Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command

Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command
Duration: 60 Minutes
Module 1Module 1
Recorded on: 2023-05-09
Unit 1Presentation Materials: Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command
Unit 2Transcript: Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command
Unit 3Workbook: Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command
Unit 4Recording: Communicating with Executives, Supervisors, and Managers: Selling Your Ideas Up the Chain of Command

Managing up refers to managing an employee’s relationship with their supervisor or manager by adapting a work approach that caters to the supervisors’ needs through communication. This session focuses on the how of communicating with executives, managers, and supervisors and the art of selling ideas up the chain of command.

Al Cobos, the primary consultant and owner of Dychelon LLC, leads this webinar. Al has over three decades of law enforcement experience with the Los Angeles County Sheriff’s Department (LASD) where he trained and developed employees of different ranks.

Specifics that Al discussed include:

  • The calling to be of service to the community for those working in public safety extending to helping people within the organization as individuals progress in their careers.
  • How taking ownership of one’s responsibilities can lead to influencing the rest of the organization.
  • The primary barriers to influencing management and supervision in terms of skills, reputation, risk-aversion, and job responsibilities and organizational purpose.
  • Applying Maslow’s Hierarchy of Needs to the subordinate-to-supervisor relationship, and the subordinates’ role in supporting their supervisor’s progression by:
    • Making their job easier, providing critical information, and establishing trust.
    • Helping supervisors maintain connections with the workforce as they move up the ranks by keeping them informed.
    • Contributing to supervisors’ esteem by recognizing their contributions and positive impact on the organization.
    • Supporting supervisors’ self-actualization by sharing skills and experience, especially in the case of younger supervisors or middle managers who may lack these.
  • How subordinates managing up their superiors impacts the workplace.
  • How subordinates can effectively influence their superiors and management through…
    • Establishing a foundation of genuineness and trust, supported by commonalities in terms of beliefs and goals and listening to understand what’s important and the goals.
    • Sincere execution that emphasizes listening to determine operational parameters, validating goals and concerns surrounding it, critiquing positioned as questions, and validating again for shared beliefs and goals to move towards self-actualization.
  • The importance of creating a culture of trust that takes into account concepts of intellectual curiosity, differing perspectives, conflict management, and actively playing a role in creating trust.
  • The purposeful process and questions to build good relationships and provide a safe environment to propose ideas through intent, conversation, relationship building, and results.
  • Additional tips include gathering information from those around the executive and introducing an idea before the formal proposal, persisting after initial rejections, and having sincere intentions to improve the organization.
  • The value in subordinates offering ideas to supervisors and executives and what it means to pass up on such opportunities.
  • How starting with small wins and progressing towards more challenging and bigger projects is the key when it comes to this.

Points raised during the Q&A are about:

  • Using onboarding questions to engage subordinates who are defensive and resistant to criticism.
  • Workaround to get a message to someone two levels up the chain if your immediate supervisor fails to pass along ideas and pertinent information.
  • Ensuring introverts have their voices heard by establishing ground rules.
  • Getting professional staff a seat at the table when decisions made by sworn executives impact their work.



Other Webinars with this Presenter


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Audience Comments

  • “I’ve not seen this subject matter addressed before. It was interesting.” — Lynell
  • “The way that introverts can be heard in a room full of loudness.” — LaTanya
  • “The Maslow Hierarchy of Needs and how to establish a foundation of trust was huge to me.” — Alejandra
  • “Presenting ideas several times before the actual scheduled meeting. Setting ground rules when meetings are conducted. Creating a safe environment refers to Maslows Hierarchy of Needs.” — Ane
  • “I was engaged with the information presented. Very informative and valuable information that also directed the learner to self-reflect in their journey to sell up ideas. I took notes! excellent presentation.” — Reina
  • “Take full advantage of your seat at the table and put ideas out there before you actually get to present them.” — Sheri
  • “I loved it all! Thank you JCH and thank you, Mr. Cobos. Looking forward to your next webinar.” — Kathy
  • “The introvert part- has a personal application. It was all great though, thank you. I’m a new employee working remotely so I have to tread cautiously bc it takes longer to build trust.” — Kirsten




Additional Resources
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