Army NCO Lessons for "Managing Up" in the Corporate World
“Lieutenant, you need to pull your Captain’s head out of his ass before he suffocates.”
Not exactly the words you want to hear when you’re new to the job and the team; it’s not what you want to hear from the Battalion Commander when you’re a fresh from the Officer Candidate School Lieutenant standing in the rain that seems like it’s as much coming up from the ground as it was down from the sky.
Thankfully, my Platoon Sergeant understood how to “manage up” and had been trying to teach me those skills.
The Army has a clearly defined rank structure. It’s the same no matter where a Soldier is stationed or what unit they’re assigned to. Privates are the Army’s entry-level positions. Noncommissioned Officers, generally referred to as Sergeants, are the front-line team leaders. A position equivalent to the assistant manager of a big-box retail store. They have an extreme amount of autonomy and direct responsibility for the welfare of the employees. Lower ranking officers, think Lieutenants and Captains, would be the manager of a big-box store, overseeing the Sergeants. Majors, Lieutenant Colonels, and Colonels are akin to a senior manager or regional director position at a large financial institution - the SVP of Credit Card operations, for instance. Generals are the CEOs of Fortune 10 and Fortune 50 companies.
“Managing up” isn’t about kissing up to the boss or playing office politics. It's about proactively influencing your superior to achieve the best outcomes for your team, your manager, and the broader organization. It’s crucial for individual career growth and organizational success. It’s true power lies in effective collaboration and strategic support.
Some of the most profound lessons on this topic can be found far from the boardroom – within the ranks of the U.S. Army's Noncommissioned Officer (NCO) Corps.
The NCO Corps is the "backbone of the Army". These men and women operate in one of the most hierarchical and mission-focused environments imaginable. NCOs are not commissioned officers, but rather experienced, highly trained enlisted leaders who are directly responsible for the training, welfare, and discipline of soldiers. Their unique position, between the strategic command and the boots-on-the-ground execution, provides an unparalleled framework for understanding how to effectively "manage up" – ensuring the success of their leaders and, by extension, the entire "mission."
Let's explore six key ways the NCOs' approach to leadership and their relationship with their superiors can offer invaluable insights for anyone looking to excel in a corporate setting. We’ll look at each one in Army terms, translate that to the corporate world, and then give you ways to put the concepts into action.
1. Understanding the "Commander’s Intent": Aligning with Your Boss's Vision
In the Army, a "Commander's Intent" is a clear, concise statement of the desired end state and purpose of an operation. It's not step-by-step instructions. It’s a guiding vision that allows subordinates to exercise "disciplined initiative" and make decisions even in the absence of direct orders or when circumstances change. NCOs are expected to deeply understand this intent, using it to inform their actions and ensure their "Soldiers" (their direct reports) are always working towards the overarching goal.
For the corporate world: Your "commander" is your boss, and their "intent" is their strategic vision, key objectives, and the desired outcomes for their team or department. To "manage up" effectively, you must proactively seek to understand your manager's priorities, challenges, and long-term goals. Don't just wait for tasks to be assigned; understand the why behind them.
• Actionable Insight: Check in with the boss often. Ask your manager about their top priorities for the week, month, quarter, or year. Let them know when you see gaps in action plans that they may have missed. In meetings, summarize key takeaways and confirm your understanding of the "end state" they envision. This helps you align your efforts, anticipate their needs, and make independent decisions that support their objectives, freeing them to focus on higher-level strategic challenges.
2. The Power of "Candor" and "Active Listening"
Trust is the bedrock of any effective organization, and in the Army, it is built through honest and open communication. "Candor" in the military means being frank, open, honest, and sincere, especially in communicating critical information. It's about speaking the truth, even when it's uncomfortable or unpopular, because "consequences are too important, and time too short, to communicate anything but the truth". Complementing candor is "active listening," where leaders engage fully with the speaker, focusing attention, clarifying understanding, and responding with intention. This means listening to understand, not just to respond.
For the corporate world: Many professionals fear delivering bad news or offering dissenting opinions to their superiors. However, just like in the Army, honesty builds trust. Practice candor by providing honest, constructive feedback and information to your manager, even if it’s not what they want to hear. Frame it professionally, focusing on facts and potential solutions. Simultaneously, become an expert in active listening.
When your manager communicates, listen deeply for their underlying concerns, unspoken priorities, and the nuances of their directives. Don't interrupt or assume; ask clarifying questions and reflect back what you've heard to ensure shared understanding.
• Actionable Insight: If a project is off track, don't "sugarcoat" the facts. Present the reality, explain the reasons, and offer potential solutions. When receiving new instructions, paraphrase them back to your manager to confirm your understanding and ask if there are any specific outcomes or potential pitfalls they are most concerned about. This demonstrates professionalism and a commitment to shared success.
