“Managing up” has become a part of work culture over the past 20-or-so years, but that scenario hasn’t always been the case. This article, originally published in Harvard Business Review (HBR) in 1993 and 2005, represents some of the first voices to discuss this topic at length. Thus, the HBR Press has compiled this article into a brief book for sale. Had I known of its prior distribution, I would not have purchased the book since I have access to HBR’s archives, but I also would not have known about the article were it not for this publication.

In it, the authors make the concise case that this relationship is crucial both to individual and corporate success. They also persuade that relations with one’s superior often take a different shape than those with direct reports. Then they coach readers how to understand their boss’s professional personality. For example, they suggest categorizing your boss as a “reader,” who gathers information primarily by text, or as a “listener,” who gathers information primarily orally. Ultimately, individuals must know themselves and how they relate to authority to become more effective.

Managing authority figures is an inescapable, universal challenge for anyone involved in society. Frankly, there’s no one right way to do it, but it must be done. I’m concerned that the art of healthy relationships is, in recent years, losing out (in the individualist United States, at least), and this book can address those skill deficits by encouraging reflection about core issues. ( )

An excellent little book full of great insights. The information is timeless! ( )