain final-decision authority for themselves.)
• Beware of advocates, with their own agendas, masquerading as decision-makers.
• Once you know who that decision-maker is, carefully observe the dynamics of meetings. Often, it’s invaluable to sense when a premature “no” is about to happen, and getting the topic off the table until the timing is right.

9. Senior execs are savvy, smart, and not to be underestimated. Yet their directives often need to be clarified

• The more senior the executive, the more savvy they are.
• Never underestimate any executive, and always assume they know how to get what they need from you
• Most executives need to be forced to choose: Good, Fast, or Cheap? Get them to pick one, maybe two. Never all three. Nonetheless, they’ll still believe they’re going to get Good and Cheap and Fast. So be sure you repeat back to them, several times, the choice they made.
• Be part of the team that drafts how they communicate directives. This often clarifies the directive itself.
• Sometimes, the best thing you can do is listen — intense and active listening. Waiting to ask the right questions until you’ve reflected on things can earn you immense respect.

Jensen Site, Twitter, FB. Bill’s upcoming book, The Day Tomorrow Said No, is a powerful fable about the future of work. (Spring 2020.) A fable specifically designed to revolutionize conversations about the future between leaders, the workforce, educators, and students. Go here to download a FREE copy of the final pre-press draft of the book.