Managing Up

Marty Cagan addresses a frequent complaint from product managers at large companies: their managers keep shifting direction, producing constant rework and frustration. He acknowledges that such churn is a structural cost of big organizations, not something that disappears, but argues that deliberate techniques can mitigate it. His ten suggestions cover measuring and planning for churn, matching a manager's communication style, doing pre-meeting alignment, bringing recommendations rather than problems, and using the manager as an ally. He also stresses homework, brevity, facts over opinions, evangelizing the product, and being low-maintenance. The piece matters because it reframes managing up as a deliberate skill that helps product managers get work shipped despite organizational noise.

01Key takeaways

• Measure how much of your time goes to churn so you can see and reduce it.
• Build a buffer for change into project plans to make schedules more accurate.
• Pre-brief key stakeholders individually so formal meetings have no surprises.
• Bring recommendations with alternatives and rationale, not just problems.
• Keep emails short and to the point, especially when writing to senior leaders.
• Support decisions with data and facts rather than opinion, and use your manager to open doors you cannot.

02Key sections

Why direction keeps changing

Large organizations face many competing initiatives, leadership layers, and external pressures that shift product plans. Cagan frames this as a cost of working at scale, with the offsetting benefit of large-scale market impact.

Measuring and planning for churn

Track the time lost to rework and plan schedules with a buffer for change, so expectations and stress levels stay realistic.

Working with the manager's style

Adapt communication to what the manager prefers, whether detailed written updates or brief hallway conversations, and build alignment before formal meetings.

Earning trust through preparation

Bring recommendations backed by homework and data, keep emails short, and leverage the manager's access to key influencers.

Being low-maintenance

Managers value employees who reduce their workload. Seek mentors outside the management chain and use the manager's time thoughtfully.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.