The Art of Managing Out: How to Lead Without Authority
"I want to lead but my manager won't give me an opportunity to showcase my leadership skills."
Those words kicked off my recent coaching conversation with Isabella, a talented professional who had been in the same role on the same team for several years and was ready to do more.
"What do you mean they won't give you an opportunity?"
I asked, intrigued by her framing of the situation.
"I have all of these ideas that I know are great and would help the business, but it seems like no one is taking my strategies seriously. I need a team of people and internal resources to be able to pull this off, but the investment just isn't there."
Having worked with Isabella for a while, I knew she wasn't exaggerating.
Her ideas were genuinely innovative, and her strategies showed real promise for business impact. But there was a crucial blind spot in her approach – one that often holds back even the most talented professionals:
she hadn't yet mastered the art of managing out.
The Missing Piece in Leadership Development
Most professionals understand managing up (working effectively with superiors) and managing down (mentoring junior employees). However, few recognize the critical role of managing out—collaborating with and influencing peers to achieve specific outcomes. This skill is often a key factor in being seen as ready for the next level of leadership.
Before entrusting you with formal authority over a team or major initiative, senior leaders want to see evidence that you can drive results using strategic synergy. Managing out demonstrates exactly that capability, showing you can build relationships, align diverse interests, and achieve outcomes without relying on positional power.
This isn't about delegating unwanted tasks or asserting dominance over colleagues.
It's about developing the relationships and influence that enable you to lead effectively, regardless of your formal role.
Understanding Managing Out: A Real-World Analogy
Think of it this way:
Imagine you're planning a road trip with friends. One person drives, another navigates, someone manages snacks and music, and someone else books accommodations.
There’s no official leader, but the person who sparked the idea or started the planning is often seen as the unspoken guide.
Despite this, success depends on everyone coordinating, communicating, and aligning on decisions. If anyone drops the ball, it affects the whole group.
This mirrors the workplace dynamic of managing out.
You're working alongside peers across different teams, each responsible for distinct pieces of a larger puzzle. Success doesn’t rely on formal authority, it relies on your ability to foster cooperation and alignment toward a shared destination.
So how do you do that? Here are three key strategies for managing out effectively.
How to Manage Out
1. Lead Through Action, Not Just Ideas
The foundation of peer influence is credibility. Nothing undermines peer leadership faster than appearing to place yourself above others, especially when you're at the same organizational level.
The most effective peer leaders demonstrate their commitment by:
Actively participating in the work they propose
Showing equal or greater investment in the outcome
Taking consistent consistent action
2. Create Collaborative Ownership
Another key to successfully managing out lies in co-creating rather than directing. People tend to invest more deeply in strategies when they feel genuine ownership.
The most effective peer leaders I've coached follow a strategic approach:
First, they develop a clear vision for impact.
Then, they identify potential allies whose goals naturally align with the project.
Finally, they present their ideas not as fixed plans, but as joint opportunities for shared success.
This approach transforms "my project" into "our initiative," creating natural buy-in and support from peers who see themselves as co-creators rather than just participants.
3. Amplify Others’ Success
As Oliver Westwood wisely noted:
"Recognition is the golden key unlocking the treasure chest of human potential."
Recognition triggers an intrinsic drive to contribute and excel. As a peer leader, one of your most powerful tools is the consistent acknowledgment of others’ contributions, especially on initiatives you're spearheading.
Whenever possible:
Publicly highlight the efforts of others
Show the connection between the team’s work and broader organizational impact
Create opportunities for peers to showcase their expertise
This demonstrates humility and strong leadership qualities, while motivating deeper engagement from your colleagues.
From Solo Performance to Collaborative Success
Isabella's story illustrates a common career development pattern. She had excelled at managing herself, completing impressive solo projects through individual effort. However, her next level of growth required a shift from personal heroics to collaborative leadership.
After understanding and applying the concept of managing out, Isabella transformed one of her previously solo initiatives into a cross-functional effort that gained significant traction and visibility with organizational leadership.
The key wasn't just having great ideas – it was learning to build and lead the coalitions needed to bring those ideas to life.
Your Next Steps
Ready to enhance your own peer leadership capabilities? Start with these actionable steps:
Audit your current projects: Where can you create more opportunities for peer collaboration?
Identify potential allies: Which colleagues share aligned goals or complementary skills?
Practice strategic recognition: How can you amplify other’s contributions
Remember: Leadership isn't granted through titles – it's earned through your ability to influence, align, and inspire others toward collective success.
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