The evolution of modern organisational theory has shifted away from rigid command-and-control hierarchies towards more fluid, collaborative relationship models. Central to this transformation is the concept of "managing up", which involves consciously and deliberately working with one’s superior to achieve the best possible results for the individual, the manager and the broader institution. In the South African corporate landscape, where historical legacies of autocratic management meet contemporary imperatives of diversity and inclusion, those who master the skills of managing up will be better positioned for career advancement.
Managing up is rooted in the interdependence theory of organisational behaviour, which describes the relationship between a subordinate and a supervisor as a partnership of mutual dependence. Seminal research by Gabarro and Kotter suggests that effective professionals do not merely wait for instructions; they take responsibility for the relationship by understanding their manager’s goals, pressures and preferred communication styles. This is not a process of manipulation, but rather one of strategic alignment to ensure that an employee’s efforts are synchronised with the leader’s strategic imperatives.
In the complex ecosystem of South African business, this alignment is particularly vital for those in the "frozen middle", where middle managers feel trapped between high-level strategic directives and frontline operational realities. Managing up serves as a tool for thawing this layer, empowering professionals to act as strategic partners rather than mere conduits for top-down decisions.
A nuanced understanding of management in Africa requires a synthesis of global principles with local values, particularly the philosophy of Ubuntu. Often translated as "I am because we are", Ubuntu emphasises humaneness, interconnectedness and collective well-being. Research indicates that leadership styles incorporating Ubuntu principles of empathy and consensus-building significantly predict higher levels of employee engagement in South Africa.
For a professional managing up, this means relationship-building must extend beyond technical tasks to include genuine human connection. By demonstrating the ability to see the world from the manager’s perspective (upward empathy), professionals become indispensable partners. This is especially relevant when supervisors are navigating local stressors such as meeting B-BBEE codes, managing infrastructure challenges like load shedding or responding to a stagnant GDP growth rate.
Effective upward management is predicated on a set of soft skills that bridge the gap between technical expertise and leadership influence. These are not innate traits; they are cultivated through rigorous professional development and intentional practice.
Communication is the adhesive that binds upward relationships. Managing up requires a sophisticated understanding of a manager’s preferred "work love language" and information-processing triggers. Professionals must identify whether their supervisors prefer granular data or big-picture summaries, and whether they are readers who prefer reports or listeners who prefer impromptu chats.
There is a fundamental tenet here: Professionals should adhere to the "no surprises" rule by ensuring that their managers are the first to know about potential risks, paired immediately with proposed solutions rather than just problem statements. In the South African workplace, where cultural communication styles vary from direct to indirect, navigating these nuances ensures that feedback remains respectful and impactful.
Much organisational inefficiency stems from a lack of clarity regarding company goals. Research suggests only 23% of employees feel adequately educated on their company's objectives. Managing up shifts this dynamic by placing the responsibility for clarity on the subordinate. By proactively asking strategic questions, such as "What are your top three priorities for this quarter?", employees can align their daily efforts with the outcomes most valued by their leaders.
One of the greatest challenges facing South African managers today is the erosion of public trust due to systemic corruption. Managing up plays a critical role in fostering an ethical culture. Professionals trained in ethical decision-making are better equipped to navigate the ethical tensions of the workplace, such as the pressures regarding time disclosure and trust in remote work settings.
Initiatives by the National Business Initiative (NBI) and Business Unity South Africa (BUSA) highlight that businesses cannot thrive in a failing society. Managing up, in this context, involves aligning organisational activities with national anti-corruption strategies and ensuring that leadership is held to a high standard of integrity.
To address the skills gap in South Africa's management landscape, the Foundation for Professional Development (FPD) offers a Higher Certificate in Management. This NQF Level 5 qualification is structured to provide a comprehensive foundation in management principles tailored to the unique challenges of the local economy.
By integrating core competencies such as financial literacy, project management and human resource ethics, the programme prepares professionals to navigate complex hierarchies with confidence. This formal training empowers graduates to influence senior leadership even without formal authority, helping them move from being merely task-driven to becoming strategic thinkers.
The mastery of managing up represents a fundamental shift in professional identity. No longer passive recipients of management, employees become active architects of their own career success and organisational effectiveness.
The FPD Higher Certificate in Management provides the academic framework and practical toolkit required to lead with clarity and manage with integrity. By understanding the cultural nuances and economic drivers of the African workplace, graduates are empowered to achieve results that transcend the traditional boundaries of the corporate hierarchy.
No. Authentic managing up is a collaborative process meant to improve efficiency for the employee, the manager and the company. While "bootlicking" (and other less polite terms) refer to flattery for personal gain, managing up is about building a solid relationship based on trust, reliability and the strategic alignment of goals.
In more traditional or autocratic environments, managing up requires high levels of tact and empathy. Focus on making your manager’s job easier by delivering results reliably and anticipating their needs. Frame your suggestions as ways to support their goals and use reflective listening to ensure they feel heard before you present an alternative view.
Ubuntu highlights the importance of community and mutual support. In a management context, this means prioritising collective team success, demonstrating empathy for the pressures your manager faces and fostering a sense of belonging that transcends simple hierarchy.
Remote work introduces specific ethical issues regarding trust and accountability. To manage up effectively while remote, you must over-communicate progress, be transparent about how you manage your time, and proactively use digital tools to stay aligned with your manager’s shifting priorities.
Disagreements should be handled respectfully and, ideally, in a one-on-one setting. Instead of just pointing out a problem, bring data-driven evidence and proposed solutions. Focus on the business impact of the decision rather than personal preferences, and ensure you understand the "substantive and procedural fairness" required in the South African workplace.