Managing Up (HBR 20-Minute Manager Series)

I e joyed this audiobook while walking. It posed so many questions that I was able to go back and add initiatives to my strategic plan.

I read this book and applied it with the VP I was reporting to and it helped me gain more trust and autonomy. It helped me tune in to his communication style, decision making, the specific meaning of certain phrases he used, when to ask questions, when to make suggestions, when to push for changes, etc. Now I use it this when working with leaders across the organization.

Quick read practical applicable tips . Managing up does not have to be a cringe affair. It's absolutely ensuring alignment and preferences styles . Good quick read high recommendable. Give it a go . Harvard business review .

I suppose as an engineer I should be excluded from reviewing these sorts of books, but the book is full of platitudes and contrived examples which were purposefully generated to "support" their point. It was fallacious through and through, and provided almost no insight what-so-ever. Even when I suspended my objectivity and tried to "feel" the book, it rung false and lame. It provided no real insight into the relationship between reportee and manager and how to conceptualize it in order to have a more rich dynamic. Instead it focused on short term thought and platitudes - perhaps great for aspiring princes, but not useful for constructive life time planning and deep understanding which is in the end necessary if you are to be successful as a worker in an organization (as all employees are, from the CEO to the mail room clerk).

Very useful and practical, hope they will have another to manage down and also deal with counterparts in other deparments

This is a good book for anyone that wants to manage their boss and wants to understand their boss' priority

Not necessary to become a manager per se. You have to understand in order to survive in corporate world.

Full of common sense platitudes & tips like "Tip: Make your manager look good by achieving or exceeding goals". Is that the sort of profound insight I'd expect from a Harvard publication, or is that just common sense? It doesn't even touch on hard issues that we could use guidance on: how to tell you manager that you expect more compensation for exceeding goals. Suppose your boss is an ass & doesn't negotiate towards a "mutually beneficial outcome"? How do you handle a boss that is dishonest or a yes-man to his/her superiors?I've never been so underwhelmed by a book before.