Managing Up

Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in information, how they decide, and how they prefer to communicate, then adapting your approach rather than waiting for them to change. The second works through difficult types, including the micromanager, the absentee, the volatile boss and the one who avoids every conflict, with tactics for each. Later chapters cover asking for what you need, giving upward feedback, and recognising when a relationship cannot be repaired. Practical for a product or project person whose results depend on borrowed authority.