In our last blog post, we explored the 5 Ps framework (be present, pause, plan, prioritize and pivot) which helps leaders hone their skills while adapting to circumstances to ensure they are achieving the most optimal outcomes. 

This week, we are exploring a topic that comes up a lot in my practice. When we think about coaching in general, it’s easy to imagine the traditional top-down dynamic where leaders support, guide and mentor their teams. However, in today’s rapidly evolving business landscape, the ability to coach or influence upwards, across and down is a critical skill. 

This concept of “managing up” is a reality that most leaders face at some point in their career, and frankly is common for everyone, whether you are in a formal leadership position or not. We may all find ourselves in situations where we must try and gently coach and influence others either as a means of either supporting them or to influence a different way of thinking to help move the organization forward.   

For the sake of simplicity, we will look at it through the lens of leadership, but these best practices and approaches apply to all your interactions, no matter an individual’s title, rank or role.

Coaching or influencing others requires a nuanced understanding of situational awareness, team dynamics, emotional intelligence, and clear communication. Done right, it can help align your goals with those of the broader organization and foster a collaborative working environment. Here is how you can approach it strategically.

Understand Your Leader’s Style and Needs

The first step in coaching or influencing your leader is to understand their leadership style, priorities, and challenges. Every leader operates differently, so it’s important to tailor your approach accordingly. Consider the following questions:

Is your leader more hands-on or hands-off in their approach?

Do they prefer detailed reports or high-level summaries?

Do they tend to be data-driven, or do they rely more on instinct and experience?

Once you understand their preferences, you can better align your suggestions or coaching efforts with their expectations. For example, if your leader is highly data-driven, any suggestion you make should be backed up by clear evidence or metrics. Conversely, if they prefer a more instinctual or visionary approach, framing your ideas within the broader strategic context may be more effective.

Additionally, consider what your leader needs from you in terms of support. Are they overwhelmed with too many projects? Do they need someone to take ownership of certain initiatives? By identifying their pain points, you can position yourself as a solution provider, offering insights and ideas that will help alleviate their challenges.

Build Trust and Credibility

Before you can effectively coach or influence your leader, you must establish trust and credibility. Leaders, like everyone else, are more likely to listen to and take advice from someone they respect and trust.

One of the best ways to build credibility is by consistently delivering on your promises and producing high-quality work. When your leader sees that you are dependable and can execute effectively, they’ll be more open to your suggestions or feedback.

Open, honest and transparent communication is key to building trust. Keep your leader informed about the progress of projects, any potential roadblocks, and your plans to address them. This demonstrates that you are proactive and reliable.

Demonstrating that you are aligned with the organization's or department’s goals will help build trust. Leaders want to know that their team is working toward the same goals and objectives. Make sure your suggestions or coaching align with the key priorities.

Once you’ve established yourself as a reliable and trustworthy partner, your leader is more likely to view your coaching efforts as constructive and helpful.

Be Empathetic and Emotionally Intelligent

Leadership isn’t an easy path to take, and it comes with pressure to deliver results, manage teams appropriately, and meet the ongoing demands of the organization. Approaching your leader with empathy can make a significant difference in how your coaching or feedback is received.

Emotional intelligence plays a critical role in managing up. Be aware of your leader’s emotional state and stress levels and adjust your approach accordingly. If they are dealing with a particularly stressful situation, it may not be the best time to offer suggestions or feedback. Instead, offer support and demonstrate that you are there to help ease their burden.

On the other hand, if your leader is in a more receptive or reflective mood, it might be a good opportunity to present your ideas or offer feedback. Being attuned to their emotional state will allow you to approach them in a way that is considerate and well-timed.

Frame Suggestions as Collaborative Solutions

When coaching or influencing your leader, it’s crucial to frame your suggestions as collaborative solutions rather than criticism. Leaders may be sensitive to feedback, especially if it’s perceived as undermining their authority or expertise. Therefore, instead of saying, “I think we should do this differently,” try framing your suggestion in a way that fosters collaboration. For example:

“I’ve noticed that we’re facing X challenge. What do you think about exploring Y approach? I believe it could help us achieve our desired outcome.”

This approach acknowledges the leader’s authority while positioning you as a partner in problem-solving. It demonstrates that you are thinking about the team’s success and are invested in finding solutions together.

Use Data and Evidence

When influencing a leader, data and evidence can be powerful tools. Leaders are often responsible for making high-stakes decisions, and they are more likely to consider your suggestions if they are backed up by solid data and facts.

For example, if you believe that a certain process could be improved, gather relevant data to support your case. This could be in the form of performance metrics, industry benchmarks, or case studies from other organizations. By presenting a well-researched and evidence-based argument, you increase the likelihood that your leader will take your suggestion seriously.

However, it’s important to strike a balance between presenting data and overwhelming your leader with too much information. Keep your points concise and focus on the most relevant data to support your case, especially if you know the person is an analytical thinker and will want the data and facts to support your idea.

Offer Solutions, Not Just Problems

If you’re raising an issue with your leader, always come prepared with potential solutions. Leaders are often juggling multiple priorities, and simply pointing out a problem without offering a solution can add to their burden.

For example, if you notice a bottleneck in a workflow, instead of saying, “This process isn’t working,” try offering a specific solution: “I’ve noticed that X process is causing delays. What if we implement Y change to streamline it? I think it could improve efficiency by Z%.”

By coming to the table with solutions, you demonstrate that you are proactive and invested in improving the team’s outcomes. Leaders are more likely to respond positively when you offer actionable suggestions rather than just highlighting challenges.

Be Patient and Persistent

Influencing or coaching your leader is not a one-time effort. It requires patience, persistence, and consistency. Leaders may not immediately implement your suggestions, but that doesn’t mean your input isn’t valuable. Continue to build your credibility, offer thoughtful insights, and demonstrate your commitment to the team’s success.

It’s also important to recognize that your leader may have a broader perspective that informs their decisions. If they don’t take your advice, consider asking for feedback: “I noticed we didn’t pursue my suggestion. Could you share your perspective on why we chose a different approach?” This demonstrates a willingness to learn and adapt, and it may provide valuable insights for future discussions.

That’s a Wrap

Coaching or influencing your leader or anyone else inside or outside the organization is a delicate balancing act that requires self-awareness, empathy, emotional intelligence, and strategic thinking. By understanding individual style and needs, building trust, framing suggestions as collaborative solutions, and using data to support your case, you can positively influence others and contribute to your organization’s success.

Managing up, across or down is not about exerting authority but about fostering a partnership where everyone can thrive. 

What Are Your Thoughts?

We want to hear what your thoughts are on this topic of coaching upwards or influencing others. What other strategies or approaches are working for you that we have not covered in our summary?   

We would love to hear from you. Please reach out by emailing me at joanne.trotta@leadersedgeinc.ca or call me at 416.560.1806.

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