How can you get your manager to support you when solving a problem?

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Solving a problem at work can be stressful, especially if you feel like you don't have enough support from your manager. You may worry about how to approach them, what to say, and how to get their approval or feedback. However, there are some strategies you can use to communicate effectively with your manager and get their support when solving a problem. Here are some tips to help you.

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1 Identify the problem clearly

Before you talk to your manager, make sure you have a clear understanding of the problem you are trying to solve. What is the cause, impact, and scope of the issue? What are the possible solutions and their pros and cons? How does the problem affect your goals, deadlines, and performance? Having a clear and concise description of the problem will help you present it to your manager in a confident and professional way.

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Brad Horan

Business Consultant | Virtual CFO | Profit Hunter | Operations Optimizer | Growth Magnet
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A problem well put is half solved. - John Dewey. Getting to this point can be very challenging its OK to ask for help to get here. It's also valuable to discuss with others that it may be affecting to get different perspective of what is at the heart of the problem.

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2 Choose the right time and channel

Timing and mode of communication are important factors when you want to get your manager's support. Avoid interrupting your manager when they are busy, distracted, or in a bad mood. Instead, find a time when they are more likely to be available and receptive. You can also ask them when would be a good time to talk or schedule a meeting in advance. Depending on the urgency and complexity of the problem, you may choose to communicate via email, phone, or face-to-face. Email can be useful for providing background information and details, but phone or face-to-face conversations can be more effective for getting feedback and building rapport.

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3 Explain the benefits and risks

When you present the problem to your manager, focus on how solving it will benefit the team, the project, or the organization. Explain how your proposed solution will improve the situation, achieve the objectives, or save time or money. Also, be honest and realistic about the potential risks or challenges involved in implementing your solution. Anticipate any questions or objections your manager may have and prepare answers or alternatives. Showing that you have thought through the pros and cons of your solution will demonstrate your competence and credibility.

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Brad Horan

Business Consultant | Virtual CFO | Profit Hunter | Operations Optimizer | Growth Magnet
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It's a good idea to bring them into the conversation, are there any risks, impacts, benefits that you see from your perspective, or from a senior management perspective. Think about how your management team are incentivised. Do you see any other benefits in relation to xxx?

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4 Ask for feedback and support

After you have explained the problem and your solution, ask your manager for their feedback and support. Listen carefully and respectfully to their opinions, suggestions, or concerns. Acknowledge their perspective and show that you value their input. If they agree with your solution, thank them for their support and ask them what steps you need to take to proceed. If they disagree or have reservations, try to understand their reasons and address them calmly and constructively. Avoid arguing, blaming, or complaining. Instead, seek to find common ground and a mutually acceptable solution.

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5 Follow up and update

Once you have your manager's support and approval, make sure you follow up and update them on your progress and results. Keep them informed of any changes, challenges, or achievements along the way. Report on the outcomes and impact of your solution and how it solved the problem. Appreciate their support and guidance and ask for feedback on your performance. Following up and updating your manager will show that you are accountable, responsible, and committed to solving the problem.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Josh Renicker

Empowering businesses through strategic operations | COO at Energy Access Inc. | Director, Ambassador at COO Forum | Husband | Father | Leadership mentor | Speaker
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Add “we” and default to curiosity. In my experience, humans shut down quickest when they are “should”ed. Instead of telling someone (above or below in the org chart) the way something should be done; make it collaborative. Using language like “we can learn our way through this” or “in my experience, we found success with this approach” tends to add to a sense of ownership and buy-in. And there is a lot of power in asking the question “how do you FEEL about it?” In problem solving, it is often around thoughts and the question “what do you think”. If you want humans to support something, get them feeling for it and curious about how they can contribute.

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Brad Horan

Business Consultant | Virtual CFO | Profit Hunter | Operations Optimizer | Growth Magnet
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Asking for their "expert opinion" on something is a good way to connect. It shows the decision is yet to be formulated. When solved together is more likely to be accepted.

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How can you get your manager to support you when solving a problem?

1

2

3

4

5

6

1 Identify the problem clearly

2 Choose the right time and channel

3 Explain the benefits and risks

4 Ask for feedback and support

5 Follow up and update

6 Here’s what else to consider

Stress Management

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How can you get your manager to support you when solving a problem?

1

2

3

4

5

6

1 Identify the problem clearly

2 Choose the right time and channel

3 Explain the benefits and risks

4 Ask for feedback and support

5 Follow up and update

6 Here’s what else to consider

Stress Management

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