9 phrases to help you build trust with your boss

These go-to phrases — and the actions you take to back them up — convey to your boss that you’re conscientious, proactive, and strategic. They also show you have your boss’s and organization’s best interests in mind.

1. “I want to be sure we’re aligned on this.”

Use it: When you want to understand your manager’s expectations.

What’s one of the fastest ways to turn your boss into a micromanager? Miss their expectations. The problem is, when bosses assign work or share news, they don’t always take the time to explain what they want — and sometimes they aren’t even sure what they want. When you take the initiative to seek clarity, you show that you care about delivering for them and getting things right down to the details.

Depending on the situation, you might check for understanding by adding your interpretation of what they want and/or get details by asking an open-ended question.

Examples:

• “This is some big news, and I want to be sure we’re aligned on messaging. The two main points for my team are that this reorganization will help us focus on delivering new features for clients and that we expect the new logistics system to increase efficiency by 20 percent. Do I have that right? What would you add or change?”
• “Thank you for the opportunity to work on this account. I want to be sure we’re aligned on success criteria. Could you share more about what your ideal outcome looks like?”

2. “I have concerns about that approach. Here’s why …”

Use it: When you want to protect your boss or the organization from a potentially damaging misstep.

You wouldn’t want your direct reports to withhold information that could prevent you from making a poor decision, and your boss probably feels the same way. Speaking up about your concerns shows that you’re an engaged collaborator who wants your boss and organization to succeed, not a passive yes-person.

Cautions: Choose your setting carefully — in private is often best, especially if you’re questioning your boss’s idea or a company strategy. And along with your critique, share your rationale for why and make an alternate suggestion; otherwise, you may just frustrate your boss or lose their ear in the future.

Examples:

• “I have concerns about delaying hiring until the new fiscal year. Here’s why: Realistically, the new person won’t get started until the second quarter, which will be too late to have a meaningful impact on the Kimball project. Here’s what I propose instead …”
• “I have concerns about the executive team’s new market strategy. Here’s why: It seems to run counter to the industry trend of outsourcing. Could you share a bit more about the thinking behind the strategy? If it’s helpful, I could share some industry data.”

3. “How can I help support this decision?”

Use it: When your boss makes a call, especially one that could generate resistance or that you expressed disagreement about.

Once your boss makes a decision, you’re the one responsible for enacting it with your team — regardless of whether you agree with it. Using this phrase is like extending an olive branch, showing that you’re committed to helping a potentially unpopular idea succeed and won’t fall prey to the common trust-killing habit of bad-mouthing or undermining your boss’s decisions.

Examples:

• “I may have argued for a different choice, but I see why you went in this direction. Now that we know what we’re doing, how can I help support this decision?”
• “I know that was a challenging call and that it may be difficult to get the whole department on board with these next steps. What are some ways I can help support this decision?”

4. “I want to make you aware …”

Use it: When a potentially concerning situation arises or seems likely.

Bosses tend to hate surprises (unless they involve cake and balloons). When you promptly inform your boss of problems, you prevent them from being blindsided and give them time to formulate appropriate messaging for their own boss and other higher-ups.

You can use this versatile phrase whether the issue has already happened, is happening, or seems likely to happen. And whether you have handled it already, you have an idea and want a sounding board, or you have no clue how to proceed.

Caution: Neediness erodes trust, so keep your manager well-informed but do what you can to handle the situation or devise possible solutions before asking your boss to invest time and energy on the matter. You want to come across as a confident professional with a plan — or at least a confident professional in need of collaboration to build that plan.

Examples:

• “I want to make you aware that our server went down yesterday afternoon. We dropped everything to fix the problem, but clients lost access for 45 minutes. I’ll send you an email detailing what happened and what we’re doing to ensure it won’t happen again.”
• “I want to make you aware of our campaign results from last month. They were down 20 percent. My strategy to revisit old contacts didn’t work. I met with the team to come up with some approaches we could take next month. Could we connect for a few minutes to discuss them?”

5. “I have an idea for how we can address this issue.”

Use it: When you want to contribute your best thinking to resolve an issue your manager cares about.

