How can you balance assertiveness and diplomacy with senior management?

From the day I started my professional life and completing my fifty years as experience person I never had a chance to work with a boss who teach or train the juniors. Whatever I know is the blessings of Almighty Allah who bless me to keep respecting my associates and try to handicap the boss to a level where he look for you and not ignore or afraid from you. I believe that boss is always right as rule one. Rule two is if your boss is wrong just see the rule number one. Every employee has a pride and ego. But in employment pride and ego should not be the point of dispute or differences. Policies are made by management and implement is the responsibility of subordinates. So execute responsiblity in confidence of boss who is management.

In my experience as a team lead, finding a balance between diplomacy and assertiveness with senior management is a dynamic process that requires adaptability, self-awareness, and a willingness to learn and grow. By considering the specific context, understanding your audience, and aligning with organizational culture, you can navigate interactions with senior management effectively, building relationships while confidently expressing your ideas and advocating for your perspective.

Balancing assertiveness and diplomacy with senior management is a skill that can be honed over time. It's about effective communication, respect, and the ability to influence decisions while maintaining positive working relationships.

Clarity about Identity vs Intention is a vital key to know the balance between assertiveness and diplomacy. While Identity involves the people engaged in the discussion, Intention focuses on the result. Both are pivotal in a conversation especially if we are aiming for win-win.

Best way is not to reveal your ego cheaply and frequently rather cherish and nourish it calmly. You will only let it loose once your morality at the risk of falling apart. You have learn to “No” as is it sounds like “Yes”.Do not parade your stance off and on. Preserve it for the rainy day. Try to earn confidence of your senior management by being professionals. Make them believe you mean business. Do not trash talk. Always reflect your impartiality, intellectuality and maturity. Once you are able to establish your positive image, gradually you will earn their confidence and trust that eventually lead to a respectful relation.

Balancing assertiveness and diplomacy with senior management entails confidently expressing ideas while respecting their expertise. It involves articulating concerns respectfully, offering solutions, and actively listening to their insights. Effective communication, understanding their priorities, and adapting communication styles as needed fosters productive collaboration and decision-making.

Frame your statements using "I" to express your opinions and feelings, which can make your assertiveness sound less confrontational. For example, "I believe" or "I feel."

it's crucial to strike a balance. Clarity in Communication: Clearly articulate your thoughts and proposals. Use concise language to convey your message without ambiguity. Back with Data: Support your assertions with relevant data and facts. This adds credibility to your arguments and helps senior management understand the rationale behind your suggestions. Choose the Right Time: Be mindful of when you present your ideas. Choose appropriate moments, such as meetings or discussions, to raise concerns or share your perspectives. Active Listening: Acknowledge the input of senior management. Listen actively to their feedback and be open to constructive criticism. This demonstrates your respect for their opinions

Recuerde que la atención de las personas depende de aspectos conscientes e inconscientes; un mensaje claro, conciso y coherente es esencial para cautivar y mantener la atención en los procesos comunicacionales de toda índole.

-when talking to senior management, it might be helpful to use numbers which helps to be clearer and more specific, it is also very important to create a flow with context as some times you might be relating to some previous occasions or accidents, so it's very important to brief the past .

Timing is critical. Find an appropriate time to discuss important matters, avoiding rushed or inconvenient moments. Use private, one-on-one meetings when discussing sensitive or potentially contentious topics.

The most important factor is to be able to express yourself clearly and in brief. You need to be receptive to the signals to your communication. You must be aware of how you sound and your body language. Being and sounding supplicant is likely to generate mistrust. Choose your words with care and exert more caution not to appear eager to please. The purpose of your communication should be clear and show your will to stand by what you are expressing. Assertiveness creates trust and respect. Take this into consideration. How you talk when in a weak position shows your innate strength. Demonstrate a will to accept your mistakes or the possibility of you making mistake and be prepared to take responsibility. Build credibility every interaction

If you disagree with the direction a team is headed in, my first thought would be to assume cock-up above conspiracy. You won't be able to fully understand the context for decision making, or be in possession of all the facts. If in doubt ask yourself; will this move make more money or save money? Is it in line with the organisation's values? Is anyone clearly negatively impacted - by how much. Never make it personal. Speak up, ask the question and put your point across. Senior leaders may disagree, but nine times out ten they'll respect you for caring.

When we talk about deliverables and attaining the objectives set out, diplomacy can be a powerful and successful strategy in the overall toolkit. In my experience the greatest strength is to achieve the objective without alienating the other party . Thus each party walks away with something gained and not having lost everything.

Listening as much as speaking are essential for a better interaction with senior management. Give them your full attention, ask questions for clarification, and acknowledge their perspective. Flexibility, adaptability, and a authentic commitment to the organization's success are key to mastering this delicate balance. Use their input to continuously improve

Be an attentive listener, showing respect for senior management's opinions and perspectives. Acknowledge their viewpoints and seek to understand their concerns before presenting your own.

Pay attention to your body language, tone of voice, and facial expressions. Maintain eye contact and a calm demeanor to convey respect. Avoid defensive or aggressive body language, such as crossing your arms or raising your voice.

In my experience, while most managers want solutions and not problems, sometimes its easier to just share how something is affecting you, and ask the boss for advice on what you should do. One should still provide proposals on what to do, but be flexible to listen and accept alternative solutions. Do not be fixated on your solution which may be ideal for you but may cause other issues for your boss.

Much turns on state of the relationship and whether there is trust and a basic respect between the two parties. Friends and allies can and should be more candid with one another, whilst appreciating each has needs, interests, concerns and expectations. Paradoxically, treating somebody with whom one works closely with too much tact and diplomacy - or insincere deference- may actually produce distance. Not asserting oneself might perpetuate and reinforce distance and imbalance, especially in a relationship where one person has more formal power and position and the other less so. Inequalities in business relationships are a fact of life, but we should be attuned that such inequalities can lead to the truth of a situation not being recognised.

Get Aligned It's very important to align with the priorities and expectations of the senior management. Being able to translate one's viewpoint to a plane that the senior management can relate to, is key to putting your point across. Whether it be articulating your team's achievements or seeking additional project resources or even negotiating for a pay hike; relating it to the senior management's desired end-state goes a long way in putting your point across.

Trust. Involve. Delegate. If you're a manager who has just been promoted, trust the processes that have been carried out to date, without judgement, and from a perspective of continuous improvement. For an employee, it becomes complicated to have to justify all their work, without looking like they're trying to justify themselves. Trust in your employees' abilities and involve them in the strategy.