How to Help Leaders Build Stronger Relationships With Superiors: 3 Strategies
Navigating the corporate ladder requires more than just hard work; it demands strategic relationship-building with those at the helm. This article delves into expert-backed strategies designed to fortify connections between leaders and their superiors. Discover actionable tips to harmonize goals, tailor communication, and establish consistent, meaningful interactions.
- Encourage Regular One-On-One Meetings
- Focus on Organizational Goals
- Tailor Communication to Superiors' Preferences
Encourage Regular One-On-One Meetings
I once worked with a leader who struggled to effectively manage up and build strong relationships with their superiors. The leader was highly competent but found it challenging to align their work priorities with the expectations of their executive team, often missing key opportunities for strategic collaboration.
To help, I employed a few key strategies:
- Regular Communication: I encouraged them to schedule regular one-on-one meetings with their superiors to ensure clear and open lines of communication. These meetings focused not just on reporting progress but on discussing priorities, challenges, and aligning on key goals. I emphasized the importance of listening actively and being transparent about roadblocks, as this helped build trust.
- Understanding Priorities: We worked on developing a deeper understanding of the broader goals and priorities of the leadership team. I suggested that they proactively ask for feedback on what the leadership cared about most and where they could make the biggest impact. This helped them focus on delivering high-value results that aligned with the company's strategic vision.
- Managing Expectations: I helped the leader set clear expectations with their superiors around timelines, resource needs, and outcomes. I coached them on how to communicate potential risks or delays early, framing them as opportunities for collaboration rather than problems to avoid.
- Visibility and Advocacy: I encouraged the leader to take ownership of key initiatives and share progress with the leadership team in a way that highlighted their contributions. This increased their visibility and demonstrated their proactive approach to problem-solving, fostering goodwill and stronger relationships.
Over time, the leader became much more confident in managing up. They received more recognition and support from their superiors, and their ability to influence key decisions within the organization grew significantly. The relationship improved because of increased trust, transparency, and alignment between the leader and their superiors.
Focus on Organizational Goals
I often recall a situation in which I was assisting a department head who was struggling to align with senior leadership. The leaders were great at their jobs, but they didn't know how to talk to their bosses well. I told them to focus on three main strategies: relating changes to the organization's goals, predicting senior concerns ahead of time, and showing problems along with solutions. For example, during a significant project, we didn't write extended operations reports but short updates focused on key data and insights that could be used immediately. This change quickly made executives more involved. By encouraging an attitude of partnership instead of command, the leader built better relationships with those above them, which earned them more trust and support. It showed how important it is to respect and talk to each other in a way that fits their needs.
Tailor Communication to Superiors' Preferences
I once coached a high-performing leader, let's call him David, who excelled at managing his team but struggled to connect with upper management. He consistently delivered results, yet felt his contributions weren't fully recognized. Our coaching focused on improving his "managing up" skills. A key strategy involved understanding his superiors' communication styles. We analyzed their preferences - were they concise or detail-oriented? This helped David tailor his communication for maximum impact. He learned to frame his team's accomplishments by highlighting their direct contribution to company-wide strategic goals.
Another area of focus was proactive communication. David tended to communicate only when asked. We worked on a plan for him to regularly share brief, insightful updates on his team's progress, challenges, and opportunities. This kept his superiors informed and demonstrated his proactive leadership. We also addressed networking. David began attending company events, making an effort to connect with senior leaders on a personal level. This built rapport beyond formal work interactions.
The coaching had a significant impact. David's communication with his superiors improved dramatically. He presented his ideas confidently, and his contributions were recognized and valued. By understanding communication styles, proactively sharing updates, and strengthening his network, he transformed his relationships with leadership and positioned himself for advancement. His experience shows that managing up is a learnable skill that can significantly boost a leader's career trajectory.
