What Does Managing Up Actually Mean In Practice, And Why Do So Many Capable Managers Find It So Difficult?

At a recent conference, a topic came up that generated more conversation than almost anything else on the programme: managing up. Not performance management, not leading a team, not difficult conversations with direct reports, but the art of communicating effectively with those above you in the hierarchy. It struck a nerve, and for good reason. For many managers in education organisations, it is one of the most consistently challenging skills to develop, and one of the least talked about.

So what does managing up actually mean in practice, and why do so many capable managers find it so difficult?

It is not about managing your line manager

Let us clear up a common misconception. Managing up is not about controlling, second-guessing, or working around the person above you. It is about building a productive, trust-based working relationship with your senior leadership team, one where you are clear, credible and consistent in how you communicate upward.

That means knowing how to raise a concern, make a case, request a resource, or flag an issue in a way that lands well. It means not assuming that your senior team automatically understands your context, your priorities, or what you need from them to do your job effectively.

Start with what you are actually trying to achieve

One of the most common mistakes managers make when communicating upward is going into a conversation without a clear objective. If you are raising something task-related, a process issue, a resource gap, or perhaps a staffing concern, be specific about what you need the outcome to be. Are you looking for a decision? Guidance? Simply to flag something for awareness? Your senior leader cannot help you effectively if they are not sure what they are being asked to do.

Clarity of purpose before the conversation saves a great deal of confusion during it.

Explain the why, and bring it back to pupils

Senior leaders are dealing with competing demands and significant strategic pressures. If you want your concern or proposal to land, connect it to what matters most: the impact on pupils and the organisation’s ability to deliver. That is not manipulation, it’s good communication. It helps your audience understand why this issue deserves their attention and where it fits in the wider picture.

Do not assume the person you are speaking to shares your perspective or has visibility of the detail you are working with every day. Take the time to frame the context, explain why it matters, and be clear about what is at stake if it is not addressed.

Be concise. Do not waffle.

This is perhaps the most practical piece of advice, and also the most difficult to act on when you are nervous. Waffling is almost always a confidence issue rather than an information one. When we are uncertain about how a conversation will land, we tend to over-explain, add qualifiers, circle back, and hedge. The result is that the key point gets buried and the listener disengages.

The solution is preparation. If you know a conversation is going to feel uncomfortable, practise it first. Run through what you want to say with a trusted colleague, or even talk it through in front of a mirror. It sounds simple, but it works. Hearing your own words out loud helps you identify where the waffle is and tighten the message before you are in the room.

Managing up is a trust-building exercise

Every time you communicate upward in a way that is clear, honest, and purposeful, you are building credibility. Over time, that credibility means your senior leadership team trusts your judgement, takes your recommendations seriously, and gives you more autonomy to lead effectively.

That is not a small thing. In education organisations, where pressure is constant and time is limited, being the manager who communicates well upward is a genuine professional differentiator.

If managing up is something your team regularly struggles with, it is worth addressing directly, not just as a communication skill, but as part of how your managers are developed and supported. It rarely gets better by accident. If you would like to talk through how The Managers Training Company can help, give us a call.