It can be challenging to manage up. And yet, many times in our journeys as leaders we will need to offer feedback or adjacent points of view to our own managers. Doing so requires trust and a willingness to share feedback.
Harvard Business Review defines “managing up” as knowing what makes your boss tick, being able to anticipate their needs, knowing how to be helpful to your boss, and how to bring up a problem. I would add, it also means knowing how to disagree respectfully with your boss and how to provide gentle but specific push back on something when you have a different viewpoint or idea. It’s this last part – how to disagree respectfully or push back – that can be some of the most challenging aspects of managing up.
To manage up effectively, try a model I have used from the Six Sigma camp of project management concepts called “Like, Concern, Suggest” or LCS. This model is a conversation tool that helps bring out what is good about an idea first (the golden nuggets), then discusses the issues with the idea next, followed by a potential solution.
Like, Concern, Suggest
Like: Start from a place of positivity. Let them know what you find promising about the idea. Is it the originality? Is it bold? Does it align well with a broader vision or strategy?
Concern: Next, state your concerns and why you have them – what is the impact? My only caution here is, don’t state a concern unless you have the next piece ready – a suggestion or solution.
Suggest: End your comment with a suggestion that builds on the idea or mitigates the concerns above. How does this idea solve the challenge you raised in your concerns? How does it bring something new or fresh to the table?
Here is an example using the LCS model:
“Greg, I really like that we are going to implement an ERP this year. It will create many operational efficiencies. After looking through the project plan, my concern is the timeline seems aggressive when I compare this project to the other projects we have promised to deliver in Finance this quarter. I’d like to suggest we postpone the update to the vendor portal until the next quarter. That will give us time to explore if we can integrate some of that functionality into the ERP, and it will also give the team time to focus on transitioning to the new system, which is what you’ve rightly identified as our key priority.”
When designing customized leadership training on providing feedback, I often use the LCS model as a way for leaders to constructively and productively disagree with their bosses – or anyone else for that matter – while working toward a solution that keeps everyone focused on the right goals.
The LCS model promotes collaboration and accountability because no one ever shows up to the table without a solution or a clear view of the challenges. And, there is always an invitation for the other person to agree or disagree. It creates space for dialog that can lead to a fruitful resolution of real concerns and an exchange of ideas for a new way forward.
About Shelly and Human Capital Next
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Shelly Price is the Principal Consultant and President of Human Capital Next, LLC, which focuses on human resources project consulting services and interim support. Shelly specializes in custom training and leadership development and facilitation, culture and engagement survey and assessment, and employee relations. She has partnered with organizations in the commercial, nonprofit, and government contracting sectors. Shelly holds an MBA degree and is certified to use the Myers-Briggs Type Indicator® (MBTI) Instrument, FourSight® Thinking Profile, and DiSC® assessment. She holds a Senior Professional in Human Resources (SPHR) designation from the HR Certification Institute and is an Organization Development Certified Professional from the Institute of Organization Development in Fort Myers, Florida.
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