Most middle leaders wait to be told.
They see the problem early. They have the data. They often have a sensible fix. Then they hold it back, because it feels like the principal’s call.
Leading upwards is the habit of making your principal’s job easier before they ask. Bring the problem with a proposal attached. Flag the risk a week before it lands. Tell them what you need from them in one sentence.
Principals are busy and often isolated. The colleague who arrives with clarity becomes the person they trust with more.
That trust is how your influence grows long before your job title does.
When did you last walk into your line manager’s office with a solution already on the table?
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