Most people think effective communication is about what you say.
In reality, it is far more about when, how, and to whom you say it.
A useful working definition of effective communication is:
Saying the right thing, to the right person, at the right time, in the right place, in the right way, for the right reason.
You won’t get all six right every time.
But the closer you get, the more likely your message will be heard, and acted upon.
And no where does this matter more than when you’re communicating upwards.
Start with research
Before you speak to a senior leader, do your homework.
Not in a formal sense; in an observational one.
Ask yourself:
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When do they arrive and leave?
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When do they seem most focused or most relaxed?
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Do they prefer email, text, or face-to-face?
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Do they like information in advance, or in the moment?
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What irritates them? What energises them?
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How do they work with their executive assistant?
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What are their current priorities, and how does your message connect to those?
This isn’t politics.
It’s respect for the listener.
You’re not trying to manipulate the moment. You’re trying to choose the moment that gives your message the best chance of landing.
Speaking truth to power
Despite what people sometimes think, most high-performing leaders want the truth.
They want:
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Different perspectives
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Early warnings
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Better ideas
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And people who are prepared to think for themselves
There are exceptions, of course. Some people have authority without leadership. But in general, strong leaders value candour.
The key is this:
Speak truth to power; but do so with timing, judgement, and respect for how power actually operates.
When you’ve done your research on timing, channel, and priorities, you dramatically increase the chance that truth will be welcomed rather than resisted.
How this looks in practice
1) When email is the right channel
Let’s say you want funding for a special project.
Your email might look like this:
Subject: Reducing time-to-market on Project X / 7 minutes
X,
You mentioned in our last LT meeting that reducing time-to-market for Project X is a priority.
I’ve developed some ideas on how we could achieve this by re-directing part of our supplier network.
Would you be open to a 7-minute conversation via Elly so I can outline the thinking?
Thanks,
P
2) When a brief live interaction is better
If you think a quick conversation, in the corridor or at a work event, is more effective, structure it.
Use:
Attention → 30 seconds → Open–Middle–Close
Open
“X, have you got 30 seconds?”
Middle
“You said at the last LT meeting that reducing cost on Project X was a priority. I’ve developed some ideas using our supplier network.”
Close
“Could I book seven minutes via Elly to walk you through them?”
Why 30 seconds?
Because people will agree to 30 seconds.
They hesitate at a minute.
3) How you show up matters
In chance encounters with senior people:
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Get to the point
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Use a clear, steady voice
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Project calm confidence through your face and posture
One of the fastest ways junior executives lose senior attention is by:
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Taking too long to get to the point
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Sounding tentative or apologetic
Senior people don’t need deference.
They need clarity.
Own the Conversation
Over the next seven days:
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Choose one senior person you need to influence
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Observe how they operate; their rhythm, preferences, and priorities
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Log what you notice
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Use it to time and frame your next interaction more intelligently
Communicating upwards isn’t about politics.
It’s about respecting how power, attention, and decision-making really work and choosing to engage with a senior person with those things in mind.