How to manage up as a junior lawyer

I've worked for amazing lawyers who weren't great managers. As a junior, I thought the last-minute instructions, late nights, cancelled plans and competing deadlines were just part of the job — I just needed to wait for tasks and do them well. It wasn't until my mentor taught me about "managing up" that I realised I could take more control over my workflow (and do a better job). If you're frustrated with those things too, this is for you.

What is 'managing up'?

There are lots of definitions, but I think of managing up as proactively taking steps to understand and anticipate the needs of the person you're working for. By taking over some of the "manager-level thinking", you make their job easier — which in turn makes your own job easier, or at least more predictable.

Why should we be responsible for managing up?

Technically it's the manager's job. But many great lawyers aren't great managers — they're too busy, or never had the training. By managing up, you start to drive your own workflow and career, which tends to mean:

• a lower chance of being handed tasks at the last minute;
• learning the skills needed for higher roles;
• demonstrating you're ready for the next level; and
• a better working relationship — seen as proactive, a team player, easy to work with.

What actions can we take to manage up?

1. Take a proactive approach to tasks

Newer lawyers often wait for tasks to be assigned — a 'doer' role. But a career in law relies on being a 'thinker'. Start by asking to be copied into matter communications, and when work comes in, suggest tasks and draft due dates rather than waiting:

For meetings, offer to prepare in advance, sort out the logistics, and capture the actions afterwards:

On deliverables, build in a time buffer for them to review your work and for you to amend it — handing work over on the morning of a Friday client deadline leaves no time to get involved again. Where you can, prepare a draft of the client-facing deliverable rather than an internal-facing one.

2. Communication

Understand your manager's communication style, flag your unavailability ahead of time (offer to send a calendar invite so upcoming leave or a social event is on their radar), and — if they're open to it — set up a regular 15–30 minute workflow meeting. A recurring agenda could be: FYIs that need no discussion; a review of last period's actions (completed work, blockers, what you need); updates from your manager; and actions for the coming period. And follow up on things you're waiting on:

3. Understand your manager

Instead of guessing what your manager is thinking, set up a meeting to ask — based on past experience, not aspirational hypotheticals. For example: who's someone you've had a great working relationship with, and why did it work? What have juniors done to make your job easier? On my recent tasks, did you have enough time to review and let me make amendments?

4. Think one step further — your manager's manager (or the client)

Bonus points for thinking beyond your immediate manager. Suggest improvements for the client's benefit:

And understand how your work feeds their deliverables — for instance, keeping your time entries and narratives up to date because they feed the invoices your partner issues.

Final thoughts

It can feel a bit weird to start managing up, especially as a newer lawyer working with very experienced partners. But remember: the people you work for went to law school, not management school. Take on a managing-up mentality and you'll gain far more control over your work and career.

Downloadable version

Prefer a printable copy? Here's the full guide as a standalone PDF.