The person above you controls your resources, your evaluation, your scope and much of your visibility, and everything you produce reaches the rest of the organization through their interpretation. Managing up is the skill of working effectively inside that structure. Starting from John Gabarro and John Kotter's 1980 Harvard Business Review argument that boss and subordinate depend on each other, this collection treats upward management as a structural competence rather than a personality trait. Across five modules and 25 sessions it covers the mechanics of the relationship, how to read a manager's incentives and decision style, how information and framing shape your reputation, what to do when the relationship is structurally broken, and how the practice changes in matrix, remote, founder-led and cross-cultural organizations. It is practical and even-handed: it shows where managing up serves both sides and where it slides into self-serving politics.
