Managing Up summary

Seiko, a hospital prosthetist, saw that medical shipments of prosthetics and braces were frequently misdirected, delaying patient care. She gathered data, surveyed colleagues, and took her findings to leadership. Facing initial resistance, she persisted. After a year-long approval process, her solution – a dedicated mailing address – was implemented. Patient satisfaction improved, and her initiative earned her a seat in strategic discussions.

Taking ownership is our third key conversation. It means solving problems without waiting for approval. Workplace inefficiencies often persist simply because no one acts. The key is to start small, addressing manageable issues that improve both workflow and team efficiency. Gain buy-in by referencing past wins, framing ideas at the right time, and pre-framing solutions to reduce resistance. But ownership isn’t about working alone. Keep colleagues informed, seek input, and maintain transparency to ensure lasting impact.

Radha, a specialist in employee relations at a Fortune 100 company found it challenging to manage her boss’s frequent changes in focus. At times, the priority was handling employee complaints, while other weeks it was planning company-wide training initiatives. With priorities constantly shifting, deadlines were often missed, yet Radha was reluctant to raise concerns. When she finally did, at first, the manager was defensive but eventually recognized the issue and improved communication. This shows why giving feedback to a manager requires both strategy and diplomacy.

If you’ve ever wanted to address a problem with your boss but held back, you’re not alone. Many employees delay providing feedback due to fear of repercussions, yet this hesitance can allow workplace inefficiencies to persist. This leads us to our fifth key conversation: feedback. To provide effective feedback, concentrate on actions rather than personalities, keep language neutral, and propose constructive solutions. Before speaking up, consider whether the issue is a pattern, if it has serious consequences, and whether you have enough information to assess it fairly. Taking ownership of what’s within your control before escalating the matter can also prevent unnecessary tension.

Jeremy, a pattern maker at a luxury fashion house, often helped resolve conflicts between designers and production teams, but his efforts went unnoticed. During a chance conversation with an executive, Taraji, he described how he balanced creative vision with production constraints. Impressed, she invited him to discuss his ideas further. That offer opened new doors for Jeremy, proving that visibility – our seventh key conversation – comes from ensuring the right people recognize the value of your contributions, not from self-promotion.

Professionals often struggle to showcase achievements without seeming boastful. Yet relying on hard work alone rarely leads to recognition. To stand out, frame contributions around company goals – increased efficiency, revenue, or problem-solving – rather than personal effort.

Esadowa, a department head overseeing more than 200 employees, consistently delivered strong business results. Yet, when he researched industry salaries, he discovered he was earning 30 percent less than the market rate. For years, he had avoided negotiating out of gratitude for his initial offer, but his growing frustration pushed him to take action. Armed with salary data and a clear breakdown of his contributions, he finally made his case – and changed his financial future.

If you want to negotiate a raise, it’s time to think about our ninth conversation – money. Yet the first step isn’t scheduling a meeting with your boss, it’s research. Use websites like Glassdoor and Payscale, consult with recruiters, and discuss salaries with trusted colleagues to compare your role with similar higher-paid positions. Craft a compelling argument by emphasizing measurable contributions. Whenever possible, back up your request with data such as how you’ve boosted efficiency, driven revenue, or cut expenses. If exact figures aren’t available, qualitative evidence like customer feedback or internal reports can still support your request.