As project managers, we’re the glue that holds timelines, teams, and (often) the collective sanity of an organization together. Whether it’s a large company with specialized project managers for each project or a smaller company where the project manager handles everything project related, managing your team is only half the battle. Effective project management also involves the often-overlooked skill of “managing up”—proactively keeping leadership informed, aligned, and engaged.
Knowing how to manage up effectively can make all the difference between a well-oiled medical device project and one that clanks along, leaving sparks and smoke in its wake.
The ‘keys’ to managing up effectively
1. Communicate early and often.
No one wants to be that person who accidentally lets the boss find out major bad news along with 30 of their closest peers. If there’s news (good or bad), let your boss know first (and perhaps even their boss after that)—ideally when they’re not holding a hot drink.
Great communication stands true for communicating with all the stakeholders in your medical device project–not just your immediate boss.
As a good rule of thumb: before any major meeting, do a quick check-in with key stakeholders. Make sure everyone is aware of any changes or updates. If there’s a big surprise coming, it’s better to handle it in a one-on-one conversation than to let it unfold in a crowded room. It might take extra time upfront, but it saves you from potential headaches later on. This way, everyone can focus on solving the issue or celebrating the success, rather than managing the fallout from a lack of communication.
Build a solid communication framework
Your communication strategy should be as comprehensive as your project plan. It’s not just about sending updates to your boss; it’s about ensuring that every department involved in the project—marketing, clinical, regulatory, manufacturing—is kept in the loop. Each of these areas has its own priorities and pain points, and as the person responsible for your project, you need to anticipate these and address them proactively. This can be done by:
- Regular, concise meeting notes sent to each of the above
- setting up recurring check-ins
- providing updates covering key milestones, issues, and anticipated next steps
- establishing communication channels and formats that are easy to follow, so the focus remains on understanding project status rather than searching for details
“No project manager wants to hear ‘We need to talk’ from their boss—it’s as terrifying as hearing it from a spouse! Keep those updates flowing, so your boss doesn’t get blindsided in meetings.”
Tom Waddell
3. Approach challenges with solutions when managing up
Remember Coach from Cheers? Every time he had to deliver bad news, he softened it by sharing something even worse first. While that technique doesn’t quite fly here even though it’s funny, you can still soften the blow. If you have a problem or bad news, don’t just deliver it cold; come prepared with context, impact, and—most importantly—a plan..
For example, if there’s a delay due to resource availability, outline a potential workaround or revised timeline.
Being solutions-oriented helps leadership feel assured that you’re not only managing but anticipating and mitigating project risks effectively. It demonstrates critical thinking and positions you as a proactive problem-solver.
4. Build a strong relationship with your boss to manage up successfully
When it comes to managing up effectively, it’s not just about delivering bad news or updates. Sometimes, you need your boss to take action on something specific, like helping to move a project forward by liaising with another department. The best way to approach this is by building a strong, trusting relationship .
To do this effectively:
Communicate with your boss as much as works for both of you when there isn’t an issue to solve or decisions to make. If you only have interactions with them formally, it’s likely a pretty shallow relationship. Find some similar interests, do something for them they don’t like to do, let them know about you a bit. It will make a difference during stressful times if you have some common grounds.
When there is more formal business to be solved, prepare for the conversations wisely.
- Prepare a solid argument for what you need: Before you approach your boss, have your reasoning laid out clearly. Be logical and back your request with evidence or data, making it easy for them to understand why it’s important.
- Make the ask clear and direct: Be specific about what you need. Whether it’s support from another department or additional resources, clearly state what action you want them to take.
- Show appreciation: Acknowledge their support when they help you or your project. A simple thank you goes a long way.
A solid working relationship with your boss can make all the difference when you need support on your project. But this isn’t about sucking up to them. And it’s definitely not about manipulating them into liking you so that they do you favors. It’s about connecting with them on a human level, understanding their motivations and creating trust.
“If you can make your boss laugh or at least nod in agreement, you’re halfway there. After all, managing up isn’t just about keeping them informed—it’s about showing them how your work makes their life easier.”
Tom Waddell
5. Understand your bosses motivations
To manage up effectively, know what drives your boss. Is it career growth? Company success? Team recognition? Communicate how your project aligns with your bosses priorities and objectives. Build a rapport. If your boss is company-focused, talk about the organizational impact. If they’re team-oriented, frame it in terms of team gains. This approach makes it easier to get buy-in, even when you need something big. When your project’s outcomes directly contribute to leadership goals, they’re more likely to provide additional support and resources.
And remember, this isn’t a manipulation tactic either. It’s about aligning your project with their vision, showing that you’re both working toward a shared goal. This helps turn your boss into an advocate for your project and increases your chances of success.
Managing up effectively isn’t just about looking good in front of your boss. It’s about creating an environment of trust and transparency, where everyone knows what’s going on and can make informed decisions. It’s about making sure that when you step into a meeting, you’re not just another cog in the machine, but a conductor who’s keeping the entire orchestra in tune.
And trust me, we’ve all been there—caught off guard in a meeting or scrambling to manage the fallout from a lack of communication. The more you can anticipate and manage those moments, the more successful your projects (and your career) will be.
At Waddell Group, our mission is to identify and provide exemplary project managers into regulated industries, including medical device and aerospace. This gives companies access to great project leaders on an “as needed” basis, and an opportunity for gifted project leaders to work on projects outside an organization’s politics and other “non-project” related issues.
Beyond essential project management skills, our highly experienced project managers know how to lead teams, manage in times of crisis, and influence for change. We offer expertise, intellectual property and proven methodologies.
We are experts at getting work back on track and creating schedules that are dependable and realistic. When your project success looks bleak, we step in with the right skills, the right talent and experience to get you on track. If that sounds like something you need, get in touch.