S2E07: Melody Wilding, Executive Coach and Author of Managing Up

Melody Wilding: Why “Managing Up” Might Be the Most Important Skill in Your Career

A pattern kept showing up in Melody Wilding’s coaching practice.

The professionals coming to her weren’t struggling because they lacked talent. Many were among the most capable people in their organisations — thoughtful, diligent, respected by their peers.

Yet when promotions or opportunities appeared, they often felt invisible.

Their work was strong. Their reputation was solid. But somehow their ideas weren’t gaining traction with the people who actually made decisions.

That experience sits at the heart of Melody’s work today.

As she told me during our conversation:

“People think managing up means politics. In reality, it’s about helping your manager succeed.”

If pitching is about persuading people to act, then the workplace version of that skill often comes down to something much more subtle: understanding how influence actually moves inside organisations.

And that’s exactly what Melody explores in her new book, Managing Up.

 

The Moment Hard Work Stops Being Enough

Many professionals grow up believing that strong performance will naturally lead to recognition.

Do good work. Be reliable. Deliver results.

Over time, people will notice.

But organisations rarely function that neatly. Leaders are making decisions with incomplete information, under time pressure, and often at a distance from the day-to-day work being done.

That means visibility matters.

Not in the sense of self-promotion, but in the sense of helping decision-makers understand the impact of what’s happening below them. If the connection between effort and outcome isn’t clear, even strong work can remain invisible.

That gap between performance and perception is where many careers quietly stall.

 

Why High Performers Stay Invisible

One of the patterns Melody sees most often among her clients is what she calls silent competence.

These are the people everyone depends on. They show up prepared. They solve problems. They keep projects moving.

Because of that reliability, they assume their contributions will naturally be recognised.

But when leaders are juggling dozens of priorities, work that isn’t clearly communicated often fades into the background.

Melody encourages professionals to translate their work into outcomes and impact.

What changed because of the work?

What decision did it enable?

What result did it produce?

Those connections make it far easier for leaders to see the value of the contribution.

 

Understanding Your Manager’s Operating System

One idea from our conversation that stuck with me was Melody’s suggestion to think about your manager’s operating system.

Every leader processes information differently.

Some prefer concise updates and clear recommendations. Others want context, analysis, and background before they reach a conclusion. Some expect regular updates. Others would rather only hear when something significant changes.

When communication styles don’t align, friction builds quickly.

Melody suggests approaching this with curiosity rather than frustration. Watch how your manager absorbs information. Notice what helps them make decisions. Pay attention to what seems to create clarity and what creates confusion.

Once you understand how they operate, communication becomes much easier.

 

Difficult Conversations Without the Drama

At some point in every career, difficult conversations become unavoidable.

You might need to push back on a timeline, ask for resources, or raise concerns about a decision. Many people avoid these conversations because they worry about sounding confrontational.

Melody’s approach reframes the situation.

Start by grounding the discussion in shared goals. Frame the issue in terms of outcomes rather than personal frustrations. And whenever possible, bring potential solutions alongside the problem.

That approach keeps the conversation constructive and focused on progress.

Instead of creating resistance, it positions you as someone invested in making the work better.

 

Influence Is Built Through Trust

One of the themes that runs through Melody’s work is that influence rarely begins with authority.

It grows through trust.

Trust that you understand the priorities of the organisation.

Trust that your communication is clear and reliable.

Trust that when you raise concerns or ideas, you’re doing it to improve outcomes rather than advance your own agenda.

Managing up, in that sense, is simply the process of building that trust over time.

 

What This Episode Reinforces

Listening to Melody describe these dynamics reminded me how closely pitching and workplace influence overlap.

Both require understanding the other side of the table. Both require translating ideas into outcomes that matter to the listener.

And both succeed when communication makes the path forward feel clearer.

For many professionals, the barrier to influence isn’t competence. It’s visibility.

And learning how to navigate that gap may be one of the most valuable skills you can develop in your career.

 

Find Melody

Melody shares her programs and resources at melodywilding.com.

And her books Managing Up: How to Get What You Need from the People in Charge and Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work, equip readers with practical strategies to navigate workplace challenges, build confidence and create the career success they truly deserve.

She is also active on LinkedIn.

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Danny’s book: Pitch: How to Captivate and Convince Any Audience on the Planet is available now, and it’s the complete playbook for building pitches people actually feel.