Working with your own manager.
WHY IT MATTERS
Your ability to protect and resource your team depends on it.
WHAT TO ESTABLISH
What they care about How they prefer to receive information What they want to be consulted on What they are happy for you to decide
WHY ASK EXPLICITLY
Guessing produces either constant checking or unwelcome surprises.
WHAT TO PROVIDE
Regular, predictable information Early warning of problems Decisions framed with a recommendation
WHY A RECOMMENDATION
Presenting problems without one transfers your work to them.
WHAT TO AVOID
Surprising them Escalating everything Escalating nothing
WHY SURPRISES ARE SO DAMAGING
Being caught unaware by someone above them is what managers fear.
WHAT TO TELL THEM EARLY
Anything that will reach them from another route.
WHAT TO ASK FOR
Clarity about priorities, when they conflict.
HOW
Present the conflict and ask which comes first.
WHY THAT FRAMING
It makes the trade-off theirs, which it is.
WHAT TO DO ABOUT UNREASONABLE DEMANDS
State the consequence rather than refusing.
WHAT THAT SOUNDS LIKE
We can do that by then if we defer the other work; which would you prefer.
WHAT TO PUSH BACK ON
Commitments made on your team's behalf without consultation.
HOW
Privately, with the facts.
WHAT TO PROTECT
Your team from changing direction weekly.
WHAT TO ABSORB
Uncertainty above you, rather than passing it down unfiltered.
