How to Influence Your Managers

Demonstrating your value as an employee in your organization often depends on your ability to do what is called “managing upward.” In other words, how good are you at influencing those of higher rank than you so that they not only see the value in you and your ideas, but also work to help you implement them and give you the recognition you deserve? Research shows that there are common characteristics that make employees more likely to successfully influence supervisors.

Argue Constructively

It is often assumed that supervisors want to be surrounded with “yes” men and women. However, a study by Kent State professors Dominick Infante and William Gorden found that supervisors prefer employees who demonstrate argumentativeness, but in a constructive, non-aggressive manner. If you argue constructively, your manager is much more apt to view you as having a good grasp of the issues at stake. He or she is also more likely to think you can handle the stressors associated with increased responsibility, such as more complex projects or delegation responsibilities.

Constructive arguing means being engaged, articulate, friendly and relaxed, and open to the potential of a negative response. In other words, be more concerned with having a positive interaction with your supervisor than whether he or she says “yes” to your request. This will get you farther in the long run.

Show the Reasoning and Benefits of Your Requests

Managers are much more likely to be influenced by your request if you provide them with logical rationale supporting it, rather than an emotional plea. Employees sometimes make the mistake of internalizing their requests so that they become defensive if questioned with the reasoning behind them. Business consultant Lonnie Pacelli suggests that you stick to objective facts and "avoid emotionally based assessments." Being willing to show the “why” of your request or message increases the likelihood that your supervisor will respond positively. Additionally, if you can go a step farther and demonstrate the benefit of your request, you are more likely to be successful. For example, demonstrate how your request contributes to the bottom line of the organization. University of Denver researchers Jacqueline Moorhead and Michael Spangle suggest, “reasoning that, in some way, addresses organizational values also many enhance the receptivity of managers.” Become an organizational advocate. In other words, contribute to the solution, champion useful ideas, and share messages that affirm your colleagues and your overall organization.

Watch Your Tone

The first point indicated the importance of constructive arguing; by the same token, it is critical that you edit any potentially unconstructive messages. It’s not just what you say, it’s also how you say it. Make your message and your tone as positive as possible. Avoid messages that come across as judgmental or blaming, such as “You knew that was important to me!” Take care never to embarrass your supervisor or be rude or disrespectful to her or him. Your messages and your tone should always convey openness to feedback (even potentially negative feedback) and a commitment to the working relationship.

Build the Framework for Collaborative Communication

Influencing your supervisor is not a one-time event. It takes time to build a framework in which your supervisor comes to expect positive exchanges and views you as receptive, trustworthy, and able to meet challenges. You can help build this framework by always maintaining a focus on the positive. Being receptive to things like feedback, changes, and challenges conveys an overall positive attitude to your higher-ups. It’s acceptable to communicate to your manager how you are trying to meet his or her expectations. At the same time, don’t hesitate to let him or her know that they, too, are doing a great job. And use your manager as a resource for advice and feedback. Creating a climate of validation and respect increases the likelihood that you will influence your manager when the time is right.

These guidelines do not offer a quick fix—if you have had a challenging relationship with your supervisor and want to influence them today, you’ll need more time to implement this framework. However, if you follow these guidelines over time, you’ll find that you will build relationships with your higher-ups in which your input and ideas are valued—ultimately creating a more rewarding working climate for you!