The Art of Managing Up: How Mid-Level Leaders Can Influence Senior Leadership

When I first stepped into a leadership role, I thought my primary focus would be on guiding my team. Yet I quickly discovered that a significant part of my success depended on my ability to work with those above me. Managing up isn’t about manipulation or politics—it’s about creating productive relationships that benefit your team, your organization, and your career.

“The most difficult thing is the decision to act, the rest is merely tenacity.” —Amelia Earhart

Managing up involves understanding your senior leaders’ goals, communication styles, and priorities. It means finding ways to connect your team’s work to the broader organizational vision. Let me share six powerful strategies that can help you influence senior leadership effectively.

Have you ever wondered why some projects get immediate approval while others languish despite their merit? The difference often lies not in the quality of the idea but in how it’s presented.

Data-Driven Proposals with Clear Business Impact

Senior leaders make decisions based on business outcomes. When approaching leadership with a proposal, frame it in terms of concrete results. Instead of focusing solely on features or activities, highlight the measurable impact.

For example, rather than saying, “We need a new customer service platform,” try “Implementing this customer service solution can reduce resolution time by 35% and increase retention by 15%, resulting in approximately $2.3 million in additional annual revenue.”

Numbers speak volumes. When you back your proposals with solid data and clear business impact, you transform the conversation from a request into a business opportunity. This approach demonstrates that you think like an executive and understand what matters at higher organizational levels.

“Not everything that can be counted counts, and not everything that counts can be counted.” —Albert Einstein

But how do you gather the right data? Start by identifying the metrics your leadership team values most. Is it revenue growth, cost reduction, customer satisfaction, or market share? Then collect relevant data that shows how your proposal affects these metrics. Use benchmarks, case studies, and pilot results when possible.

What metrics do your senior leaders reference most often in company meetings?

Aligning with Organizational Priorities and Values

Every organization has strategic priorities and core values that guide decision-making. When your proposals align with these priorities, they become much more compelling.

Study your company’s strategic plan, mission statement, and annual goals. Listen carefully during town halls and executive presentations to identify recurring themes. Then frame your proposals in terms of how they support these priorities.

For instance, if your company has made digital transformation a strategic priority, show how your project advances that goal. If customer experience is a core value, demonstrate how your initiative enhances it.

This alignment shows that you understand the bigger picture and are thinking beyond your immediate team’s needs. It positions your request as a contribution to organizational success rather than a departmental wish list.

“Management is doing things right; leadership is doing the right things.” —Peter Drucker

I once watched a colleague struggle to get approval for a training program until she reframed it as supporting the company’s strategic goal of becoming an employer of choice. Same program, different framing—and suddenly executives were interested.

Presenting Solutions, Not Just Problems

Leaders appreciate problem-solvers, not problem-reporters. When you identify an issue, come prepared with potential solutions.

A solution-oriented approach demonstrates initiative and saves valuable executive time. It shows that you’re not just passing problems up the chain but taking ownership and thinking critically.

When presenting solutions, consider including:

• Multiple options with pros and cons for each
• Resource requirements and implementation timelines
• Potential challenges and mitigation strategies
• Clear next steps and decision points

“Don’t find fault, find a remedy.” —Henry Ford

This doesn’t mean you need to have all the answers. Sometimes the best approach is to say, “I’ve identified this issue and researched these three potential solutions. I recommend option B because it offers the best balance of cost and impact, but I’d value your perspective before moving forward.”

What problem in your organization could you present with a well-thought-out solution this week?

Building Credibility Through Consistent Delivery

Trust is the foundation of influence. Your ability to deliver consistently on commitments builds the credibility needed to influence upward.

Start by making promises you know you can keep. Meet deadlines, achieve targets, and maintain quality standards. When unexpected challenges arise—as they inevitably will—communicate proactively rather than making excuses after the fact.

Consistency extends beyond just meeting basic expectations. It means consistently demonstrating good judgment, consistently bringing thoughtful ideas to the table, and consistently supporting organizational goals even when they’re challenging.

