Career trend of ‘managing up’ can prove beneficial for all in the workplace, say experts

She added, “More than that, it is a critical relationship in the workplace built on mutual trust and respect where the employee feels comfortable demonstrating transparency, courage and humility.”

Why is a good working relationship based on mutual respect so important?

Respectful relationships generally advance open, honest and clear communication, said Rue Dooley, HR knowledge advisor with the Society for Human Resource Management (shrm.org) in Alexandria, Virginia.

“When people, managers or not, feel respected, they are, in my experience, much less likely to be silent about matters of significance and more likely to express their ideas and concerns freely, resulting in more effective collaboration,” Dooley said. 

“Respect is fundamental to building trust and trust is crucial in all healthy relationships, maybe even a working relationship, especially,” he said.

Furthermore, when people respect each other, they’re less likely to have visceral disagreements — and more likely to approach reconciliation with a mindset toward compromise rather than escalating tensions, he noted. 

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“Basic respect is the foundation of a collaborative environment,” Dooley said. 

What’s the difference between sucking up and managing up?

Sucking up has negative connotations, said Dooley. 

In contrast, he said, “managing up refers to a tried and proven workplace behavior with different roots and fruits.”

“Managing up is showing up and supporting your manager with honest feedback to help accomplish the best outcome for the organization.”

Sucking up or brown-nosing is generally the attempt to get special or unwarranted praise by being a so-called “yes” person, agreeing with everything a manager thinks, says or does, said Dooley.  

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“Those behaviors are disingenuous and self-serving,” he said.

In contrast, managing up can benefit both employees and managers in valuable ways, said the experts.

“Managing up is showing up and supporting your manager with honest feedback to help accomplish the best outcome for the organization,” said Vanessa Matsis-McCready, associate general counsel and vice president of HR Services with Engage PEO, based in New York City. 

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For example, if a manager is about to make a mistake that will negatively impact the company, she said, the employee who is not managing up might automatically say, “That is a great idea.” 

Yet a true partner who is managing up and who has the company’s best interests in mind will share concerns about any negative impacts respectfully — so that a manager has a chance to change the trajectory if needed, she suggested. 

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“Managing up involves great communication, empathy and understanding,” said Matsis-McCready.

“It is mutually beneficial to both the employee and the manager.”

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She added, “With managing up, employees learn about and anticipate their managers’ needs and priorities. They then use this knowledge to problem-solve, meet their mutual goals and help their managers achieve the company’s goals.”

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