It's important to develop a good reputation for up-management - to show bosses that you can handle stuff on your own and only escalate matters when you truly need a more senior manager to help. It's also important to show that you can take something to the right level for resolution. Don't bother a GM when a Senior Director will do. Don't bother a SVP when a plain old VP will do. But that's a topic for another post.

I developed the following template while I worked for John Yuzdepski. He understood that service goes downward in management and he encouraged us to communicate to him, how he could be of service to us. I've used the template I developed for communicating with John as a way to train my staff to better up-manage. It's important not to expect people to do this intuitively. Generally, their only up-management training came when as a child they learned how to manipulate parents to get what they wanted. Manipulation isn't the result we're after. Understanding the correct level to make decisions and how to ask for senior intervention, is what we are looking for. Here is the template...

To: John
From: David
Subject: An issue I'd like your help with

Background

A paragraph (or two) explaining the background. Focus on information the executive doesn't already know.

Issue (or Problem)

Describe the precise issue or problem. There may be a web or linked issues or series of cause and effect that needs description but try to keep it brief and to the point.

Proposal (or enumerated options)

Describe how you'd like to solve the problem, or a set of alternatives. Describe the pros and cons to the proposal or set of options.

Action (or "What I'd like you to do for me today")

Describe precisely how you would like the executive to help you. What action do you want them to take, or what decision are you asking them for. Make the request actionable, or explicitly state that you need the executive to escalate the matter and help them identify which level is appropriate.

When I first hand out this template at a team meeting, it is amazing to watch the faces of the team members. They don't quite believe it is real. I then wait for the first one brave enough to actually try it. It can take weeks but eventually someone will try it. And then the relief on their face when they realize that it actually works. Gradually the word spreads. Using a formal template makes the sender think harder. It makes them realize that this is an official memo. It also cuts down on over-communication and noise in your inbox. Too often team members will copy you on every email - stuff you don't need to read. Sometimes, something important will get missed. Seize such an opportunity to educate people that they have to tell you when they want your help - your not psychic! Introduce the template. Noise in your inbox will drop off.

[Warning: And finally, don't try this on bosses who fundamentally don't get the idea that the service model goes down. One guy I worked for would yell, "Stop telling me what to do!" You have been warned.]