“It takes 20 years to build a reputation and five minutes to ruin it.” —Warren Buffett

Remember that your track record follows you. Each successful delivery builds your reputation as someone reliable who can be trusted with greater responsibility. This reputation becomes invaluable when you need support for ambitious initiatives.

Communicating in Executive-Friendly Formats

Every leader has communication preferences. Some want brief email updates, others prefer visual presentations, and still others value face-to-face conversations. Learning these preferences can significantly increase your effectiveness.

Pay attention to how your leaders respond to different communication approaches. Do they skim long emails but engage deeply in meetings? Do they ask for visuals or focus on written details? Adapt your style accordingly.

Regardless of format, executive communication should be:

• Concise: Start with conclusions, then provide supporting details
• Structured: Organize information logically with clear sections
• Action-oriented: Clarify what decisions or actions are needed
• Forward-looking: Address implications and next steps

“The single biggest problem in communication is the illusion that it has taken place.” —George Bernard Shaw

Timing also matters. Learn when your leaders are most receptive to new ideas. Some are morning thinkers, others review proposals after hours. Some prefer regular scheduled updates, while others are more accessible during certain parts of the business cycle.

Consider how you might adjust your communication approach based on what you know about your leader’s preferences.

Developing Strategic Partnerships with Peer Leaders

Influence doesn’t flow only vertically. Building strong relationships with other leaders across the organization can amplify your voice and create broader support for your initiatives.

When multiple departments support an idea, it gains credibility and momentum. Executives are more likely to approve proposals that demonstrate cross-functional alignment rather than siloed thinking.

Start by understanding other departments’ goals and challenges. Look for opportunities where collaboration can create mutual benefits. Invest time in building genuine relationships before you need support.

“If you want to go quickly, go alone. If you want to go far, go together.” —African Proverb

These peer relationships also provide valuable perspective. Other leaders may see blind spots in your thinking or offer approaches that have worked in their areas. This collective wisdom strengthens your proposals before they reach senior leadership.

How might you strengthen a relationship with a peer leader from another department this month?

Common Pitfalls to Avoid When Managing Up

Even with the best intentions, certain approaches can damage your relationship with senior leadership. Watch out for these common mistakes:

Bringing problems without context or solutions creates the impression that you’re passing responsibility upward. Similarly, circumventing your direct manager to reach higher leaders can damage trust throughout the chain.

Failing to understand business priorities leads to proposals that seem disconnected from organizational needs. And focusing exclusively on what you need rather than how it serves broader goals appears self-serving.

Perhaps most damaging is inconsistent follow-through. When you don’t deliver on commitments, each failure erodes the trust needed for future influence.

“Trust is built with consistency.” —Lincoln Chafee

If you’ve made mistakes in these areas, recovery is possible. Acknowledge the misstep, take responsibility, and demonstrate through actions that you’ve learned and improved. Most leaders appreciate self-awareness and growth.

The Ripple Effects of Effective Upward Management

When you master the art of managing up, the benefits extend far beyond your personal advancement. Your entire team gains from having a leader who can secure resources, remove obstacles, and align their work with organizational priorities.

Your organization benefits from better communication flow and more integrated execution of strategic goals. Ideas that might otherwise remain hidden within the hierarchy can reach decision-makers in compelling forms.

And yes, your career advances as you demonstrate the ability to work effectively across levels. This skill becomes increasingly valuable as you move up the leadership ladder.

“Leadership is the capacity to translate vision into reality.” —Warren Bennis

Perhaps most importantly, effective upward management creates a more positive organizational culture. When mid-level leaders model productive relationships with senior leadership, they set a tone of collaboration rather than politics.

What aspect of managing up would create the greatest positive impact in your current role?

Managing up isn’t about saying yes to everything or playing politics. It’s about creating productive partnerships that serve organizational goals while advancing your team’s needs. By mastering these six strategies, you can become more effective at influencing decisions that matter.

Remember that managing up, like all leadership skills, improves with practice and reflection. Each interaction with senior leadership is an opportunity to refine your approach and build your influence.

What will you do differently in your next interaction with senior leadership?