Reference. Managing Up and Managing Down

How authority flows, how work moves, and how trust is built in both directions

1) What this artifact is

A paired operational reference that defines managing up and managing down as complementary responsibilities inside embassy hierarchies. It clarifies how supervisors and staff interact so that:

• authority is respected,
• information flows correctly,
• accountability is clear,
• and people develop rather than compete.

This artifact is about mechanics, not personality.

2) Who it is for

• FSOs and LES at any grade
• Supervisors managing staff
• Staff supporting supervisors
• Teams experiencing friction, overload, or confusion

Everyone manages up and down at different moments.

3) How the work actually functions (process)

A) Managing up — recap (from prior reference)

Managing up means:

• framing information for decisions,
• surfacing risks early,
• proposing options,
• documenting direction.

You retain ownership unless explicitly transferred.

B) Managing down — what it actually means

Managing down means:

• setting clear expectations,
• assigning ownership and authority,
• providing feedback early,
• protecting staff from unnecessary exposure,
• developing capacity over time.

Managing down is not:

• micromanagement,
• dumping work,
• favoritism,
• or silence followed by surprise evaluation.

C) How managing up and down fit together

Breakdowns occur when one side does their job and the other does not.

4) Common failure patterns (paired with corrections)

Failure 1 — Staff escalate perfectly; supervisors don’t decide

Correction: Supervisors must decide or explicitly defer with a timeline.

Failure 2 — Supervisors assign tasks without authority

Correction: Assign both responsibility and decision space.

Failure 3 — Feedback only at evaluation time

Correction: Continuous course correction; no surprises.

5) Scenarios

Scenario 1 — Competing deadlines

Staff flags conflict early.

• Managing up success: conflict clearly framed.
• Managing down success: supervisor sets priority and documents it.

Scenario 2 — Staff mistake

Error occurs on shared product.

• Managing up: staff reports facts, not excuses.
• Managing down: supervisor fixes issue, protects staff, corrects process.

Scenario 3 — Development opportunity

Training or visibility opportunity arises.

• Managing down: supervisor rotates fairly and explains criteria.
• Managing up: staff expresses interest without entitlement.

6) Checklists

Checklist A — Managing Up

• What decision is needed?
• By when?
• Risks of delay?
• My recommendation?

Checklist B — Managing Down

• Is ownership clear?
• Does the staff member have authority?
• Have expectations been stated?
• Is feedback timely?

7) What not to assume / not to do

• Do not assume hierarchy replaces communication.
• Do not use authority to avoid clarity.
• Do not confuse loyalty with silence.