3. "Leading by Example"
Army leaders are "role models" who must "abide consistently with the highest values of the military profession" and demonstrate "Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage". Their personal example impacts their "Soldiers" more than any instruction. It's about "doing the right thing all the time," even when it's difficult or unpopular.
For the corporate world: Your manager observes your behavior constantly, not just your output. "Lead by example" by embodying the values and work ethic you wish to see in your team and organization. This includes professionalism, accountability, and a positive attitude. Display “Selfless Service” and "Personal Courage" by taking initiative on challenging tasks, standing up for what is right (even if it's uncomfortable), and demonstrating resilience in the face of setbacks. Your willingness to tackle difficult situations or advocate for necessary changes will build your manager's confidence in your leadership capabilities.
• Actionable Insight: Volunteer for a high-visibility, challenging project that others shy away from, showing you're willing to take calculated risks for the organization. If you observe an ethical lapse, address it appropriately and professionally, demonstrating your commitment to integrity, even if it requires "moral courage".
4. "Caring for Your Soldiers": Supporting Your Manager's Success
A core principle for Army leaders is to "take care of your Soldiers," prioritizing their welfare, ensuring they are well-equipped, fed, rested, and recognized for their achievements. This fosters trust and builds cohesive teams. The Army explicitly prioritizes this as "the mission, the men, and me," emphasizing that personnel come before the leader's own needs.
For the corporate world: While you're not responsible for your manager's physical well-being, the spirit of "caring for your Soldiers" translates directly into proactively supporting your manager's professional success and removing obstacles for them. Think of your manager as a critical member of your "team" whose success directly impacts yours. This means:
• Anticipating needs: Don't wait to be asked. If you know a report is due or a meeting is coming up, have the necessary information and updates prepared and ready.
• Providing concise information: Your manager has many demands on their time. When communicating, get straight to the point and provide actionable summaries.
• "Covering their six" (watching their back): Identify potential problems or upcoming challenges your manager might face and offer solutions or warnings beforehand. This builds immense trust and demonstrates foresight.
• Being an advocate: Publicly acknowledge your manager's successes and contributions without sounding like you’re sucking up to them.
• Actionable Insight: Before a big presentation your manager is giving, offer to review their slides or provide additional data points that might be useful. If you foresee a departmental conflict, present your manager with a clear assessment of the situation and proposed solutions before it escalates.
5. "Technical and Tactical Proficiency" & "Self-Development": Make yourself Indispensable
The Army expects its leaders to be "technically and tactically proficient" – meaning they possess the specialized knowledge and skills required to perform their duties and operate equipment effectively. It also means knowing how to do the job of the person above you and the people below you. Having the knowledge to do that is essential because in combat, you can’t let any part of the job go undone. Your expertise builds credibility and influence. This proficiency is not static; "self-development" is a continuous, lifelong process of learning and growth, driven by individual initiative and supported by leadership.
For the corporate world: To effectively "manage up," you must become an undeniable expert in your domain. Continuously update your skills, stay current on industry trends, and deep dive into subjects that directly impact your team and manager's objectives. This involves a commitment to "life-long learning" through formal education, professional reading, and seeking new experiences.
• Actionable Insight: Take initiative in "self-development" by pursuing certifications, attending workshops, or even starting a "professional reading program" relevant to your field. It sounds corny, but a “book club” for the team not only helps you grow professionally, but builds stronger relationships across the team. When you have solutions rooted in deep expertise, your manager will naturally rely on and value your input.
6. Adapting Your "Leadership Style": The Situational Approach
The Army emphasizes "situational leadership," recognizing that effective leaders adapt their approach based on the "competence, commitment, and motivation" of their "Soldiers". Different situations call for different styles – from "directing" (telling someone exactly what to do when they lack experience) to "delegating" (giving autonomy to highly competent and motivated individuals).
For the corporate world: You can apply a similar "situational leadership" mindset when interacting with your manager. Observe their work style, their current workload, and their level of expertise or comfort with a particular project.
• Actionable Insight: If your manager is overwhelmed or new to a particular area, adopt a more "directing" approach in your "managing up" – offer specific solutions and a clear path forward, rather than open-ended questions. If they are experienced and prefer autonomy, use a "delegating" style – present options, outline pros and cons, and be prepared to take full ownership of the chosen solution. Be flexible; your manager's needs and context will shift, and your ability to adapt your communication and support accordingly will make you an invaluable asset.
Remember, "managing up" is not about manipulation or self-promotion. It's about disciplined, proactive, and ethical behavior that enhances your value to your manager and the organization. The U.S. Army's NCO Corps, with its emphasis on understanding intent, candid communication, leading by example, caring for the team, continuous self-improvement, and adaptive leadership, offers a robust framework for mastering this critical skill. By internalizing these "Army Values" and integrating them into your professional approach, you can build trust, foster a positive work environment, and ultimately contribute to "mission success" in any corporate "battalion." These principles are truly "timeless" and universally applicable, extending "beyond the barracks" into every leadership role.
