Mastering the Art of Managing Up: How B2B Product Managers Can Lead from the Middle
Alright, B2B product managers, buckle up because we’re diving into how to “manage up” effectively — because let’s face it, the only thing more complicated than navigating customer needs is navigating your manager’s moods.
Let’s start with something obvious but incredibly overlooked: your manager is a human. Yep, I know, shocking. They’re not just there to hand out deadlines like Oprah gives away cars — “You get a task! You get a task!” — they have their own ambitions, fears, and, yes, pet peeves (like that time you forgot to update Jira for the third time this week).
Rule #1: Form a Bond
No, you don’t have to take them for a beer or send them memes at 2 a.m. But guess what? They’ll be more receptive if you occasionally talk about something that doesn’t involve project timelines. Think of it as the human version of a “warm lead.” Lunch conversations or quick check-ins about non-work stuff (sports, Netflix, the existential dread of life — your pick) can grease the wheels for smoother interactions when things inevitably hit the fan. Remember: they can’t ignore you if they like you.
Take a cue from HubSpot, where culture isn’t just a buzzword. Managers build rapport by actively engaging in these non-work-related interactions to create a safe space for disagreements and innovation. Plus, it helps that when something goes wrong — and trust me, in B2B it always does — you’re already on their good side.
Rule #2: Priority Sync — Or What I Like to Call “Surviving the Whiplash”
If you’ve ever worked in a startup — or anywhere near a C-suite — you know priorities can change faster than you can say, “pivot.” So, **don’t assume what you think is important, actually is**. Align your top priority with your manager’s top priority weekly. Yes, weekly. Otherwise, you’ll find yourself halfway through a feature build, only to hear, “Yeah, we don’t need that anymore.” You know, after three months of dev work.
Look at Salesforce product managers. They have one-on-one syncs religiously to ensure every single priority aligns across product, sales, and engineering. That’s why their products are seamlessly integrated, and they don’t find themselves scrambling to pivot at the last minute — or worse — justifying why they didn’t read their manager’s mind.
Rule #3: Handling Disagreements — Channel Your Inner Diplomat
Now, I’m not saying you should argue for the sake of it, but there’s a reason the best thought leaders (think **Satya Nadella** at Microsoft) encourage healthy disagreement. Presenting a contrarian view can push your manager to think critically about their decisions — **as long as you don’t make it personal**. Think of it like being in a game of chess, except the board is on fire, and you’re on a video call.
When Gong.io introduced AI-driven sales insights, not everyone on the team thought it would fly, especially the sales team. But product managers held firm, presented data, and showed how it aligned with long-term company goals. The result? Everyone eventually bought in, and it became a differentiating factor for their product.
Rule #4: Get Back Before They Follow Up
If your manager has to ask you about that project status first, you’re already in trouble. Think of it like this: **beat them to the punch**, and you’re showing initiative. Let them come to you, and they’ll be wondering if you’re off napping in a Zoom meeting.
Look at Dropbox — their product managers are famous for delivering updates early and anticipating what might go wrong before anyone even thinks to ask. This way, managers never have to hound them for updates or, worse, question their competence.
Rule #5: Market Yourself — Visibility Is Currency
Your work doesn’t speak for itself. You’ve got to shout it from the rooftops, or at least subtly work it into every meeting with senior leadership. If Jeff Bezos can mention Amazon Web Services AWS’s future revenue projections in a meeting about book sales, you can casually reference how your feature has increased customer retention by 5%.
This brings us to marketing upwards. When you get a big win, don’t be shy. Share it with your manager in a way that highlights your role but doesn’t make it seem like you’re doing PR for yourself. Zoom Video Communications’ product managers are masters at this — frequently sharing key wins and challenges with both their immediate supervisors and skip-level management, ensuring that their efforts are visible without being overbearing.
Rule #6: Tag Team in Calls
Much like a pro-wrestling match, it’s essential that when you and your manager are on a customer or leadership call, you have each other’s backs. It’s not just about presenting the product roadmap — it’s about presenting a unified front. Think of it as the Rock and Sock Connection of B2B — you handle the roadmap, and your manager swoops in with strategic visions. Afterwards, you both high-five and debrief on how you absolutely crushed it.
This strategy is why Twilio ’s product teams consistently deliver strong customer presentations. Each team member knows their role, and when things go sideways, they cover for one another.
Final Thought: It’s Not Just About Managing, It’s About Leading
At the end of the day, managing up isn’t just about making your life easier — it’s about building a partnership with your manager that benefits both of you.
Like Andy Grove** from Intel famously said, “You manage your boss for the same reason that you manage your subordinates — to get the best possible results.”
So, stop thinking of it as a game of survival, and start thinking of it as building an alliance, because the stronger your relationship with your manager, the more successful you’ll both be. And hey, who knows? Maybe one day, you’ll be the one sitting in that corner office.
