So, what is managing up? It's "the ability to communicate up the chain of command," according to Sharon Daniels, chief executive of the training and consulting firm AchieveGlobal.

Daniels says executives rely on information from their managers to decide what's best for their businesses. For example, sales directors need to update executives on forecasts, competition and challenges facing their sales teams. Sharing ideas with your boss can be more challenging but can result in a bigger payoff: If your ideas and feedback are useful, higher-ups may begin to consider you a thought leader, something that goes into the calculus of who moves up.

Daniels sees these skills as especially critical today, since senior managers oversee large numbers of employees who often are occupied in different job functions. And as companies become less hierarchical, frontline managers must shoulder more responsibility for providing executives with the right kind of information. She sees more managers depending on "that collaborative relationship and frank discussion about what the business needs in order to succeed and grow."

Managing up begins by establishing a good working relationship with your boss. A good way to begin is by asking your manager about their expectations and objectives at the outset. Find out about their work style, ask what decisions they want to be involved in, what information they want and how they want to receive it.

In addition, Daniels observes managing up is partly about timing. "I don't know a boss in the world who likes to be caught off guard," says Daniels. "Most managers appreciate this kind of relationship. If you've established the guidelines and choose appropriate times to communicate, you'll be more likely to get the results you want."

Originally published Oct. 13, 2006.

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