Remember that you see things your manager doesn't! They're managing you, not doing your job. It's your job to share the important things, not for them to read your mind or spy on you.
- No location available
- work, favorite, managing up,

Ask for the right feedback. What you ask for will impact what you hear - "how can I have more impact?" or "what areas do I need to grow in?" are very different questions from "how can I get promoted?" and you should ask the right one for your needs.
- No location available
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You probably aren't a perfect report just like they aren't a perfect manager.
- No location available
- favorite,

Extremely Hands-Off
- No location available
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This management style requires an immense amount of maturity out of the manager. I know very few people who can refrain from giving their own opinions and allow whatever new develops to come. This is a great type of manager for people who want a fast trajectory, are willing to have a lot of rope, and have enough self-awareness to correct problems as they come up.
- No location available
- management styles,

Be really direct when you need their organizational clout to get something done. "I know we need to do X, and I've tried a few approaches but it's not going to get there without your support. Do you agree with X? Do you see another path, or can you help me get it done?"
- No location available
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If you need to shift them towards giving advice, let them know! Say something like "I know you like to let me figure things out, but in this case I'd really appreciate some direct advice. Do you think you could share some?"
- No location available
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Figure out what they are world class at and make sure you get their input on those questions. It's your front row seat to apprenticing with someone amazing. For those areas it is usually best to keep them in the loop upfront vs. letting them find out later.
- No location available
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If you're really at a loss of how to approach something, try to shift them towards specifying the problem. "I'm hearing we could work on X, Y, or Z. Do you have a sense of which of these would be more apt to move the needle for Next Company Milestone?"
- No location available
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When working on solutions, just because you think something is "valuable" or "right" for a solution doesn't mean everyone else will. Advocate for it, but align to the org, and decide when to cut your losses vs. die on the hill. Dying on every hill can undermine credibility.
- No location available
- stakeholder engagement, credibility, negotiation,

Remember that you see things your manager doesn't! They're managing you, not doing your job. It's your job to share the important things, not for them to read your mind or spy on you.
- No location available
- work, favorite, managing up,

Ask for the right feedback. What you ask for will impact what you hear - "how can I have more impact?" or "what areas do I need to grow in?" are very different questions from "how can I get promoted?" and you should ask the right one for your needs.
- No location available
-

You probably aren't a perfect report just like they aren't a perfect manager.
- No location available
- favorite,

Extremely Hands-Off
- No location available
-

This management style requires an immense amount of maturity out of the manager. I know very few people who can refrain from giving their own opinions and allow whatever new develops to come. This is a great type of manager for people who want a fast trajectory, are willing to have a lot of rope, and have enough self-awareness to correct problems as they come up.
- No location available
- management styles,

Be really direct when you need their organizational clout to get something done. "I know we need to do X, and I've tried a few approaches but it's not going to get there without your support. Do you agree with X? Do you see another path, or can you help me get it done?"
- No location available
-

If you need to shift them towards giving advice, let them know! Say something like "I know you like to let me figure things out, but in this case I'd really appreciate some direct advice. Do you think you could share some?"
- No location available
-

Figure out what they are world class at and make sure you get their input on those questions. It's your front row seat to apprenticing with someone amazing. For those areas it is usually best to keep them in the loop upfront vs. letting them find out later.
- No location available
-

If you're really at a loss of how to approach something, try to shift them towards specifying the problem. "I'm hearing we could work on X, Y, or Z. Do you have a sense of which of these would be more apt to move the needle for Next Company Milestone?"
- No location available
-

When working on solutions, just because you think something is "valuable" or "right" for a solution doesn't mean everyone else will. Advocate for it, but align to the org, and decide when to cut your losses vs. die on the hill. Dying on every hill can undermine credibility.
- No location available
- stakeholder engagement, credibility, negotiation,