Hello, Reader!
At the NACE25 conference last week, something happened that I’m still taking in.
Someone introduced me as the patron saint of career services.
Another said he wanted to be me.
And more than a few folks stopped to say hi, thank me for my work, or ask for a selfie (!).
Let’s just say: not my usual Tuesday.
As someone who usually prefers to hang in the background, it was incredibly meaningful and humbling.
If you’re reading this—thank you.
This community of thoughtful, committed professionals is why I do this work. I’m grateful for your time, your leadership, and your dedication to showing up for students and each other.
And those conversations—like so many I’ve had with clients—center around one essential question:
👉 How do I lead from where I am… when I don’t have all the authority I need?
That’s what “managing up” is really about.
It’s not about trying to please your boss.
It’s about learning how to work smarter in the relationship you have—so you can do your best work, get the support you need, and make a bigger impact.
Let’s dive in.
5 strategies to manage up and build stronger partnerships
1. Understand your boss’s goals and pressures
Before you can get support, you need to understand what your supervisor actually cares about.
Because if you’re over here stressing about employer engagement and they’re losing sleep over enrollment declines—you’re playing different games on the same field.
If they’re checked out of career, what are they checked into?
Retention? Reputation? Revenue?
Find the WIIFM (what’s in it for me), that is, WIIF your supervisor, and you’ll find a path to alignment.
📝 Ask yourself:
- What are your boss’s top goals or pressures right now?
- How does your work support—or conflict with—those?
2. Adapt to their communication style
Your beautifully written, thoughtful email? Might as well be a scroll tied to a pigeon if your boss only reads bullet points in Teams.
Some leaders want a daily check-in. Some want a memo once a month. Some want no surprises ever.
And here’s a golden rule:
When your boss messages you, reply that day. Even if it’s just, “Got it—more soon.”
Not because you’re trying to be a hero—because it builds trust and keeps the wheels turning.
📝 Ask yourself:
- How does your boss prefer to communicate?
- How have you adapted—or how could you?
3. Align your work with organizational objectives
This is where the magic happens.
That resume workshop? It’s not just a workshop.
It’s a retention strategy. Or an equity initiative. Or part of a first-gen student success plan.
Don’t just say what you did. Say why it matters—especially in the language your institution or company already uses.
For example:
- Frame an series as part of the university’s equity initiative.
- Connect you career course to a retention strategy.
🎯 Don’t assume people see the connection. Make it obvious.
📝 Ask yourself:
- What are your organization’s big-picture goals?
- How can you frame your work in that context?
4. Bring solutions, not just problems
We’ve all been there:
“I just wanted to flag this issue” = No plan, just stress.
Try: “Here’s something I’m seeing, and one idea I’ve been thinking about…”
It doesn’t need to be a fully baked solution—just show that you’re moving the ball forward. That builds your credibility as a thought partner, not just a fire alarm.
📝 Ask yourself:
- What’s one challenge I’m facing right now?
- What’s one solution I could suggest, even if it’s not perfect?
5. Build a relationship rooted in trust
You don’t have to be besties. But you do have to be dependable.
That means:
- Follow through when you say you will
- Keep them in the loop
- Don’t ghost your supervisor (even when tempted)
Trust isn’t flashy, but it’s the thing that makes everything else work.
📝 Ask yourself:
- What’s one thing I could do this month to build trust with my supervisor?
- Where might I be unintentionally breaking trust?
Want to go deeper?
I created a free worksheet with reflection prompts for each strategy.
Use it solo or with your team, or in your next awkward 1:1
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Things you might want to read:
Coming soon
Next time, I’ll share how these strategies can help you manage across—not just up.
(Spoiler: Committees are not for the faint of heart.)
Until then—
👉 What’s the hardest part of managing up in your current role?
Hit reply. I’d love to hear from you.
P.S. This content was first developed for my Career Services Accelerator—a program for career services leaders who want to increase visibility, make strategic moves, and stop running in circles. Curious? Learn more here or reach out to see if it’s a fit.
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