In a recent LinkedIn post, Ben Sands offers a compelling perspective on a critical yet often misunderstood leadership skill: managing up. Sands contends that many talented individuals falter in their career progression not due to a lack of skill or results, but because they haven’t mastered the art of effectively interacting with their superiors.
Sands begins by dispelling common misconceptions surrounding the term. “When people hear that phrase, they assume it means politics. Or flattery. Or keeping the boss happy. It doesn’t,” he writes. Instead, he defines managing up as a more pragmatic practice aimed at facilitating progress.
“Managing up is much simpler than that. It’s the practice of reducing friction between you and the leaders above you so important work moves faster.”
The Shift from Execution to Alignment
As professionals advance in their careers, Sands observes a fundamental shift in how results are achieved. Early on, individual execution is paramount. However, at higher levels, success becomes increasingly dependent on synchronizing with other leaders and ensuring organizational alignment. This alignment, according to Sands, is the bedrock of efficient operations.
When this alignment falters, the consequences can be significant. Sands highlights these negative outcomes:
- Priorities become blurred.
- Decision-making processes stall.
- Teams are subjected to conflicting directives.
Conversely, strong alignment fosters a more dynamic and productive environment. “When alignment is strong, everything moves faster. Decisions happen quickly. Resources show up. Teams pull in the same direction,” Sands explains.
Five Strategies for Effective ‘Managing Up’
Sands outlines five key practices that distinguish leaders who excel at managing up:
1. Understand Your Leader’s Operating System
This involves paying close attention to how a leader processes information, makes decisions, and thinks. It’s about grasping their unique cognitive and operational style.
2. Align with Their Priorities
Sands advises framing one’s work and contributions in the context of what is most important to the leader, rather than solely focusing on personal objectives or immediate tasks.
3. Reduce Decision Friction
Effective leaders simplify decision-making by presenting clear options, outlining trade-offs, and often recommending a specific course of action, thereby streamlining the process.
4. Make Impact Visible
Crucial work needs to be clearly understood by stakeholders. Sands suggests keeping updates concise and focused to ensure impact is easily recognized.
5. Disagree as a Strategic Partner
Managing up does not equate to blind agreement. Sands emphasizes the importance of expressing dissenting views constructively and calmly, positioning oneself as a strategic contributor rather than an obstructionist.
“Disagreeing like a strategic partner… means sharing your perspective calmly and constructively.”
The Outcome: Increased Influence and Faster Decisions
By mastering these principles, Sands asserts that leaders can expect tangible benefits: accelerated decision-making, reduced operational friction, and a significant boost in their overall influence. He posits that leadership at senior levels is less about inherent authority and more about achieving and maintaining alignment.
“The best leaders understand two operating systems: Their boss’s. And their own.”
Sands concludes by mentioning his Executive Health Quiz as a tool designed to help leaders identify their patterns, strengths, and areas for growth. The post prompts readers to share their own valuable lessons on managing up, fostering a community discussion around this vital leadership skill.
📝 About This Content
This article is based on insights shared by Ben Sands on LinkedIn.
📅 Originally posted on March 20, 2026 | View original post on LinkedIn →