The question seems obvious, how do you not show your team that you're pushy/desperate but also show them they need to get the work done? Trying to influence who is quite high up in terms of seniority.

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You make clear defined statement and then follow through with consequences and an explanation of why when they miss.

It's on you to make clear what you want done, and that there will be consequences when it isn't done.

But you're not pushy or desperate. Your in charge. They're the ones that should be worried, not you.

likesmart

Define “pushy”? It is our job to be pushy, naggy or whatever it takes to keep ppl moving regardless of level

likesmart

I think it's a good reminder that my job encompassed professional nagging

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Being a PM requires a wide range of skills and approaches. Nothing wrong with being persistent, vocal, and authoritative. Making a semantic distinction here - I'd be careful about being 'pushy' or 'naggy' and becoming known for that - especially among senior stakeholders.

One of the most powerful ways to manage up / manage down is to show a clear, concise view of the difference between what should be happening and what is happening. Do this on a regular basis rather than reactively - good statusing, reporting, and analysis. You'll see things coming, have something to refer to, put you and your team on a more proactive vs. reactive footing. Agency folk and clients are a pretty smart bunch, they'll get the picture and you'll be viewed as providing value and not as a yapping dog.
At a macro level, I like the below/attached version of a burn up chart. Speaks volumes, so you don't have to.

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likesmart

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