Managing up, managing down: Leadership skills for workforce managers

Workforce management is a career you rarely plan for — but often grow into. For many workforce managers, the journey starts on the frontlines as an agent. Maybe you had a natural talent for spotting patterns, solving puzzles, or keeping a team on track, and suddenly, you found yourself in a workforce planning role. Over time, you fell in love with the work.

But as fulfilling as workforce management can be, it also comes with challenges that rarely make the job description. Chief among them? Leadership — both the kind that strengthens your team and the kind that earns trust and credibility with your organization’s decision-makers.

The truth is, most workforce managers step into their roles with little to no formal training in management or leadership. This guide contains the tools and strategies you need to navigate the human side of workforce management. Whether it’s inspiring your team, advocating for the resources you need, or balancing relationships across the organization, this guide is your starting point for becoming a more confident and effective leader.

The dual role of workforce managers

Workforce managers wear many hats — often all at once. You’re the translator between frontline teams and leadership, the architect of schedules that balance efficiency with fairness, and the data detective identifying trends before they become problems. It’s a role that demands both strategic thinking and tactical execution, which can feel like juggling two full-time jobs.

Balancing strategic and tactical demands

On one hand, you’re in the weeds: creating schedules, adjusting forecasts, and troubleshooting on the fly to ensure smooth operations. On the other, you’re thinking big-picture: aligning workforce strategies with company goals, analyzing performance metrics, and advocating for the resources your team needs.

The challenge? These demands often collide. Leadership expects you to deliver results, while agents look to you for support, fairness, and guidance. Striking this balance requires a deep understanding of both sides and the ability to pivot seamlessly between them.

Why managing up and down matters

Workforce managers are the glue that holds the team together — and the bridge that connects them to the rest of the organization. Managing down ensures your agents feel supported, heard, and motivated, leading to better performance and stronger morale. At the same time, managing up allows you to communicate the value of workforce management, secure buy-in for your initiatives, and drive long-term improvements that benefit everyone.

Done well, managing up and down doesn’t just make you a better leader — it makes your job more rewarding. It’s how you create a culture of trust, build a reputation as a strategic partner, and grow into a leadership role that others aspire to emulate.

Managing down: Leading your team with empathy and efficiency

As a workforce manager, your role is more than numbers and schedules — it’s about people. Managing down means leading your team with empathy while driving the efficiency your organization needs. It’s a balancing act, but when done right, it transforms you from just a scheduler to the kind of leader your agents trust, respect, and rely on.

Building trust and rapport with agents

Trust is the foundation of any strong team, and as a workforce manager, it starts with transparency. Agents want to know that the schedules you build and the decisions you make are fair, balanced, and rooted in their best interests.

• Be transparent with scheduling: Explain the “why” behind decisions, from shift assignments to changes in priorities. Even when the answer isn’t ideal, honesty fosters understanding.
• Advocate for agent needs: Use your unique position to amplify agent concerns — whether it’s raising issues about understaffing, burnout, or workflow inefficiencies — to leadership.
• Communicate clearly and consistently: Keep your team informed, not just about what’s changing, but about how those changes impact them. Open communication reduces confusion and builds confidence in your leadership.

When your agents see you as their advocate and feel they can rely on you for clear and honest communication, trust becomes the natural result.

Becoming the go-to leader

Strong leaders don’t just enforce policies — they inspire confidence and create opportunities for growth. For workforce managers, this means striking a balance between supporting your team’s well-being and meeting organizational goals.

• Balance fairness and productivity: Fair doesn’t always mean equal. Tailor your approach to individual needs while maintaining equity across the team.
• Offer mentorship: Whether it’s coaching agents through challenges or sharing career insights, make space to guide and empower your team.
• Create a positive feedback loop: Celebrate wins — big and small. When agents feel recognized for their efforts, they’re more likely to stay engaged and motivated.

By being approachable, solutions-oriented, and fair, you position yourself as the leader agents turn to for guidance, support, and direction.

Handling tough conversations

Every leader faces moments when difficult conversations are unavoidable. Whether it’s addressing performance issues, setting boundaries, or navigating conflicts, how you handle these moments defines your leadership.

