Managing Up audiobook cover - How to Get What You Need from the People in Charge

Managing Up

How to Get What You Need from the People in Charge

Melody Wilding

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Categories:
Management & LeadershipCorporate CultureCommunication SkillsCareer & Success

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Managing Up
Alignment and Styles+
Ownership and Boundaries+
Feedback and Networking+
Visibility and Advancement+
Money and Quitting+

Quiz — Test Your Understanding

Question 1 of 9
According to the book, what is the purpose of creating a 'power map' in the workplace?
  • A. To track your daily energy levels and optimize your work schedule.
  • B. To pinpoint key stakeholders and understand decision-making power in your organization.
  • C. To outline a step-by-step technical plan for achieving a promotion.
  • D. To document the hierarchy of your direct reports and their specific tasks.
Question 2 of 9
In the 4Cs framework of leadership styles, how is a 'Controller' manager best described?
  • A. Direct and goal-focused, preferring efficiency and clear-cut solutions.
  • B. Energetic and team-oriented, but prone to changing priorities frequently.
  • C. Supportive of their teams, but hesitant when making tough calls.
  • D. Reliant on structure and accuracy, favoring well-documented and precise communication.
Question 3 of 9
What is the recommended purpose of creating a 'Me Manual'?
  • A. To serve as a personal guide outlining your communication and workflow preferences to make work more effective.
  • B. To act as a daily journal used strictly to document grievances and workplace friction.
  • C. To function as a formal HR document required during the onboarding process to determine your salary.
  • D. To compile a portfolio of your past achievements used exclusively during performance reviews.
Question 4 of 9
When having the 'ownership' conversation to solve workplace inefficiencies, what approach is recommended to gain leadership buy-in?
  • A. Wait for formal approval from executives before investigating any potential issues.
  • B. Present large, disruptive overhauls to demonstrate your strategic thinking and ambition.
  • C. Start small, reference past wins, and pre-frame solutions to reduce resistance.
  • D. Work entirely alone so that you can claim full credit for the solution once it is implemented.
Question 5 of 9
How does the author recommend handling a boss who assigns an excessive workload?
  • A. Accept the work to avoid damaging your professional reputation, but delegate it secretly.
  • B. Reject the request outright to firmly establish your personal boundaries.
  • C. Complain to human resources immediately about the unrealistic expectations.
  • D. Push back strategically by offering alternatives, explaining trade-offs, or connecting limits to organizational goals.
Question 6 of 9
What is a key strategy for providing effective feedback to your manager without causing unnecessary defensiveness?
  • A. Focus on their personality traits to help them understand their fundamental flaws.
  • B. Concentrate on actions rather than personalities and keep language neutral.
  • C. Deliver the feedback in front of other team members to ensure transparency and accountability.
  • D. Use strong, emotional language to convey the severity and urgency of the issue.
Question 7 of 9
How should professionals frame their contributions to increase visibility without appearing overly boastful?
  • A. By emphasizing the sheer number of hours they personally worked on a task.
  • B. By framing their achievements around company goals like increased efficiency or revenue.
  • C. By comparing their performance directly to underperforming colleagues.
  • D. By avoiding discussing their achievements and letting their hard work speak for itself.
Question 8 of 9
If your manager claims the budget is too tight for a salary increase during a money conversation, what is the recommended next step?
  • A. Threaten to quit immediately to force their hand and test your true market value.
  • B. Accept the decision and wait until the next annual review without further discussion.
  • C. Suggest alternatives like performance-based bonuses, extra paid time off, or professional development funding.
  • D. Bypass your manager and make the financial request directly to the CEO or HR.
Question 9 of 9
What is the book's stance on accepting a counteroffer from your current employer when you attempt to resign?
  • A. You should always accept it, as it proves your true value to the company and guarantees future growth.
  • B. You should accept it only if it includes a promotion in title alongside the pay increase.
  • C. You should think carefully, as many who accept counteroffers find themselves in the same unsatisfying situation within months.
  • D. You should immediately use the counteroffer to start a bidding war with your prospective new employer.

Managing Up — Full Chapter Overview

Managing Up Summary & Overview

Managing Up (2025) offers practical strategies for managing workplace power dynamics and strengthening relationships with leaders. It will provide you with the tools to gain influence, advocate for your needs, and increase your authority without changing job titles. By distilling key workplace challenges into ten essential conversations, it helps you to communicate with confidence, set boundaries, and position yourself for success.

Who Should Listen to Managing Up?

  • Career-driven professionals aiming for stability and growth
  • Managers and leaders improving team communication and decision-making
  • Job seekers and career changers planning their next move

About the Author: Melody Wilding

Melody Wilding is a licensed social worker with a master’s degree from Columbia University, and is a professor of human behavior at Hunter College in New York City. She’s been recognized as one of Insider’s “most innovative career coaches” and has contributed to publications like Harvard Business Review, Forbes, and Fast Company. Her work has also been featured in the New York Times, the Wall Street Journal, and the Washington Post. She’s the author of Trust Yourself.

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