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Leading Up the Chain of Command: Influencing and Earning Trust from Senior Leadership

Writer's picture: Kirk CarlsonKirk Carlson

Title: Leading Up the Chain of Command: Influencing and Earning Trust from Senior Leadership

Introduction

Leadership is often perceived as a top-down approach, where a senior manages a team of subordinates. While this traditional model is indeed an essential aspect of leadership, another critical element is often overlooked—leading up the chain of command. In today's complex and ever-changing organizations, employees at all levels must also be able to influence and earn the trust of their seniors in the hierarchy. This article will discuss the importance of leading up the chain, the strategies for doing so, and the benefits of aligning with the organizational vision.

Understanding the Vision

Effective upward leadership begins with understanding senior leaders' vision and strategic objectives. This understanding requires active listening, asking questions, and seeking clarification when necessary. By grasping the broader goals and direction of the organization, employees can better align their work and decision-making with these objectives. Furthermore, understanding the vision allows employees to anticipate the needs and expectations of senior leaders, which is essential for establishing credibility and trust.

Aligning and Prioritizing

Once employees comprehend the organizational vision, they must align their work and prioritize the most critical information for their senior leaders. This alignment requires employees to synthesize vast amounts of data, filter out noise, and present only the most relevant and strategic insights. By doing so, employees demonstrate their ability to grasp complex issues and focus on what truly matters. In addition, effective communication is crucial, as it ensures that the correct information reaches the right people at the right time.

Influencing Decisions

To lead up the chain of command, employees must be able to influence senior leaders' decisions. This influence can be achieved through various means, including presenting well-researched and compelling arguments, demonstrating the potential impact of different choices, and sharing success stories from similar situations. It is essential to remain assertive but respectful, as senior leaders may have more experience or information that could impact decision-making. By influencing decisions this way, employees can help ensure that the organization's strategies are sound and well-informed.

Securing Resources and Training

Employees must also convince senior leaders to allocate the necessary resources and training to achieve organizational goals. This process involves making a solid case for the importance of these resources and demonstrating how they will contribute to the organization's overall success. By securing resources and training, employees can equip themselves and their teams with the tools to solve problems, accomplish their mission, and ultimately win.

Earning Trust

Finally, leading up the chain of command requires employees to earn the trust of their senior leaders. Trust is built over time through consistent performance, reliability, and integrity. By demonstrating that they can deliver results and work in the organization's best interest, employees can establish themselves as valuable partners to their senior leaders. As trust grows, employees are more likely to be given increased responsibility, autonomy, and opportunities for professional growth.

Conclusion

Leading up the chain of command is just as vital as leading down. Employees can become influential upward leaders by understanding and aligning with the organizational vision, prioritizing information, influencing decisions, securing resources and training, and earning trust. This form of leadership benefits the individual employee and contributes to the organization's overall success. Embracing upward leadership can lead to more strategic decision-making, better resource allocation, and increased trust and collaboration throughout the organization.

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