When you hear the term “managing up,” you might think back to your early career days and navigating relationships with your direct supervisors, department heads, and VPs. But influencing up the chain of command doesn’t end when you reach the C-suite; it becomes even more critical, albeit more nuanced, when you’re answering to a board of directors.
My client, Greg, a seasoned COO who stepped into an interim CEO role at a mid-sized technology company, learned this the hard way. In his previous position, his interactions with the board had been occasional and somewhat strained. “I went from being the operations contact they’d occasionally grill about supply chain to the person they had to trust to lead the entire organization,” he told me. Several board members had strongly preferred an external candidate for the interim position, and their skepticism was apparent in their interactions.
The good news is that most board relationships aren’t nearly this complex or dramatic. You might have a positive dynamic with your board but see opportunities to make it stronger. Perhaps you’ve been in your executive role for years and need fresh approaches to inspire long-standing board members or build connections with new ones.
Whatever the situation, this relationship needs consistent nurturing and attention. Here are four strategies Greg used to manage up to his board and turn the dynamics around for the better that can serve you, too.
Get to know their style
Don’t treat your board members as a monolithic entity. They are a collection of individuals with distinct information-processing styles. Greg learned this quickly when he noticed his detailed operational updates resonated with some board members, but frustrated others.
The key is to layer your communication. Start with a clear executive summary that leads with outcomes and recommendations to satisfy the bottom-line thinkers. Then progressively provide additional levels of detail that context-seekers will enjoy. For instance, Greg began structuring his board materials with a one-page overview followed by appendices containing deeper analysis. During presentations, he’d say things like, “The headline here is X, and I’m happy to walk through the data for those interested.”
Pitch ideas through the lens of their expertise
Study what drives each board member’s decision-making and what persuades them to say yes to certain ideas. Some evaluate everything through the lens of market competition. Others are primarily concerned with risk management. Some may focus on operational excellence.
Greg discovered that overcoming resistance from board members was less about the merit of his ideas and more about how he contextualized them. When proposing a new customer service model, he knew Priya (who had built her career in private equity) would want to hear about the ROI and cost structure first. For Alexi, whose passion was organizational development, he led with how it would create clearer career paths and reduce turnover in their service teams.
Make them part of the solution
One of the trickiest parts of managing up to your board is knowing when to assertively advocate for your proposals and when to invite collaboration. There’s a psychological principle at play here called the IKEA effect. Just as people value furniture more when they’ve helped build it, board members tend to become more invested in strategies they’ve helped shape.
But you have to strike a balance: you can’t come with zero ideas for the direction you’d like to take, since that can create doubt about your leadership. Nor is it wise to present fully baked plans that leave no room for input. The sweet spot lies in bringing a clear point of view while leaving space for board members to add value.
Greg mastered this during a critical pricing strategy overhaul. He said, “Here’s the pricing challenge we’re facing, and these are the three approaches I’m considering. I have a clear preference for option two, and I’ll explain why. But first, I’d love to pressure test this thinking with you.” When you strike this balance, you transform what could be an oversight relationship into a genuine partnership.
Build relationships outside the boardroom
The most successful CEOs understand that board management also happens between meetings, not just during them. Schedule regular one-on-one coffee meetings or calls with each board member—not to ask for anything, but to understand their perspectives and concerns.
Greg made it a point to connect with each board member once or twice a year. He used these conversations to learn about their past experiences, their views on the industry, and what keeps them up at night. This helped him anticipate their questions and concerns before they arose in board meetings.
Managing up to your board isn’t about political maneuvering or excessive deference. It’s about creating the conditions for your vision to thrive.
Within a year of implementing these approaches, Greg moved from interim to permanent CEO. But more importantly, he built a board dynamic that allowed for faster decision-making, more nuanced discussions, and better outcomes for the company.
He later told me, “I realized that managing up to the board wasn’t about diminishing my authority, but about amplifying my impact through their collective wisdom and support.”
