Get what you need from your manager by managing up.

Managing up is the work of communicating with your boss so they can give you what you need to do your job: clear decisions, support, and room to work. It is not flattery or office politics; it is making your manager’s job of backing you easy, by leading with the decision at stake, flagging risks early, and bringing a recommendation instead of a raw problem. Naomi looks at your real reporting conversations and shows you where those habits held and where they slipped.

Start each update with what you need from your manager, then give the context; flag risks the moment you see them, with a plan attached; and bring the call you would make, not just the problem. None of that is complicated. What is hard is seeing, in the moment, that you buried the ask or sat on bad news. Naomi reviews your recorded conversations and scores how you did on each, then gives you one change to make on the next one.

Telling your manager the project is slipping a week before the deadline instead of on it. Opening a status update with the one decision you need rather than the full history. Bringing two options and a recommendation to a problem instead of dropping the problem on their desk. Asking how they prefer to get bad news before there is any. Each one makes it easier for the person above you to help, and Naomi flags where you did it and where you missed the chance.

No. Kissing up is about being liked; managing up is about being useful. It means giving your boss what they need to decide well, including the news they would rather not get. Naomi assesses whether you brought your manager the real picture and a clear ask, which is the opposite of telling them only the good parts.

Get clear on how they take in information and what they worry about, then meet them there: a headline first for the impatient one, the risk named up front for the anxious one, a written recommendation for the one who decides slowly. You cannot change your manager, but you can change how you hand them a decision. Naomi shows you which of your updates got through and which left them unsure, so you can adjust to the boss you actually have.

Managing down is leading the people who report to you; managing up is communicating with the person you report to so they can support your work. The skills overlap, but the direction changes what matters: managing down is mostly about delegation and coaching, managing up is mostly about clarity, timing, and bringing decisions rather than problems. Naomi focuses on the upward conversations, where a buried ask or a late warning quietly costs you.

Your manager controls the decisions, the air cover, and the visibility that let your work matter, and most of that runs through a handful of conversations. Manage those well and you get unblocked faster and trusted with more; manage them badly and good work stalls waiting on a decision you never clearly asked for. Naomi helps you see how those conversations go, so the pattern is something you can work on rather than guess at.

Yes. Naomi assesses your recorded reporting conversations and coaches you on how you managed up: whether you led with the decision, flagged risks in time, and brought a recommendation. It does not write your update or speak to your boss for you. It makes you better at the conversation, one update at a time.

Yes. Naomi works with your recorded Zoom conversations: you connect Zoom, and Naomi assesses each one and returns coaching afterward. No bot joins the meeting; the analysis happens privately on the recording, for you. It works the same for a weekly 1:1, a project review, or a quick check-in with your manager.

A tracker records the status once you have written it down: the task, the owner, the date. It does nothing about the conversation where you either got your manager to decide or left them unsure what you were asking. Naomi coaches that conversation, the one where a clear ask gets you unblocked and a buried one gets you a follow-up thread.

No. Your coaching is private to you. It is built to make you better at the conversations with your boss, not to report on you to anyone. You see your own trends and recommendations; nobody else does, least of all your manager.

Yes. Managing up is a set of repeatable habits: lead with the decision, warn early, and bring a recommendation you can defend. What is usually missing is anyone showing you which one you skipped in the conversation you just had. Naomi gives you that read, update by update.