• Prepare with empathy: Before initiating a tough conversation, take time to understand the agent’s perspective and gather the facts. Approach the discussion with empathy and a willingness to listen.
• Focus on the behavior, not the person: Frame feedback around specific actions or results, rather than making it personal. For example, “I’ve noticed you’ve been missing deadlines,” is more constructive than, “You’re not reliable.”
• Set clear boundaries and expectations: Tough conversations aren’t just about addressing issues — they’re an opportunity to clarify expectations and establish mutual understanding.

Remember, tough conversations aren’t about being harsh — they’re about being honest. When approached with empathy and clarity, they become a tool for growth, both for your team and for you as a leader.

The bottom line: Managing down is where empathy meets efficiency. By earning your team’s trust, inspiring their best work, and addressing challenges head-on, you create a foundation of mutual respect and productivity.

Managing up: Influencing without formal authority

Managing up is about more than just keeping leadership informed — it’s about shaping their understanding of your role and the value of workforce management (WFM) as a whole. While you might not have formal authority, your expertise and insights can position you as a strategic partner, driving decisions that benefit your team and the broader organization.

Communicating effectively with leadership

Leadership values clarity, data, and solutions. As a workforce manager, you have access to insights that can drive decision-making — if you know how to communicate them effectively.

• Present data with context: Avoid overwhelming leadership with raw data. Instead, translate numbers into stories. For example, don’t just show a spike in average handle time — explain how it’s tied to understaffing during peak hours and suggest solutions.
• Advocate for resources with impact in mind: When requesting tools, budget, or additional headcount, frame your case around the ROI. Highlight how these investments will improve efficiency, reduce costs, or enhance customer satisfaction.
• Align with company goals: Tailor your communication to reflect leadership’s priorities. Whether the focus is on cost savings, operational efficiency, or employee retention, connect your proposals to the bigger picture.

Effective communication isn’t just about being heard — it’s about making leadership see you as someone who brings value and solutions to the table.

Positioning yourself as a strategic partner

WFM is often seen as a tactical function, but your role has strategic potential far beyond scheduling. By shifting leadership’s perception, you can elevate both yourself and the discipline of workforce management.

• Highlight the impact of WFM beyond operations: Emphasize how your work contributes to broader goals like customer experience, employee satisfaction, and cost efficiency.
• Be proactive, not reactive: Bring ideas and insights to leadership before they ask. Whether it’s forecasting seasonal demand spikes or identifying trends in agent productivity, demonstrating foresight positions you as a key advisor.
• Build credibility through consistency: Deliver on your commitments, follow through on promises, and ensure the quality of your work speaks for itself. Trust is the cornerstone of strategic partnerships.

By framing workforce management as a strategic driver, you ensure your voice is part of the conversation when it matters most.

Navigating common challenges

Managing up isn’t without its hurdles. Conflicting priorities, lack of buy-in, or misunderstandings about your role can create roadblocks. Navigating these challenges requires patience, persistence, and a solutions-oriented mindset.

• Conflicting priorities: When leadership’s expectations clash with operational realities, offer alternatives. For instance, if cutting costs is prioritized over staffing needs, present a middle-ground solution that addresses both concerns.
• Lack of buy-in: If leadership undervalues WFM, focus on educating them about its impact. Share success stories or metrics that illustrate the tangible benefits of your work.
• Limited visibility: Workforce managers often operate behind the scenes. Make your contributions known by sharing updates, successes, and key insights in leadership meetings or reports.

Challenges are inevitable, but they’re also opportunities to demonstrate your problem-solving skills and resilience.

The bottom line: Managing up isn’t about pushing your agenda — it’s about aligning your goals with leadership’s vision and showcasing the value you bring to the organization. When you communicate effectively, position yourself as a strategic partner, and navigate challenges with confidence, you build the foundation for influence and trust.

Stepping into leadership

Leadership isn’t about perfection — it’s about progress. Managing up and down may feel daunting at first, but it’s a skill you can refine with practice and intention. By fostering trust with your team, advocating effectively to leadership, and navigating challenges with confidence, you’re doing more than solving today’s problems — you’re defining the future of workforce management.

Take on the dual challenge with purpose. Every conversation, decision, and effort you make strengthens your ability to lead and elevates the role of workforce management within your organization. Leadership is a journey, and you’re already on your way.

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