Communicating with Your

Superiors
ITLA 2005
Liz Groom
Information Systems Director
McAfee & Taft
Oklahoma City, OK
110 Attorneys, 225 users and 1 location
Communicating with your Superior

ƒ What do we hope to gain?

– Success?
– To get what we want
ƒ Is communicating with your superior
different than anyone else?
 Communication is easy, right?

ƒ 90% of all business problems are

communications problems
ƒ What makes it so hard
ƒ Good communication doesn’t come naturally
– Develop your own style
– Identify your strengths
• humor/attention grabbing
• writing/organization
– Assess and reassess often
• Is your supervisor is getting the information they need
• Is your staff clear about your expectations
IT / Management Communication Obstacles

Perceptions:
• I.T. professionals aren’t good communicators
• IT lacks knowledge of business objectives and strategies
Contributing factors:
• Our daily focus and prospective are different putting many of
us immediately at odds with management (email limits)
• I.T. isn’t an integral part of the primary business objective –
practicing law.
• Isolation and Segregation
Focus
ƒ It’s all about me?
ƒ What management wants
– Status updates –
• Give a quick glance of complete, in progress and on hold items
• Minimize their pain
– Heads up to possible issues
• Knowing what to report takes practice
• provide options with pros and cons of each
• Give your recommendation – after all you’re the one with the information and expertise
– To be kept abreast of what’s going on in the dept
– What’s on the horizon
ƒ What they don’t want
– They don’t want to know the day to day issues, staffing problems etc
– They don’t want to know every detail that you do
 Keys to clearer more productive
communication
ƒ Think Process - Not Event
ƒ Plan – think about each stage
Know your Audience
ƒ Take time to build relationship
– Learn their communication style
• You will have better success if you tailor/mirror
your style to theirs
– Learn about their interests and role in the firm
– Understand how they like information presented
Know your Purpose
ƒ Set clear goals for each conversation –Know
what outcome you hope to gain
– Do you want information?
– Do you want to persuade or “Sell something”?
– Do you want to deliver information?
– Are you looking for input or resources
ƒ Be “them” minded
Set the stage

– Place
– Timing
– Method of delivery
– Provide an agenda in advance
Think strategically
– Think about it from their perspective
– How should you present the information/ideas
– Find common ground that you can position your
proposal on
– Find and foster advocates for the cause Consider
Delivery Methods
– Don’t make assumptions regarding their knowledge
– Stay a step ahead
• Anticipate their reaction and be prepared to
answer any questions
Your Message
ƒ Deliver accurate information
ƒ Deliver the appropriate amount of detail for decision
making
ƒ Be prepared
– Provide backup information to help them know you’ve done your
homework
– Provide options and recommendations
ƒ Be Clear
– Say what you need to say clearly
– Use the appropriate language for your audience –
Don’t sabotage with too much Techno babble
– Let them know if action is required or expected of
Your Message (continued)

ƒ Be concise – respect their time

– prepare, summarize, and synthesize.
ƒ Be Timely
– Help management be prepared
– No one likes surprises or to be caught flat footed.
ƒ Be Relevant
ƒ Don’t promise what you cannot deliver
Listen (and assimilate)
ƒ Remember the 70 / 30 Rule
– Listen before you communicate.
– Listen while you are communicating.
– And listen after you communicate.
ƒ Let them know you were listening
– Ask relevant questions
– Take action on what you have learned.
Communicating Bad News
ƒ Shoot straight – be honest
ƒ Tell them what happened and why
– Build trust
• Was there a way to have avoided it?
• Trust isn’t based on you being perfect – show
you’re learning from the situation
ƒ Provide options and alternatives
 Dealing with Conflicts
ƒ Pick your battles
ƒ Have your facts straight
– Give enough time to make sure there really is a problem with the
decision
– Be sure to review the facts - make sure there where no
misunderstandings
ƒ Know what you want done to rectify the situation before you meet
ƒ State your wishes clearly and respectfully.
ƒ Don’t just complain, provide a solution.
ƒ Ask what management can do about the situation.
ƒ Get a commitment.
ƒ Compromise when necessary.