Leadership is a team sport. A leader is only as strong as the team that follows them. Failure to use that followship limits the progression of both the team and the individuals within it. Effective leadership teams will share the load in terms of both input and accountability for results. So, whether you’re trying to influence a decision, delivering a forecast, or you’re just managing expectations, “managing upwards” is a critical skill for all credible, emerging leaders.

 Why is it hard? Hierarchy can bring complexity in terms of status and ego. Therefore, it can take courage and skill to step out of the shadow and challenge the boss, “rock the boat”, or highlight a disintegrating sales pipeline! But it is that same courage and skill that, in the future, will encourage you to seek honesty, commitment and input from your managers once you have that leadership role.

 This is a massive area to cover, but for now here’s a quick check list for anyone curious about developing this skill:

• Stand in their shoes – Understand and appreciate your leader’s goals, priorities and challenges; this is the foundation for managing upwards
• Manage expectations – Agree clear, timebound and achievable expectations for yourself that are aligned to the above and then review and share this alignment and your progress regularly
• Self-awareness – Be honest about your mistakes and highlight your achievements – both will endorse your strength and future potential
• Communication – Prepare and package your communication and lead challenging conversations with the context of your intent. Use evidence and data to supplement your position and minimise emotion
• Reporting – Avoid seeking to please by overstating your forecasts. Equally, intentionally understating your sales projections (to subsequently over-deliver) can frustrate investment decisions. So, minimise the bandwidth of error to build credibility
• Bad news – Linked to the above, have the courage to share bad news early, but only once you have considered remedying, or mitigating action. Avoid just adding problems
• Mentorship – Ask your leader for help and input – they will feel valued, but more importantly, you may get useful guidance. There’s also a good chance that they will reciprocate and ask for your input in the future
• Relationship – Finally, invest in building an effective commercial relationship (different to friendship), based on trust, consistency, and reliability. Be valued!

 There is so much more to this, but these principles will help create a platform for you to influence upwards.

 Through my commercial mentoring I am uncovering so many case studies and opportunities in this evolving market for emerging leaders to develop this crucial skill and genuinely share the load with their leaders. Please do contact me if you want to hear more.