Lead Your Way Into the Future by Managing Up
summary
After a reorg assigns a new test team and a boss asks Can’t we just automate all the tests and make them green, the deciding facts are concrete: which tests get automated, what automation tools and pass criteria are used, how many tests actually flip green, who changes roles, and whether the pipeline built reduces risk. Practical artifacts named are how to work with me notes, a brag document, scheduled one-on-ones, SWOT self-analysis, seven managing-up tactics, and simple before/after evidence of impact.
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chapters (24)
- 0:00Managing up introduction
- 1:31Personal management journey
- 3:16Why managing up matters
- 6:30First-time manager lesson
- 7:15What managing up means
- 8:21Knowing who you work with
- 9:25Adapting to personalities
- 10:50Creating work guide
- 11:34One-on-ones for alignment
- 13:22Career-focused meetings
- 14:04Silence harms management
- 15:30Celebrate small wins
- 16:56Managing up for you vs team
- 17:39Balance team and individual
- 18:00Critical thinking risks
- 19:03Asking for feedback
- 20:08Managing up is continuous
- 20:49Problem with managing up
- 21:31Align with leader’s goals
- 22:17Q&A: One-on-ones prep
- 23:02Q&A: Years for management
- 23:44Q&A: Motivating team
- 24:48Q&A: Management vs coding
- 25:10Q&A: Proudest lesson
