Bad manager or poor relationship?

How do we learn how to manage up the line? It took me some time to work out, but I got there in the end and I’m delighted to pass on some thoughts to those also rattling their brains about this. 

I’ve been in management for over 35 years. During this time, I’ve had some great mentors, some invaluable training and some really insightful, and some not so insightful, experiences, all of which have helped me develop skills and confidence in my management roles. 

But if there  was one thing that was missing in my early years of management, it would be some clear guidance on how to manage up the line. It would have been helpful even before I was in a management role. The retrospectscope has shown me how that kind of support would have made so many roles much easier and saved my sanity from cracking from time to time! 

Admittedly, it was some years before I even realised it should be a thing. There you are, doing your best, applying the good practice, and learning from all your experiences, when suddenly it occurs to you that actually some of the barriers and challenges you face are not with the people you are managing, but with the person managing you. It’s really difficult when you know what good practice looks like but you aren’t getting it from ‘above’. 

Then, I had this great idea. A course on Managing Your Manager.  

Again, the thought was followed by a bit of a delayed epiphany – who is going to ask their manager for the funds to go on a course to deal with their difficult behaviour? Doh! 

Stick with it Cathy, surely there is a way DSC can get this guidance to all the people out there who wish they could have a better ‘up the line’ relationship.  

It’s not an uncommon problem and the situation presents so may quandaries – how do I raise issues or concerns with them about their own approach, lack of support, micro-managing and so on – while still maintaining a respectful and professional relationship, my own credibility and importantly, their trust? 

Having a productive and professional relationship with your line manager means you can contribute to and influence higher-level decision-making and policies that affect your working life. It also gives you the chance to learn from their knowledge and experience and develop in your role. For me, this means guidance in this area is invaluable, to you, to your manager and ultimately to your organisation and strategic objectives. 

Epiphany – again! – and this one takes things forward, rather than just hits me over the head. 

A book! A short, ‘how to’ guide on having difficult conversations, using assertive approaches, remaining goal focussed and working on improving the relationship – not on how to fix them or you. It is perfect for the DSC Speed Read Series (loads of other titles here if Managing Your Manager isn’t your current quandary). 

With that epiphany in mind, our new short publication Managing Your Manageris set to be published in October and ready to be pre-ordered now. If you have a tricky relationship with your manager but you love your job, this title will  provide you with guidance on how to work effectively with your manager.