Leading or managing up have become widely used terms. But what do these terms really mean? Why does this matter as leadership work, and how is it done well?
Leading up is about shaping the thinking, decision-making and actions of those in more senior roles. In simple terms, it is the work we do to influence how our ‘higher-ups’ see an issue and what they choose to do next.
Why is this important?
This is important leadership work, especially if you are in a middle or senior position, have considerable experience and expertise, and want to use this expertise to inform and influence decision-makers who sit further away from frontline work.
For example, a senior consultant or head of department might want to influence decisions made by either the CMO, other hospital administrators or by executive level roles. In a private practice setting a GP might want to share ideas for improvement and expansion with a practice owner. In leadership coaching sessions, we hear many doctors talk about business cases they have written for a pilot project, a new clinic or service, or a proposal for a system improvement. These are examples of leading up. They show what it looks like to share plans and ideas to influence actions and decisions by those with more authority and decision-making power in the system. They also show how ideas for important work and improvement comes from leaders who are closer to the frontline and can see what needs to be done – and indeed who senior leaders rely on to ‘lead up.’
How is this done? How can we lead up effectively?
To understand the practical skills and behaviours that support effective leading up, we need to understand why higher-ups listen to their direct reports and colleagues, and then act on their ideas and recommendations.
The basics matter. We are more likely to listen to and be influenced by people who we know, trust, and believe do good work. This might sound obvious, yet many good people with good ideas remain invisible, and their ideas never receive the attention and action they deserve.
The following steps outline how to be seen and noticed in practical terms.
Be visible (especially to your boss)
In complex and collaborative work, and when days are busy and overloaded, it’s easy to simply do the work, do it well, go home, and repeat. It is much harder to find the time to talk about work, particularly with your boss whether this is your HOD or HOU. We fall back on dialling into meetings, listening with the camera off, and sending quick texts and WhatsApp messages. The problem with this is that this makes it harder for your good work and important ideas to get noticed.
In the many conversations that we have with doctors there is rarely time for in depth discussion with higher-ups to influence decisions. We hear repeatedly about business cases that disappear for months, pilot projects that stall, and recruitment processes that slow to a halt for example.
It is a tough environment in which to be seen and heard, yet it is essential. So, make yourself visible by asking for a quick check-in and a regular meeting. Speak up in team meetings, contribute where you can, and carve out the time to prepare for this important work. Everyone is busy, but a 30-minute meeting once or twice a month is part of your role. It is a vital platform for leadership work.
Make your work visible
Once you have secured time with your higher-ups, be ready to talk about your work. Prepare a short agenda, even if shared beforehand, and prepare one to three ideas, strategies or proposals that would make a difference for your area or department.
In coaching sessions, we hear many doctors describe the excellent work they are doing to improve the quality of care and the systems that support care delivery. In responding to this we often ask: Does your boss know you are doing this? Have you told them? How would they know if it was good work and going well?
Making your work visible is not showing off. It is an essential leadership practice and something we refer to often in our coaching work with doctors.
Create opportunities to show value and make suggestions
Once you are becoming known as someone who is reliable, valuable and connected to the purpose of the work, you are more likely to be listened to. This is where leading up become possible.
Communicate clearly and effectively. Share ideas with realistic, solution focussed next steps. While there is a place for raising concerns about what is not working, you add greater value when you also bring SMART goals and SMART actions. Big picture thinking and strategy documents have their place, but you will build credibility by being the person who can translate them into practical and realistic actions.
Arrive at meetings with a short agenda, relevant data, a one-page proposal, and suggestions about who could do what next. This is what effective leading up looks like in practice.
In summary:
You are more likely to be listened to, and your ideas more likely to be taken up, when you are known and trusted, present and reliable, have a record of getting things done, and bring realistic and practical solutions and ideas to the table.
An important caveat
Unfortunately, there are times when we must report up to difficult people. When your boss or other senior higher-ups are challenging to work with, leading up becomes more complex.
For example, if the person you report to has a difficult personality, a large ego, or is less competent or confident than you are, leading up can feel fraught. They may be less open to collaboration, less willing to promote the ideas of others, and less transparent in how they work.
What to do?
Think carefully about the best way to progress the work you believe is important. Consider your broader professional network. While difficult people can make it harder to go above or around them, it is still useful and protective to build strong professional relationships across your area or organisation, and to find legitimate ways to share your work and ideas more broadly.
Working with difficult people is a common topic in leadership coaching. Is this is something you are navigating please schedule a 15 minute Leader Check In with our team.
By Dr Anna Clark
AMA Victoria Leadership coaching and educator
Reference
Dr Anna Clark (PhD) delivers AMA Victoria’s Leadership education and Leadership coaching programs. If you would like to find out more about our leadership development offerings, schedule a discovery call or email [email protected]