Senior leadership would ask for a status update, but I was left guessing about how much detail I should include, how much I should write and how I should present it. Photo: cxponent.com.
May Busch tackles the problem of updating the boss on your work — how much (or how little) to say and how to present it in a way that doesn’t leave them nodding off at their desk.
Do you struggle with updating senior leadership? If so, you’re not alone, because it is a problem I come across regularly in my coaching work, and one I struggled with in the early years of my career.
As an example, here’s a question I was asked recently:
“I’m often asked to provide status updates to senior leadership, but it’s a challenge to know what level of detail, format, and wording to use.
“It seems like I can never get it right and leaders aren’t always clear on what they want. How do I ask for more clarity on what they want in a high-level one-pager?”
In my time as a mid-level manager dealing with senior leadership, they’d ask for a status update, but I was left guessing about how much detail I should include, how much I should write and how I should present it.
If you include too much detail, they’ll lose patience and might not read to the end. Worse yet, they’ll see you as over-tactical and stuck in the weeds. Make it too brief and they’ll think you are trying to hide something.
So, the aim should be to write an update that’s succinct and to the point, that shows you’re a strategic thinker and strong communicator who understands what’s important to senior management.
What I’ve found is that senior leaders often can’t tell you what they want until they see it. They may not be able to tell you what ingredients go into the cake, but they know a great cake when they taste one.
So, continuing to ask for clarification ends up being frustrating for both of you — and that can’t be good for your career. Senior leaders expect you to be resourceful enough to work it out without them having to spell it out.
Instead, here are three things you can ask (and do):
Who’s the audience and what’s the purpose? Ask who will be reading the one-pager and how it will be used. Is it for the board, your senior manager’s files, or something else?
Knowing your audience helps you frame your write-up.
Think about what they care about and the results that matter most to them. Then consider the purpose: Is this a ‘’for your information’’, a paper trail, or a pitch for the project?
Audience and purpose together will tell you most of what you need to know.
Who does this well, and are there examples? If they can’t articulate what a great one-pager looks like, ask them to share an example or two, or point you to someone who does this well.
If they draw a blank, talk to trusted peers who’ve either worked with that leader before or produced something similar for a senior audience. This is where leveraging your network of relationships can really pay off.
You’ll learn more from one good example than from more conversations with your leader about what they might want.
Can I share a draft outline first? Instead of polishing something that could be way off the mark, offer to share a rough outline or mock-up within 24 hours.
Position it clearly as an early draft, not the final cake. Speed matters more than perfection at this stage. The goal is to get feedback before you invest significant time.
If you have a mentor you trust, run it by them first (confidentiality permitting).
Once you’re ready, keep these principles in mind.
Concise: Use the minimum information needed to make your point.
To the point: Lead with the conclusion, then support it briefly. Leave out process details unless something about your approach is genuinely innovative.
Easy to absorb: Use bullet points, bolded sub-headings, and visuals. Make it scannable. No long, dense paragraphs.
These apply to any senior-level communication. The more senior the audience, the more all three of these matter.
Knowing what senior leaders want is one thing. Communicating it in a way that lands is another.
Done well, updating your boss is one of your career ‘’secret weapons’’ because it’s a great opportunity to be more visible to the people who matter.
May Busch works with good people who want to advance their careers and make the difference they’re meant to make in the world — without sacrificing their values in the process. She is the author of VISIBLE: How to Advance Your Career without Playing Politics, Selling Your Soul or Working Yourself into the Ground. Contact May at [email protected].
