I’ll never forget closing the door and telling my manager he could be honest with me.
I had just finished a rotation in the Credit department and I hated it.
Not the job itself, but the work I was doing. The only parts I enjoyed were the stretch projects I had asked for on the side.
What I didn’t realize was that my manager could tell. During my performance review, he said “It was obvious you enjoyed those other projects more than the work you were doing for me.”
Then he paused and said something that changed how I approached my career:
“You’ve got to manage your manager.”
At the time, I thought doing good work was enough. It wasn’t.
I was executing, but I wasn’t signaling. I wasn’t communicating what actually mattered:
My impact
My growth
My readiness for more
And if your manager doesn’t see those things clearly, they won’t advocate for you when it matters.
If you want to get promoted, you need to manage your manager.
Here’s exactly how to do it:
1. Stop giving updates. Start signaling readiness.
Most people waste 1:1 time giving generic updates.
That’s not what gets you promoted.
Your updates should position you as operating at the next level.
Use this structure:
Context – What problem are you solving?
Action – What did you specifically do?
Outcome / Business Impact – What changed as a result?
Connect to the Firm – Why does this matter strategically?
Signal Readiness – Where can you take on more?
Example shift:
Instead of:
“I’m working on X project and it’s going well.”
Say:
“I took ownership of X initiative to address [problem]. I streamlined [process/action], which resulted in [impact]. Given how this ties to [team/firm priority], I’d be interested in expanding into [next-level responsibility].”
That’s how you train your manager to see you differently.
2. Use your manager to understand how decisions are actually made
Your goal in 1:1s isn’t just updates. Your goal should be intel.
You need to understand:
What leadership actually cares about
What problems are top priority
Where the business is going
Ask questions like:
“What are the biggest priorities for the team this quarter?”
“Where do you feel we’re under-resourced or missing opportunities?”
“What’s getting the most attention from senior leadership right now?”
If your company is public:
Read earnings reports
Listen to leadership language
Track what gets repeated
Because promotions go to people working on what leadership cares about not just what’s assigned.
3. Align yourself to high-impact work (before you’re asked)
Once you understand priorities, act on them.
Don’t wait to be staffed.
Raise your hand for high-visibility projects
Look for cross-team problems to solve
Step into ambiguity others avoid
And most importantly: Don’t just execute. Look at the bigger picture and connect the dots.
Show how your work:
Impacts other teams
Drives broader outcomes
Solves something bigger than your role
That’s what signals leadership potential.
The bottom line: Being good at your job is not enough. You need to make your value visible, strategic, and undeniable.
That’s what “managing your manager” really means.
If you want help applying this to your specific situation…
This is exactly the work I do with clients.
We don’t just talk about career growth. We map:
What your “next level” actually looks like
How to position your work for promotion
How to communicate in a way that shifts perception
If you’re serious about accelerating your career: Book a strategy session
With intention,
Oyin Bayode
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PS: If this resonated, forward it to someone who’s working hard but not seeing it translate.
Bonus Resource
Attending a networking event soon and unsure what to say?
The Networking Playbook includes:
Scripts for real-life conversations
Follow-up messages that actually get responses
Common mistakes to avoid
Access it here: A High-Performer’s Networking Playbook