In a fast-paced lab environment, decisions happen quickly, and hierarchies matter. But sometimes, staying silent when disagreeing with your supervisor can do more harm than good. Knowing how—and when—to speak up is a key part of managing up, which means aligning your work and communication style with your supervisor’s to build a productive relationship that supports mutual goals, growth, and team success.
For many lab professionals who move into leadership roles based on technical expertise rather than formal management training, this concept may be unfamiliar—but it’s essential. As Peter Drucker put it, “Management is doing things right; leadership is doing the right things.” Sometimes, speaking up is doing the right thing.
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Effective leaders want to hear the truth, even if they don’t like that truth. Leaders can make better and faster decisions with better information and feedback.
Harvard Business Review's Management Tip of the Day recently offered thoughts on approaching disagreements with a supervisor, which we expand on below with guidance tailored to lab environments.
Reframe pushback as a shared goal
Many lab managers hesitate to challenge line management’s direction, especially if the stakes are high. But silence can lead to flawed plans, misused resources, or even safety risks. By offering an informed alternative, you’re not contradicting your boss—you’re contributing to the lab’s success.
Managing up in the lab means stepping into your role as a strategic partner, thinking about the best interests of the whole organization. It’s about improving outcomes, not proving a point.
Pick your moment—and your method
The best time to raise concerns is when you have space for a calm, one-on-one conversation. A hallway comment or team meeting ambush rarely goes over well. Wait for the right moment, then open with curiosity rather than criticism. It is often helpful to lead with a question, rather than a statement.
Try:
“I had a different perspective on that decision—would you be open to hearing it?”
This sets the tone for a collaborative conversation.
Know your audience
Every manager is different. Some value speed, others prize process. Some are focused on budgets while others care most about team morale. Tailor your message accordingly. Connect your feedback to things you know your manager values.
Instead of saying, “That won’t work,” consider:
“I’m concerned this might slow us down—could we explore an alternative approach?”
You’ll be more persuasive if your concern aligns with their priorities.
Bring solutions, not just resistance
It’s one thing to raise a red flag. It’s another to suggest a workaround.
Managers are faced with problems and challenges all day. It can really help them to have new potential solutions presented to them. Effective leaders value people who offer solutions rather than those who simply point out issues.
Whenever possible, pair your concern with an idea or compromise. If your suggestion is declined, clarify your intent:
“I appreciate your time—I brought this up because I want us to succeed.”
Then move forward unless the issue poses an ongoing risk.
Bottom line: speak up, strategically
Disagreeing with a supervisor can feel uncomfortable, but it’s sometimes necessary, especially when lab performance, compliance, or safety is at stake.
Managing up in the lab requires confidence, timing, and respect. Done right, it strengthens your credibility and shows that you’re invested in your team’s success. Speaking up thoughtfully isn’t defiance—it’s a sign of committed leadership.
