Best Communication between Leader and His People

Several managers of departments who look for good relationship upward have the resources to make something called ‘motion picture’, but more managers have cleverness and smartness to build perfect argument to win their cases. Critical to developing a strong case is the first and the foremost to frame our argument in accordance with the business case: why is this good sense for the organization to pursue our idea? Without a foundation based on either saving or improving the business, our idea has no opportunity; on the contrary, with it we can start.

To build upon our business case, we are supposed to frame our argument in ways which appeal to the person with authority. Let me show you how.

As the leader’s people/employees, we are supposed to:
1. adopt our leader’s point of view. If we want to influence the leader then we need to see the world as he or she sees it. Our leader takes a corporate-wide view of performance, of course, but each of them has hot button issues around products and services, our morale, or our legacies. If we have a leader who’s a cost-cutter, frame our pitch as a means of cutting costs, or at least reducing expenses. Likewise if we have a leader who is focused on customer issues — frame our pitch as a way to improve customer service or product benefits. The angle of our pitch depends upon the leader’s interest.

2. paint a picture. Let’s consider how our leader likes information. It may a straightforward spreadsheet or a narrative business plan. Do what makes sense but don’t stuck there. If our idea is big and bold, make it so by producing a video or using photographs. If our initiative is about an internal improvement then we must interview end-users who will benefit from the adoption of our idea.

3. make it come alive. To make our case, take our leader to the heart of the action. For example, if we are insisting for an improvement on the factory floor, bring him to the line and show him what we intend to do. Or when we plan to demonstrate a customer need, invite our leader to a focus group with customers. There is nothing like real world examples to demonstrate our argument.

These steps are to make our argument come alive do work, but they need something else — our credibility. If we want to lead up, we need to be perceived as competent. Therefore, it is more difficult to sell upward if we are brand new to our job, unless we are hired to do so (that is, shake things up with new ideas). Credibility is well earned through example, especially by doing our job well over a certain period of time. Also, critical for those who manage in the middle, credibility is enhanced by the ability to collaborate with peers.