Most people think of management as a one-way street. Your manager manages you. They set the direction, run the 1:1s, give feedback, and help you grow. That’s all true. But there’s another side to this that doesn’t get enough attention.
You can manage up.
I spent years as a manager at GitHub. I managed individual contributors, and led teams. I’ve seen all kinds of people in 1:1s. Some would show up and wait for me to drive the conversation. Others came prepared. They had topics, questions, things they wanted to discuss. Guess which ones I could help more?
It’s not that the quiet ones were less talented. They just hadn’t realized that the relationship with their manager is a two-way street. Your manager wants to help you. But they can’t read your mind. They have their own meetings, their own fires to put out. If you don’t surface things, they may never know about them.
Now, I want to be careful here. I know this doesn’t come naturally to everyone. If you’re an introvert, or if self-promotion feels uncomfortable, the idea of showing up to a 1:1 with a list of your achievements might sound exhausting. I get that. This is not about changing who you are.
And let me be clear from the manager’s side too. The manager still has to do the work. They still have to ask the right questions, create a safe space, and pay attention. A good manager doesn’t just sit back and wait for their reports to manage up. They meet them halfway. What I’m describing here is not about shifting the burden to the IC. It’s about making it easier for both sides. When both people put in the effort, the relationship just works better.
Come prepared to your 1:1s
This one is simple but powerful. Before your 1:1, take 10 minutes to jot down what you want to talk about. What did you accomplish since the last time? What are you struggling with? Is there something blocking you? Do you need a decision from someone?
Pre-fill your shared notes with topics, achievements, highlights, and questions. When your manager opens that doc and sees you’ve already added things, it sends a message. It says you care about making the most of the time together. It also means you won’t walk out of the meeting thinking “I forgot to mention that thing.”
I can tell you from the manager’s side, nothing feels better than opening a 1:1 doc and seeing your direct report has already put thought into it. It shifts the dynamic. Instead of me pulling information out of you, we’re having a real conversation.
And if writing things down feels more natural to you than saying them out loud, even better. That’s the beauty of a shared doc. You don’t have to be loud or assertive. You just have to write a few bullet points before the meeting. That’s it.
Give your manager context
Your manager is not sitting next to you all day. They don’t see every Slack thread, every pull request, every small win. If you shipped something cool, tell them. If you helped a teammate unblock a tricky issue, mention it. Not to brag. To give them the full picture.
This is especially important during performance reviews. Your manager will advocate for you, but they can only advocate with what they know. Don’t make them guess. Make it easy for them to tell your story.
Align on priorities early
Don’t wait for your manager to hand you priorities. If you’re starting a new week or a new sprint, share what you think you should focus on. Ask if they agree. This small act of alignment saves a lot of back-and-forth later.
It also shows initiative. You’re not waiting for instructions. You’re thinking about what matters and checking in. That’s the kind of behavior that builds trust.
Share problems before they become fires
When something is going sideways, tell your manager sooner rather than later. Don’t wait until it’s a full blown crisis. Managers hate surprises. A quick heads up, even if it’s just “this might become an issue,” goes a long way. It gives them time to help, or at least prepare.
I’ve seen people sit on problems for weeks, hoping they’d resolve on their own. Sometimes they did. But when they didn’t, the fallout was always worse than it needed to be.
It’s not about sucking up
Managing up is not about politics. It’s not about impressing your boss or playing corporate games. It’s about making the relationship work for both sides. You help your manager help you. That’s it.
Think of it as being a good teammate. Your manager is on your team too. The more context they have, the better they can support you, advocate for you, and clear the path ahead of you.
I wish someone had told me this earlier in my career. I spent years as an IC before I became a manager. Once I saw things from the other side, it clicked. The people who managed up were not just easier to work with. They grew faster, got better opportunities, and were happier in their roles.
But I also learned something else. The best managers I worked with didn’t just wait for people to manage up. They created the conditions for it. They asked better questions. They made it safe to share bad news. They noticed when someone was quiet and checked in. Managing up works best when the manager is doing their part too.
So if you’re an IC, try meeting your manager halfway. And if you’re a manager reading this, make it easy for your people to do so. Open that shared doc. Add a prompt or two. Ask a specific question instead of “how’s it going?”
It’s a small thing that changes everything. For both sides.
Here’s what I am doing
At Workbrew, I help our customers succeed, while working on docs, fixing bugs, and developing internal tools. At Amignosis, I pour my heart and skill into crafting slowly brewed software, one thoughtful line at a time. I am craftsman in a world of complexity and low-quality solutions. I am a shoemaker. I take the time to create simple, timeless software built to last. Check what I am doing now and talk to me.
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