Professional success hinges on the understanding that people collaborate with individuals rather than abstract organizations; seasoned professionals recognize that proactive communication with supervisors is critical. This can range from simply affirming their needs to volunteering for unfamiliar tasks and responsibilities.
Early in my career, as an apprentice sharing accommodations with colleagues, I frequently received calls—at a time before caller ID—from the chef’s office requesting shift coverage due to absences. I consistently accepted these requests, a practice that not only benefited my own growth but also provided perspective when, later in my career, I found myself reaching out for assistance and valuing those who responded favorably. These experiences illustrated that support often yields future opportunities.
The principle of saying yes was further tested when I was commissioned by Shangri-La, a prominent Chinese company, to develop a restaurant concept tailored for their hotels. As an American tasked with creating an authentic Chinese dining experience, I found the assignment initially daunting. However, the company’s deputy leader counseled me that my Western perspective might resonate with international guests and recounted introducing Coca-Cola to China in the 1970s, which contextualized my project. This exchange echoed Bill Parcells’ adage: “our availability is often our greatest ability.”
These instances exemplify “managing up,” or proactively anticipating the needs of one’s superiors, traditionally through updates, suggestions, and solutions rather than reactive explanations. Within the framework of total quality management, leaders are most effective when they anticipate challenges and collaborate on solutions to achieve organizational success.
Despite its importance, communicating with senior leaders and/or visiting their offices can be intimidating—a habit potentially rooted in childhood associations with visits to the principal’s office. Such systemic conditioning can influence perceptions of authority throughout one’s career, sometimes discouraging open engagement with leadership. Additionally, a willingness to volunteer may elicit remarks about being favored by supervisors. Our childhood is filled with fitting in, not standing out, for many. Yet excellence in the professional world is recognized and simply expected.
Many new Executive Chefs, for instance, frequently lack the skills to cultivate business relationships with General Managers. Many believe General Manager assistance will be offered if needed and, due to their office locations, are less frequently engaged informally. Without structured interactions, opportunities for relationship-building are limited, and hesitation to seek guidance may arise from fear of negative perceptions or doubts about qualification. Mutual understanding remains essential for organizational excellence. Successful leaders will tell you the meeting before and after the scheduled agenda is where relationships are created. The golf course analogy makes complete sense when this theory is explained.
In my current position, my partner and I attend regular board meetings. She once observed my comfort in such settings, which I attributed to past experiences. While proficiency does not imply perfection, it fosters anticipation—a core principle of positive engagement. In a recent board meeting, the absence of a clear agenda led to unstructured critique. I recounted to Annette that managing up to a board involves setting a positive tone, outlining anticipated concerns, and reviewing actionable items. Pre-meeting collaboration with leadership ensures alignment on objectives and outcomes, and any uncertainties can be addressed in future sessions.
Maintaining visibility among decision-makers is crucial for securing support and advancing within an organization. Promotions are rarely awarded to passive observers; rather, they go to those who acquire new skills and are recognized as potential leaders. Visibility enables leadership to consider individuals for advancement. The Ritz-Carlton calls this “problem resolution,” and enhances our skills to find common ground with unsatisfied guests. Today, I tell Annette I love these challenges, not because I want a happy customer, but because they often create deeper relationships of understanding.
My commitment to this approach began as a culinary student under the tutelage of a renowned pastry chef. By practicing techniques after lessons and openly discussing results, I was eventually invited to intern at his establishment—affirming the value of sustained engagement and presence. Like effective marketing, it is vital to keep one’s competencies visible to those who can benefit from them professionally.
With career progression, consistent engagement with influential figures becomes strategic. Regular contact ensures continued presence in the minds of leaders, as recency often influences recall. Both structured meetings and informal conversations reinforce relationships. However, without ongoing interaction, even favorable impressions may fade. Establishing systematic communication fosters lasting connections. My partner and I are often surprised by organizations that do not regularly convene departments to discuss club matters.
For Executive Chefs, routine meetings with General Managers are indispensable. Scheduled discussions about current issues help sustain organizational visibility and garner necessary support. In recruitment, we stress that building credibility in the first year requires more than brief check-ins; it demands consistent interaction, preparation, and purposeful dialogue. Active listening and a genuine interest in the perspectives of others facilitate the exchange of advice and best practices.
Ultimately, adopting a disciplined approach to “managing up” enhances confidence, mutual understanding, and trust throughout all levels of an organization.
Club + Resort Chef – October 2025
Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.