Micromanaged? Here’s Why Managing Up Might Be Your Best Move

When you hear the word management, you probably picture a boss delegating to their team. But here’s the truth: managing down is only half the story. If you’re not a people manager—and most folks aren’t—then the only kind of management you must master is managing up.

And if you’ve ever felt micromanaged, unclear on expectations, or overlooked in performance reviews? This one’s for you.

Manage Up to Avoid Micromanagement: A Practical Guide for ICs

“You Help Me, I Help You”

Years ago, one of my first managers said something that stuck:

“I see our relationship as contract-based. You do your part of the contract—I reward you. That’s my part of the contract.”

It sounded transactional at first. But they were right. Managing up starts with aligning expectations—a mutual agreement on what you’re doing, why it matters, what success looks like, and what support you’ll need.

You don’t have to map out every detail (good managers give you space to own the “how”). But they do need clarity on the “what,” “why,” “when,” and “with whom.”

Treat It Like a Client Relationship

If you were a vendor and signed a contract with a client, what would they expect?

• Regular status updates

• Visibility into progress and blockers

• A heads-up before things go off-track

• A polished delivery at the end

Your manager wants the same. Not because they don’t trust you—but because they need to report upwards, advocate for you, and course-correct early if needed.

Pro tip: Use your 1:1 doc like a live tracker. Fill it in before your meetings. Drop in links, status, and ask for help early. This habit alone can save you from surprise escalations or unwanted micromanagement.

Don’t Let Recognition Be an Afterthought

You’ve delivered the work. Great! But here’s where many people stop short.

Managers should highlight their team’s wins—but sometimes they forget, or assume you prefer to stay low-key. That’s where your voice matters.

Try this:

• “I’d love to present this to leadership—could you review my deck?”

• “Can I join the meeting where we discuss next steps?”

• “Could this project be used to support a business case for my promotion?”

If you don’t ask, you risk missing your moment. Reminders are not arrogant—they’re part of the job.

Final Thoughts

I had both my former and current managers at my wedding. I don’t know if that proves I’ve mastered managing up, but I do know this:

The principles are simple: Be clear. Be human. Be proactive.

When you manage up well, you reduce confusion, build trust, and give yourself space to grow. You’ll spend less time feeling watched—and more time doing meaningful work.

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Have you been managing up intentionally? Or still figuring it out? I’d love to hear your take. DM me or book a free 15-minute intro call to talk through your strategy.

How are you managing your manager? Share with me! 

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