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    How to “Manage Up” as a Consultant
    James Nagy

    How to “Manage Up” as a Consultant

    When working as a consultant, there are sometimes instances where you have a new boss that comes onto a project that you’re working on.  This gives an interesting twist to the job because, although you’re not a permanent employee of the company, you’ve actually been working on the project for longer than the new boss has been on the job.  So, how do you handle the new leadership style without letting it get in the way of your consultant process?

    Well, you need to “manage up”. What should your process be when you’re months into a consulting project and suddenly a new boss is not on board who is slowing things down?  Maybe they want to insert themselves into the day to day minutia when it’s only hindering the whole process.  First, you have to remember that as a new hire they are trying to find their rhythm.  It is a necessary evil that every person has to go through when they fill a new position.  The thing that people should remember is that you want to find your rhythm without slowing down the whole process.  Unfortunately, that’s not how it usually works out.

    Next, you have to understand that it’s in your best interest to maintain an effective, productive working relationship with your boss –as difficult as this may be.  As consultants, we may have different projects and different clients going at the same time.  This doesn’t mean though that we should discount the importance of the relationships with each of our clients and our “bosses” during that timeframe that we are working on the project.

    From Harvard Business Review:

    Perhaps the most important skill to master is figuring out how to be a genuine source of help — because managing up doesn’t mean sucking up. It means being the most effective employee you can be, creating value for your boss and your company. That’s why the best path to a healthy relationship begins and ends with doing your job, and doing it well.

    As HBR pointed out, managing up does NOT mean sucking up.  As a consultant, you are on that project for a reason and you are lending your set of skills because you are good at what you do.  If you had a process that was working well before the new hire, it’s reasonable to reinforce the practices that you’ve already established as working well.  If it’s not broken, there’s no need to fix it.  Consultants are brought onto projects to add their experience, fresh perspective, and unique set of skills.  You were hired specifically for your ability to take charge of a project and handle it. 

    This doesn’t mean that you should be insubordinate; it is in your best interest and the best interest of the project to maintain an effective working relationship.  Reinforce the practices and processes you’ve established, help them find a rhythm that feels comfortable for them and for you, and remain productive.  You cannot let the hiring of new management result in poor production for your product or your team.  It is certainly something that can take time to get used to and is filled with learning curves, but it can be done.

    What have your experiences been on consulting jobs in the past? Do you find yourself managing up with new bosses or management that are hired after you’ve been working on the project for a time?  Do you feel comfortable reinforcing your established processes?  Do you find the need for them to insert themselves into minute details overwhelming?  Comment below!

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    James Nagy

    James NagyJames Nagy

    Need a consultant today, how can I help? As Co-Founder and Managing Partner of J&S Tech Designs, I have three decades of experience and expertise to share with you and help your business, product, or idea thrive. If you like this article, please sign up for our newsletter!

    Other posts by James Nagy
    Contact author Full biography

    Full biography

    James Nagy is managing partner and co-founder of J&S Tech Designs - a business consulting organization that specializes in providing software and website design, development, and management expertise to organizations. He is also Managing Director and one of four co-founders of Sprocket Websites, Inc. and Chief Executive Office and one of four co-founding members of Clinical Collaboration Software, LLC.

    James has over twenty-five years of experience in the information technology field, spending twenty years in software development, sixteen years in executive management and the last six years as a serial entrepreneur launching and running several successful technology organizations.

    Throughout his career, he has led companies, divisions, departments and teams to successful outcomes. He has executed process reengineering within organizations that were struggling to produce. He has provided strategic vision and organization planning in situations that needed direction. He has built complex systems in several unique marketplaces that required thorough knowledge and expertise to be successful. It is his passion for excellence and desire for success that has enabled him to meet the challenges presented and continue to exceed expectations.

    James’ passion for delivering innovative solutions and creative strategies enabled him to develop strong business foundations for long-term success. He is an active member of the Conejo Valley Chamber of Commerce, the North of the River Chamber of Commerce and the Naperville Area Chamber of Commerce where he served on several teams, advisory committees, and legislative groups. He is a founding member of the Chicago Area DotNetNuke Users Group that has held several large, successful Website design and development events. James has donated time, money and expertise to many volunteer, fundraising and charitable organizations like KidsMatter of Naperville, The Naperville Film Festival, Summer Place Theatre, TEDxNaperville, Neuqua Valley High School Senior Spectacular and many others.

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