Sometimes, you will have information that people above you in the organisational hierarchy lack. This information might be about ways the organisation could save money in the long term by improving injury management systems, about how a dodgy claim is lowering morale, or about how a particular line manager has an aggressive management style, and a cluster of stress claims in his team.

In other instances there will be something you need, that your manager isn’t currently giving. This might include:

• A change in role;
• A well-deserved raise;
• Additional resources necessary to do your job well;
• Constructive feedback;
• Training and skills development; or
• Clarity about organisational and management expectations.

Learning how to effectively communicate up the chain of command doesn’t guarantee that you will secure the outcomes you’re looking for, but it does increase your chances of doing so—and effective upwards communication is also good for your career.

So how is it done?

Don’t assume that your boss is a mind reader

When something is obvious to you—for example, the link between the lack of time you have to devote to individual RTW cases, and the high number of unresolved workers’ comp claims in your workplace—it’s easy to assume that it is obvious to everybody. This is simply not the case. The first step in communicating well is to recognise the need for communication.

Don’t assume your boss is an idiot

When something is obvious to you, it might seem like anyone who doesn’t get it is just being foolish. However, your boss may well have information / responsibilities / performance targets / pressures that you’re not privy to. To quote Donald Rumsfeld, there are “unknown unknowns” –things “we don't know we don't know”. Be aware that you might not have all the relevant information, and ask around to try and get it.

Build credibility

If you have a reputation for being trustworthy, efficient and open, you’re more likely to be able to communicate effectively with your managers.

Prepare

Before you actually approach someone above you in the organisational hierarchy, some preparation is in order. Consider:

• What’s the best medium for communication? Will your boss be satisfied with a face to face request, or will they also want to see some documentation in support of your position? If you’re not confident face to face, could you broach the matter first via email, so that you can feel confident that you’ve covered all your bases before talking to your boss?
• Who’s the best person to talk to? Is your immediate manager the appropriate person to talk to, or is there someone else in the organisation whose support you may be able to enlist? Is there a rigid hierarchy? What happens if someone circumvents the usual channels of communication—will it impact badly on their position in the organisation? For example, will approaching your boss's boss reduce your chances of securing a promotion?
• The timing of your request. Make sure that you choose a time when your boss will be able to give your request the attention it deserves. It might also be worth consider whether you could make a bigger impact by timing your request to coincide with a relevant event, for example a premium rise.
• How does your objective align with the organisation’s objectives? Showing your manager how granting your request will help them do their job better and impress their boss is a great approach. Provide him or her with information and analysis that justify the decision you’re asking for. Use “business language” relevant to the person you’re dealing with. One key way to do this is to use the language of costs / benefits and customer consequences.

Be ready for a refusal

Prepare yourself to remain calm and rational, even if your request elicits a blunt or angry response. Don’t fly off the handle. Be as gracious as you can, and if necessary give yourself time to regroup before responding.

Don’t give up

If things don’t go the way you want straight away, don’t despair. Ask your boss why he or she has responded negatively, and then invest some time into researching and brainstorming ways to allay their concerns if you can. Assess whether you’ve got a good case, and if you think you do, try again.