Why Senior Leaders Are Stretched Thin: Your Managers Aren’t Aligned Upward

Imagine a manager who just stepped into a new role.

They’re capable. They care. They want to prove they can handle more. They walk in determined to make a strong first impression.

So, they try to figure things out on their own.

They guess at priorities because they don’t want to bother their boss. They avoid clarifying expectations because they think it might make them look unsure. They assume they understand what “good” looks like, even though no one has really said it out loud.

They move fast, but not always in the right direction.

And then you feel the weight of it.

Escalations show up that should have been prevented. Teams pull in different directions because the manager’s understanding of what matters isn’t fully aligned with yours. Decisions drift. Cross-functional partners get frustrated. You find yourself stepping into conversations that should be handled at the manager level.

Your workload doesn’t grow because the work changed.

It grows because the alignment changed.

Senior leaders know this pattern well: the moment a manager loses upward alignment, the whole system starts to wobble. You don’t just lose efficiency—you lose calm. You lose predictability. And you carry more than you should.

It’s almost never a capacity problem.
It’s an alignment problem.

Most management issues start upstream.

When a manager doesn’t fully understand what their boss cares about, everything downstream becomes reactive. People hedge. They over-communicate in some areas and under-communicate in others. They operate cautiously instead of confidently.

Upward alignment steadies all of that.

When a manager knows exactly what their boss expects — and why — the team settles. Decisions speed up. Friction decreases. Cross-functional work gets cleaner. And you regain the capacity you were supposed to have all along.

Clarity at the top creates momentum below.

In every new leadership transition, there are five crucial areas a manager must align with their boss. These conversations build the shared understanding that everything else depends on.

Each one anchors a different dimension of the role:

1. Situation
   How the boss sees the current state of the team and the business — and what they believe is most important right now. This shapes what the manager should pay attention to from day one.

2. Expectations
   The outcomes the boss needs in the next 90 days and beyond, and how success will be measured. Without this clarity, managers either play it too safe or chase the wrong priorities.

3. Style
   How the boss prefers to communicate, share information, and make decisions. This prevents friction and helps the manager show up in a way that works at the senior level.

4. Resources
   The support, constraints, and realities the manager needs to understand to move work forward. This builds trust early and keeps surprises off the table.

5. Early Wins
   Where the manager can create momentum quickly. Early wins give the boss confidence, steady the team, and help the manager anchor themselves in the role.

When managers get aligned on these five areas early, everything downstream works better. They move with more confidence. Their team feels steadier. Cross-functional work becomes cleaner. And you regain the leverage you should have at your level.

This isn’t about adding meetings.

It’s about building alignment that makes everything else smoother.

If you could strengthen one part of your managers’ upward alignment, where would you start?

Reply and tell me.

– Jeff