Three things to remember about managing up.

"Managing up" is a term that I've always found really gross.

It implies that I'm trying to manage or manipulate someone above me.

But really, managing up is effectively communicating to your peers or seniors and keeping them across your work.

This sounds like a simple ask or an obvious thing to do but it's shocking how many problems result when this particular train goes off the tracks.

I think about the communications (and miscommunications) between different parties a lot - and it's amazing how many universal truths we can recognize whether it's between a founder and a peer, a big boss and a middle manager or even, counter-intuitively, a lawyer and a judge.

For instance, one of my lawyer friends says this of his court appearances: "I feel the best thing I can try to aim for is simply to give the Judge the right information in the right order to assist in getting the message across, and then showing them (rather than just telling) where that information can be found in objective places, like in evidence or cases."

This statement has so many gems in it, I thought it was worth unbundling it as there are some best communications practices hiding there in plain sight.

1. Give the right information

Too often we're coming to a manager with our own list of worries, or some tangential thing rather than thinking, what do they need of me right now? What can I do to specifically answer a question they have, or fix an urgent problem? We think we're aligned, but often times we can diverge from each other quickly, so think about whether the focus of your meeting and time with them is most usefully allocated and flex accordingly.

2. Give the information in the right order

This idea doesn't get nearly enough air time. Think carefully about the logical and/or strategic benefits to the order in which you present your ideas or agenda items.

e.g. Don't start with the least-urgent idea first. Or do: but do it knowing it's easier to get a yes early in the meeting.

e.g. Do you always run out of time with this person?

Then think about what your must-have item of discussion will be and put that first.

e.g. Does your ask need context?

Put that up the top and then signpost where you're going so your interlocutor can be ready for what's ahead.

3. Show, don't tell

Evidence, data, case studies - whatever it's called in your work - it's the key to excellent persuasion and helps anchor your argument rather than flailing about. When used in the right context, few people can argue with facts: you're not using the fact to ambush them or talk yourself up, you're just being true to the record.