Book SummaryManaging Up, by Mary Abbajay

1-Page Summary1-Page Book Summary of Managing Up

In Managing Up, Mary Abbajay explains how to work effectively with different types of bosses. She argues that managing up is about creating productive partnerships with your boss, not brownnosing. It involves intentionally creating and sustaining productive connections with superiors. Ultimately, managing up involves taking control of your experience at work, which is key to your success.

Abbajay is an organizational consultant and president of Careerstone Group, a consulting firm that provides talent and organizational development solutions....

Managing Up Summary Core Principles & Process of Managing Up

Let’s begin by exploring the philosophy of managing upward, and then proceed to the process of implementing it.

Foundations and Philosophy of Supervising Your Supervisor

What Managing Up Means—and Doesn't Mean

Abbajay defines managing up as creating productive partnerships with your boss, not brownnosing. It involves intentionally creating and sustaining productive connections with superiors. Ultimately, managing up involves taking control of your experience at work, which is key to your success.

(Shortform note: Abbajay’s definition of managing up as intentionally creating productive partnerships with your boss is similar to the concept of job crafting, which involves proactively shaping your job to better fit your strengths, interests, and values. By building strong relationships with your boss, you gain more influence and resources, allowing you to tailor your tasks, interactions, and goals.)

Strategic Adaptation & Outcomes

Managing up involves strategically tailoring your approach to suit your boss. Abbajay says it's not about altering your boss but about understanding their behavior and preferences...

Managing Up Summary Working Effectively With Different Boss Styles & Behaviors

Abbajay explains that different boss styles require different managing up strategies. For example, some bosses are more laissez-faire, which can be a good or bad thing depending on how much guidance you need. Some managers adopt a hands-off approach on purpose because they want to give you autonomy. Others take a hands-off approach because they’re too busy, apathetic, or not interested in managing people.

When your supervisor is hands-off, do your job and take initiative. Request time to meet with your supervisor and come ready. If you collaborate with others, support your team members and encourage building solid bonds.

(Shortform note: While taking initiative can be a good thing, it can also backfire. In an academic paper, researchers explain that laissez-faire leadership can be destructive because it can lead to role overload. This happens when employees take on extra responsibilities to compensate for their supervisor’s lack of involvement. This can lead to stress and burnout, especially if the extra work isn’t formally recognized or supported by the organization.)

Next, let’s explore the different boss archetypes and...

Shortform Exercise: Understanding and Adjusting to Boss Styles

This exercise focuses on understanding and adapting to your boss's communication and energy style, especially if it differs from yours.

Think about a boss you have had or currently have. Would you describe them as more introverted or extroverted? Why?