How to Get Your Boss to Do What You Want to Do

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As a retail worker, i really nd into it when i decided that i was going to pursue a management role. When i was down on the front line, bace level employee, my managers weren't that important to me. In valery's examples and response here connects to how you think about managing up I think val said, what really resonates with me is that throughout my career, i just got smarter about studying my bosses and how they worked.

Having a healthy, mutually beneficial relationship with your boss doesn’t require accommodating their every quirk, demand, and weakness. There are respectful, constructive ways to meet in the middle, set boundaries, and help them achieve their goals while making your competence known.

Amy G sits down with a woman who recently left retail for her first office job and a fintech executive with a marketing background to discuss managing-up practices that have helped them maintain positive, productive relationships with different bosses across their careers.

Guests:

Valerie is an operations manager at a law firm. She used to work in retail.

Mita Mallick is the head of inclusion, equity, and impact at Carta, a fintech company. She used to work in marketing. She co-hosts the podcast Brown Table Talk.

Resources:

• HBR Guide to Managing Up and Across, by Harvard Business Review

• “Setting the Record Straight on Managing Your Boss,” by Amy Gallo

• “How to Give Your Boss Feedback,” by Amy Gallo

• “Dealing with Your Incompetent Boss,” by Amy Gallo

• “When Being Indispensable Backfires,” by Mita Mallick

Email us: womenatwork@hbr.org