Managing Upwards in Local Government: A Strategic Guide for Officers and Elected Members
- truthaboutlocalgov
- May 26
- 5 min read
In the complex ecosystem of local government, managing upwards is not just a useful skill—it’s a strategic necessity. Whether you're an officer reporting to senior leadership or an elected member navigating relationships with chief executives and directors, your ability to influence those above you can significantly impact your effectiveness, your team’s success, and ultimately, the outcomes for your community. Managing upwards is not about manipulation or flattery. It’s about building trust, aligning goals, and communicating effectively with those who hold decision-making power.
“Managing up is not about brown-nosing. It’s about understanding your boss’s needs and helping them succeed, which in turn helps you succeed.” John Baldoni
This blog explores what managing upwards means in the context of local government, why it matters, and how to do it well.
Why Managing Upwards Matters in Local Government
Local government is a uniquely political and operational environment. Officers must navigate the priorities of elected members, while elected members must work within the frameworks and advice provided by officers. Add to this the pressures of budget constraints, public scrutiny, and organisational change, and it becomes clear that upward management is not optional—it’s essential.
Here’s why it matters:
Influence decisions: By managing upwards effectively, you can shape agendas, influence priorities, and ensure your insights are heard.
Build trust: Strong relationships with senior leaders or political figures foster mutual respect and smoother collaboration.
Navigate complexity: Understanding the pressures and perspectives of those above you helps you anticipate challenges and align your work accordingly.
Drive progress: When communication flows well upwards, it enables faster, more informed decision-making.
As one senior council officer put it, “You can’t lead from the middle unless you know how to manage up. It’s about creating a two-way street of influence.”
Understanding the Dynamics
Before diving into strategies, it’s important to understand the dynamics at play. Managing upwards in local government often involves:
Hierarchical structures: Officers report to senior managers or directors, while elected members may be accountable to party leaders or committee chairs.
Political sensitivities: Decisions are rarely made in a vacuum. Political context, public opinion, and media scrutiny all play a role.
Diverse leadership styles: Some leaders are hands-on, others are strategic. Some value data, others value narrative. Knowing their style is key.
Time pressures: Senior leaders are often stretched thin. Your ability to communicate clearly and concisely is vital.
Recognising these factors helps you tailor your approach and avoid common pitfalls.
Strategy 1: Know Their Priorities
The foundation of managing upwards is understanding what matters to the person above you. What are their goals? What pressures are they under? What does success look like for them?
For officers, this might mean aligning your work with the council’s strategic plan or the political priorities of the administration. For elected members, it might mean understanding the chief executive’s vision or the operational constraints facing the organisation.
“If you want to influence someone, start by understanding what keeps them up at night.” – Liz Wiseman
Practical tips:
Read their public statements, reports, or speeches.
Ask questions in one-to-ones: “What’s your biggest focus right now?”
Observe what they praise or prioritise in meetings.
Strategy 2: Communicate with Clarity and Confidence
Senior leaders and elected members are often time-poor. They need information that is clear, concise, and actionable. Rambling updates or overly technical language can frustrate rather than inform.
When managing upwards:
Be brief but thorough: Use bullet points, summaries, and headlines.
Lead with the ‘so what’: Start with the key message or recommendation.
Tailor your language: Use terminology that resonates with your audience—strategic for directors, political for members, operational for managers.
Be honest: Don’t sugar-coat problems. Leaders value transparency.
“Speak truth to power, but do it with respect and solutions.”
Strategy 3: Anticipate Needs and Offer Solutions
One of the most effective ways to manage upwards is to be proactive. Don’t just bring problems—bring options. Anticipate questions before they’re asked. Think ahead.
For example:
If a report highlights a service shortfall, suggest mitigation strategies.
If a policy decision is likely to be controversial, prepare a communications plan.
If a deadline is at risk, flag it early with a revised timeline.
This positions you as a trusted adviser rather than a passive reporter.
“Managing up is about making your boss’s job easier. If you can do that, you become indispensable.” – Harvard Business Review
Strategy 4: Build a Relationship, Not Just a Transaction
Managing upwards is not just about tasks—it’s about trust. Invest time in building a relationship with the person above you. Understand their communication style, their values, and their working preferences.
Ask yourself:
Do they prefer written briefings or verbal updates?
Are they detail-oriented or big-picture thinkers?
Do they value data, stories, or both?
Building rapport doesn’t mean being overly familiar. It means being attuned to their style and adapting accordingly.
“People support what they help create. If you involve your leaders early, they’re more likely to back your ideas.”
Strategy 5: Manage Expectations and Boundaries
It’s tempting to say yes to everything a senior leader or elected member asks. But managing upwards also means managing expectations. Be realistic about what’s possible, and don’t overpromise.
If a request is unfeasible:
Explain why, using evidence.
Offer alternatives or compromises.
Be firm but respectful.
Setting boundaries is not insubordination—it’s professionalism. It protects your team, your wellbeing, and the quality of your work.
“Managing up means being honest about capacity. If you always say yes, you’ll burn out—and so will your team.” – Head of Service, County Council
Strategy 6: Provide Feedback—Tactfully
It may feel risky to give feedback to someone more senior, but done well, it can strengthen the relationship. Leaders often operate in a feedback vacuum. Your insights can help them improve.
Tips for giving upward feedback:
Choose the right moment—private, not public.
Focus on impact, not intent: “When this happens, the effect is…”
Be constructive: Pair criticism with suggestions.
Use “I” statements: “I’ve noticed…” or “I feel…”
“Feedback is a gift. But it’s only useful if it’s delivered with care and received with openness.”
Strategy 7: Understand the Political Landscape
For officers, managing upwards often means managing elected members. This requires political awareness—not partisanship, but an understanding of the political context.
Key considerations:
What are the administration’s priorities?
What are the opposition’s concerns?
What’s the public mood on this issue?
Are there upcoming elections or media interest?
Being politically astute helps you frame your advice in ways that resonate and avoid unintended pitfalls.
“You don’t need to be political, but you do need to be politically aware.” – Chief Executive, District Council
Strategy 8: Stay Professional Under Pressure
Local government can be a high-pressure environment. Decisions are scrutinised, timelines are tight, and emotions can run high. When managing upwards, your professionalism is your anchor.
Stay calm, even when others don’t.
Be solutions-focused, not reactive.
Maintain confidentiality and discretion.
Uphold the values of public service.
“In the heat of the moment, your composure is your credibility.”
Common Pitfalls to Avoid
Even with the best intentions, managing upwards can go wrong. Here are some common mistakes to watch out for:
Overloading with detail: Don’t drown your leader in data. Curate what matters.
Withholding bad news: Problems don’t age well. Share them early.
Being overly deferential: Respect is vital, but so is confidence. Don’t undersell your expertise.
Playing politics: Avoid gossip, cliques, or favouritism. Integrity matters.
Failing to follow through: If you commit to something, deliver it. Reliability builds trust.
Conclusion: Managing Upwards Is a Leadership Skill
Whether you’re an officer or an elected member, managing upwards is not about hierarchy—it’s about leadership. It’s about understanding the people above you, communicating effectively, and building relationships that enable progress. In local government, where the stakes are high and the challenges are complex, your ability to manage upwards can make the difference between frustration and fulfilment, between inertia and impact.
So take the time to understand your leaders. Speak their language. Anticipate their needs. And above all, bring your full self—your insight, your integrity, and your initiative—to the table.
“Leadership is not about titles or positions. It’s about influence, impact, and inspiration.” – Robin Sharma
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