Speaking up when you see a way to help your boss remove obstacles and meet goals could earn you the coveted reputation as a proactive problem-solver — the type of person your boss seeks out for advice or help.

Cautions: Make sure the issue is one your boss cares about, or your boss may tune you out. Also, offer your idea as one to be considered, not the only correct answer. Collaboration is a key component of trust building — overconfidence is not.

Examples:

• “Ever since you mentioned it in last week’s meeting, I’ve been thinking about how we could increase production to hit our new quarterly target. I have an idea for how we can address this that I’d like to share in our 1-on-1.”
• “I’ve noticed a lot of turnover in our department lately, which interrupts productivity and causes a lot of stress. I have an idea for how we can address this issue, and I’d like to it run by you when you have time.”

6. “Let me explain how this could benefit the team/company.”

Use it: When you make a request or advocate for an idea.

You may have urgent needs and worries (e.g., my team is overloaded — we need to hire someone now!). But when you explain them in terms of your boss’s and organization’s interests — rather than your own — you signal that you’re a team player who keeps the big picture in mind. Your boss will also be more receptive to your requests and ideas.

Caution: Be succinct and use facts and data to back up your points. Your boss is less likely to take vague or long-winded proposals seriously.

Examples:

• “I recommend we make that new hire now. Let me explain how it would benefit the team. Here’s my analysis of our ability to meet our yearly goal with the extra help versus without.”
• “Shortening our approval process would benefit the company by allowing us to process contracts and collect fees more quickly.”

7. “If it’s OK with you, I’d like to take that on.”

Use it: When your manager or peers could use extra support.

When you offer to ease your boss’s burden, you’re showing initiative and commitment to them and the organization. They, in turn, may begin to see you as helpful or even indispensable. Depending on the situation, it might be more appropriate to ask if you can ease a specific burden (e.g., “Would you like me to take on that task?”) or ask generally how you can help (e.g., “Given the circumstances, how can I be most helpful?”).

Caution: Before volunteering for more work, consider everything you’re already committed to. Can you deliver on it all without sacrificing your management responsibilities or personal life? Be sure you can answer yes before making an offer.

Examples:

• “I heard that Jamilla resigned yesterday. I understand the strain that puts on our ability to meet our goals. If I shift a few things around, I could manage a couple of her clients while you hire her replacement. If it’s OK with you, I’d like to take that on.”
• “I’ve been thinking about how you want to highlight our biggest client wins. We could put together a short presentation with audio testimonials from key clients. If it’s OK with you, I’d like to take that on.”

8. “I’d like your input on how I could do better at X.”

Use it: When you want to indicate your desire to improve, perhaps in an area where you’re weak.

Giving redirecting feedback is never fun, even for experienced executives. When you make it easier for your boss by asking for their candid thoughts, you’re showing respect for their expertise and confidence that they’ll level with you. The term “feedback” can feel loaded — like you’re asking for a formal performance review. To make the conversation less stressful, consider asking instead for “input” or “advice” and, if appropriate, asking what’s going well in addition to what you can improve.

Caution: Ask for feedback only if you’re ready to receive it with gratitude and act on it.

Examples:

• “Since this is my first time leading a project like this, I’d like your input on what’s going well and what I could do better.”
• “This is the second quarter that I’ve run over budget. I’d love your advice on how I could do better at forecasting. Could I explain my approach in our next 1-on-1 and get your input?”

9. “I’d like to learn how to do X.”

Use it: When you want to show your desire to grow professionally and contribute more to your organization.

Good bosses want their team leaders to grow and feel engaged, but the subject often takes a back seat to day-to-day demands. When you drive your own development, your boss knows that you won’t let yourself stagnate, you’re interested in doing more — and you’ll probably stick around to do so.

Caution: Before requesting new learning opportunities or responsibilities, be sure you’ve developed at least solid competence in your current role. Otherwise, your boss could think you’re overeager or lacking in self-awareness.

Examples:

• “Eventually, I’d like to learn how to do our market analysis — that would not only help us in client presentations but also let me think more strategically about which customers we should focus on.”
• “I’ve noticed that great presenters can capture the whole room’s attention for a long period of time. I’d like to learn how to do that. Can we spend part of my 1-on-1 discussing how I can build my presentation skills?”

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