“Managing up” — crafting a smoother, more productive relationship with your boss — means learning how your manager thinks, communicates, and makes decisions. Once you grasp their style and psychological needs, you can tailor your arguments, reports, or feedback requests accordingly. One manager loves hard numbers, another values a clear personal stance. Adapting to a leader’s preferred style makes your messages more convincing and boosts the odds of a positive response.
This post uses the Process Communication Model® (PCM) to decode six common manager profiles and shows how to communicate with each one. Target their psychological needs, respect their preferences, and watch cooperation blossom.
Contents
- Mastering the Process Communication Model® (PCM)
- The six manager profiles: keys to successful managing-up
- The mindset that fosters productive cooperation
1 | Mastering the Process Communication Model® (PCM) to manage your manager
PCM posits that every person blends six personality types, each in a different order and intensity. In theory, we can connect with anyone once we recognise our own preferences and learn to “dial” into theirs.
PCM therefore has two goals:
- Know yourself. Understand your own communication style and stress patterns.
- Expand your range. Adapt your approach so that others feel you’re “on their wavelength.”
As Marcel Proust wrote: “The real voyage of discovery lies not in seeking new landscapes but in having new eyes.” PCM gives you six different pairs of glasses. Applied to managing up, leading teams, or dealing with clients, you realise the other person isn’t “weird”; they simply follow another internal logic.
2 | The six manager profiles: keys to successful managing-up
Analyzer (the cerebral)
- Communication style : Loves data, structures emails “1) … 2) … 3)…”. Results trump process. Judges subordinates mainly on competence (“Is this really that hard?”).
- Managing-up tips : Come armed with objective data and clear logic. Showcase results at the right moment. Compliment skills factually. Offer multiple-choice solutions rather than yes/no questions.
Persister (the principle defender)
- Communication style : Leads with values: “I believe…”, “It’s essential that…”. Weighs attitude heavily. Under stress, can sound morally pressuring.
- Managing-up tips : Identify their core values and anchor your message there. State your own convictions clearly; they respect firm positions. When in doubt, appeal to shared principles.
Empathic (the caring one)
- Communication style : Warm smile, small talk about your life before business. Seeks team harmony. Under pressure, emotions run high. Loves informal catch-ups over coffee.
- Managing-up tips : Acknowledge feelings; ask how they are. Pair solid work with genuine empathy. Small gestures (birthday card, thank-you note) count a lot.
Promoter (the go-getter)
- Communication style : Action-oriented, impatient with rambling. May cut in: “Ok, next step?” In stress: “Toughen up!” Respects those who prove resilient.
- Managing-up tips : Emphasise opportunity and quick wins. Match their energy; answer confidently. Even if your plan’s imperfect, show boldness—they back audacity.
Energizer (the spontaneous creative)
- Communication style : Quick, playful, expressive. Long meetings bore them. Produces inventive fixes with humour. Under stress: “Do whatever you want!” and vanishes.
- Managing-up tips : Package ideas in lively, visual formats. Use direct, informal contact and non-verbal cues. Keep it light; leave room for improvisation.
Imagineer (the contemplative visionary)
- Communication style : Stares into space, connecting the dots. Likes big-picture framing before details. Under stress: hesitation or withdrawal.
- Managing-up tips : Show you grasp or share the vision. Don’t force instant decisions; give time to reflect. Even if reserved, they need to feel useful and valued.
Further reading – What is PCM? From leadership to interpersonal influence
3 | The mindset that fosters productive cooperation
PCM helps you decode your manager’s style, but knowing your own triggers matters just as much. When your psychological needs are met, you slip less often into unproductive stress behaviour and can communicate positively and persuasively.
Everyone carries the six types in different proportions. Even without a full PCM profile you can start with one golden rule: spot and appreciate the other person’s strengths. The more you practise seeing what drives them, the better you can tune in. Instead of “Why is she like that?” or “Why am I like this?” ask: “What strengths do we each bring?” It’s a path to a richer, more colourful working life.
Thriving in an international environment requires not only skill at “managing up” but a visible high-impact toolkit: emotional intelligence, mental agility, positive mindset, clear communication, decisive style—a genuine 360° transformation.
That’s why I designed the one-day International Career Express Workshop, blending hands-on tools, coaching techniques and years of real-world experience. Join us to jump-start your evolution!
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