Leading Upward: Influencing Your Boss

Definition

Leading upward means using influence, information gathering, and strategic support to guide your boss and senior leaders toward better decisions and greater effectiveness—without appearing to manage them. Rather than passive compliance or resentful accommodation of boss decisions, upward leaders actively contribute to their managers' success by understanding their needs, gathering intelligent feedback from across the organization, and offering proposals that serve the organization's interests while advancing the boss's effectiveness.

In the Book

Jones frames leading upward in Chapter 23 as a distinct skill that "the best leaders exercise." She distinguishes it from manipulation or insubordination: the goal is "offering proposals, guidance, and support that serve the interests of the organization," not making yourself look good. You "quietly act like a CEO, serving the team with vision and integrity, and nobody else needs to know about it."

Jones illustrates through Sam*, a VP of communications who did not expect to rise beyond his role but had five years until retirement. Sam adopted a private goal: thoroughly support and mentor his young, newly-arrived CEO named Joe. Using his comprehensive view of the company and his ability to listen to colleagues at every level, Sam "gathered and sorted feedback and data, and relayed it in a positive, effective way to Joe." Being well-informed and having Sam as a sounding board, Joe grew quickly into his job. Sam's "private mission of fully supporting Joe made Sam's last years of work more interesting and rewarding."

Jones also recounts her own experience at Consolidated Natural Gas, where her mentor Dave Weatherwax—a senior VP and general counsel—remained modest, never seeking the limelight, yet "exercised great influence, often quietly guiding the rest of the C-Suite." When Jones and a colleague pitched a major initiative to Dave, carefully framing it to reflect his goals and concerns, Dave approved it on the spot. Then he called them back: "I just want you to know that I saw what you were doing. But I don't mind being led, if it's done really well."

Leading upward requires: (1) unselfish goals—your intent is organizational benefit, not self-aggrandizement; (2) understanding what bosses need—their goals, responsibilities, and success criteria; (3) maintaining your expertise niche—be recognized as an authority; (4) gracious credit-sharing—lavish credit on your boss and team, take responsibility for problems; (5) factual reporting—tell the truth without gossip or exaggeration; (6) organization—don't waste your boss's time.

Why It Matters

Leading upward reverses the passivity most people adopt toward authority. Rather than waiting for instructions or complaining about bad leadership, upward leaders become active participants in organizational success. This is particularly valuable when a boss is inexperienced, overwhelmed, or disconnected from ground truth. By serving as a trusted advisor, you influence direction while remaining loyal. For your own career, being known as someone who leads upward—who makes senior leaders more effective—is a path to advancement and influence far more reliable than competing for the next title. It also reveals that leadership is not a rank; it's a capability exercised from any level.