How do you manage up vs. manage down and ensure that as a leader you remain on top of the organization when directs under-perform (so their non-performance is handled as it's own issue and not misconstrued as a management failure)?

Managing up and managing down require the same key ingredient for success - communication! If your direct reports are under-performing, it is best to alert upper management right away and come with a plan that you will implement to ensure issue doesn't happen again. For the direct report, it is also best not to delay your feedback. Make sure you give feedback as close to the time of the issue as possible so they don't think it was an ok thing to do. Ask them for ideas on how they can ensure it doesn't happen again but also come with your own plan in case they don't or can't see the right approach. Then make sure to follow up on progress, both with upper management and with the direct, so everyone is aligned. The early identification and the follow up will help ensure you don't get blamed for someone else's poor work.

This is a great question. 

In my overcommunication with leadership, I am very open about the skill levels of my directs, what I think they're currently capable of, and where I think they need improvement. While some failures are a result of non-performance, many help surface areas for improvement. That said, I am also very clear with leadership when I have given someone a stretch project or they're struggling in a certain area and there is the possibility of failure. This helps set expectations around what to expect from my directs.  

I also communicate my role as a leader and what I can control to other leaders and my direct reports. That's ensuring my directs are clear on all things related to the who, what, where, and why of a project. And, communicating my expectations around decision-making, timelines, and deliverables. 

When it coming to managing down, I articulate what it means to own a project. So, when we're discussing ownership, we're all on the same page. They know they are accountable for all outputs and outcomes related to the execution of projects they own. They know I expect overcommunication, no surprises. They know I will look to them when things go well and when they don't. 

My directs are people, not robots. Learning comes from failure. I take responsibility for giving them opportunities to fail and learn, and I hold them accountable so they can learn from failure (and take pride in their wins!).