Effective management and the importance of feedback in relation to improvement are becoming critical issues for libraries. Upward appraisal evaluates managers' performance based on input from their staff, rather than the traditional top-down evaluation format in which a manager is evaluated solely by their superior. This paper discusses the Carnegie Mellon University Libraries' (Pennsylvania) upward appraisal program which was adopted to address staff concerns about managerial communication and accountability. Upward appraisal programs consist of a questionnaire designed to measure how a manager performs along targeted performance dimensions such as communication and delegation of authority; an evaluative scale rating performance; a comments section; a set of procedures to guide the evaluation and reporting processes; and instructions for raters and for supervisors preparing reports on feedback. Suggestions for a successful upward appraisal program include: (1) determine the purpose of the program; (2) protect the confidentiality of subordinates' responses; (3) develop a questionnaire thoughtfully; (4) target the appropriate behaviors; (5) provide fast turn around of results to managers involved; (6) establish performance norms; (7) evaluate the responses carefully and use them to develop action plans to improve managerial performance; (8) keep the results in perspective; (9) solicit feedback on the process itself from both the raters and the managers being rated; and (10) repeat the process every year. The paper also discusses the advantages and disadvantages of upward appraisal; the implementation of the program, including managers' reactions to their results; and if upward appraisal really works. An appendix includes the questionnaire. (Contains 23 references.) (SWC)