How do you build a culture where people actually surface problems?
Managing up is one of the most overlooked skills in hard tech.
In this episode of VHTB, Justus Kilian from Space Capital is joined by Matt Gjertsen from Better Every Day Studios and Seyka Mejeur from AdAstra Talent Advisors to talk about what it really means to move critical information up an organization, especially when it’s uncomfortable, unpopular, or urgent. We will discuss how to surface urgent or uncomfortable information in a way that leadership can act on.
We cover why communication breakdowns are often behind major failures, including the Space Shuttle Challenger, and how groupthink and hierarchy can prevent critical information from reaching decision-makers.
The VHTB team breaks down the difference between personal feedback and mission-critical information, how leaders can get better at receiving feedback, how individuals can escalate issues thoughtfully, and how to think through consequences before going around a manager.
Seyka also shares practical ways to assess intellectual honesty during hiring and what signals show that someone will take ownership instead of deflecting responsibility.
If you are building in aerospace, energy, autonomy, or other high-stakes industries, this episode focuses on the communication habits that help teams make better decisions. The natural state of a growing company isn’t clarity – it’s drift, and managing up is how you correct it.
Episode Highlights
[00:00] Why managing up is so critical in hard tech
[02:10] Communication breakdowns behind major industry failures
[04:14] How leaders can receive feedback effectively
[07:36] When and how to escalate issues
[10:43] Difference between feedback and mission-critical information
[14:41] How to spot leaders who take responsibility
[17:05] Assessing intellectual honesty during hiring
[20:50] Communication norms in early startups
[24:05] Designing systems that support transparency
Key Takeaways
- Managing up means moving critical information clearly and quickly.
- Feedback and mission-critical information require different approaches.
- Leaders set the tone by asking for and receiving honest input.
- Individuals can escalate issues thoughtfully and consider consequences first.
- Hiring for intellectual honesty helps build teams that take ownership.
- Early-stage startups benefit from clear communication systems.
Subscribe to VHTB for more insights on the talent, culture, and finance sides of space startups.
Resources & Links:
