Managing Up & Across
Part of the Business Analyst Roadmap
In short
Your manager should never hear about your project's problem from someone else first. Keeping your boss and peer teams in the loop early is what makes them back you when things go wrong.
Proactively keeping your manager and peer teams informed and aligned — surfacing risks early and not letting them be surprised in a room full of people.
Think of it like this
Telling your parents before the report card
You got a low mark in one exam. You can wait for the report card and face shock in front of relatives, or tell them on Sunday, explain why, and share your plan for the next test. Same mark, completely different reaction.
Watch it happen
Raising a risk the right way
1/5You learn the payment vendor's sandbox won't be ready for two weeks. Testing could slip.
The big ideas
What you need to know
No surprises
Share bad news early and privately. Your manager can only help with problems they know about.
Bring options
Pair every problem with two options and a recommendation. It shows you've thought it through.
Regular rhythm
A short weekly update on progress, risks and decisions needed keeps everyone aligned without extra meetings.
Peers are partners
Teams you depend on aren't obstacles. Understand their priorities and give them notice when you need something.
Save yourself the pain
Common mistakes
Oops
Hiding a problem hoping you'll fix it before anyone notices.
Do this instead
Flag it as soon as it's real, with what you're doing about it. Small problems shared early stay small.
Oops
Escalating to a peer's boss before talking to the peer.
Do this instead
Talk to the person first. Escalate only if you're stuck, and tell them you're doing it.
Your mission
Write a heads-up message
Quick check
You realise the release will likely slip by a week. What's the best first move?
Go deeper
- 1Draft a short weekly update template you'd send to a manager or cross-functional peer.
- 2Learn to bring a recommendation, not just a problem, when escalating an issue.
- 3Practice the 'no surprises' rule: bad news travels up before it travels sideways.
More topics at this stop
Stakeholder Identification & Analysis
Influence Without Authority
Facilitating Effective Meetings
Conflict Resolution
Presenting to Executives
Written Communication & Reports
Managing Difficult Stakeholders
Building Stakeholder Trust
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