Leading Up

Why this book matters

Michael Useem's Leading Up examines how people can exercise leadership toward those above them in an organization. Its practical argument is that responsibility does not disappear when someone else has the final decision. Useful followership includes making information visible, offering judgment, and helping a leader see what their position may hide. [1]

Read with judgment

The idea is especially relevant to teams where expertise and authority sit in different places. It requires courage and preparation, but should not become flattery or manipulation disguised as influence. Power differences are real, and some workplaces punish disagreement. Adapt the approach to the situation, use appropriate channels, and distinguish a thoughtful recommendation from assuming authority you do not have.

Your seven-day value and service blueprint

Select one decision where you hold information that could help your supervisor. Prepare a short note stating the issue, evidence, options, uncertainty, and recommendation. Explain the effect on the people receiving the service. Ask for a decision or a clarification, then confirm what you are authorized to do. Offer feedback on the result without seeking credit for every contribution.

Resources and limits: Use verified facts and a concise format. Protect sensitive information and avoid bypassing a necessary chain of responsibility. Safety or misconduct concerns may require formal reporting rather than an informal conversation.

Look for a useful result: Look for a clearer decision, an overlooked risk addressed, or a better understanding of constraints. The goal is improved service, not winning an argument.

Discuss: What does your leader need to know that you have been reluctant to say clearly?

Review basis: This is an editorial reading guide based on the cited public description or excerpt, with original analysis and proposed applications. It does not claim a complete reading or listening of the supplied audiobook.