\n Cho Kyung-ik, Legislative Affairs Officer, Seoul Metropolitan Council. Provided by Seoul Metropolitan Council
\n <\/figcaption><\/figure>\n<\/div>\nEffective communicators are valued everywhere. At work, employees who handle reporting\u2014a vertical form of communication\u2014well earn praise and their supervisors’ trust. How do you deliver a report that draws compliments? Shift from the reporter’s perspective to the supervisor’s. Drawing on my experience, I offer the \\”2 Dos, 3 Don’ts\\” rule for effective reporting.<\/p>\n
\\”2 Dos, 3 Don’ts\\” means do two things and avoid three. The two essentials: lead with the main point (a deductive approach) and state your own recommendation. The three don’ts: don’t interrupt your boss, don’t talk more than your boss, and don’t try to teach your boss.<\/p>\n
First Do: Lead with the conclusion. When you brief a supervisor, state the core point or conclusion first\u2014just as you would in a written brief. The higher the rank\u2014mayor or district chief\u2014the more important this is. Managers who receive many daily briefings want efficiency. From a busy supervisor’s perspective, put the key information up front.<\/p>\n
When a direct report begins with the conclusion, the supervisor is likely to ask why. That’s the moment to explain the reasons logically, broken into a few clear points. If the supervisor already understands the context and shares the same core view, the exchange can end quickly.<\/p>\n
Second Do: State your recommendation clearly. Sometimes subordinates ask, \\”Manager, what should I do?\\”\u2014a request for help. That can be understandable, but it can also be frustrating. Some supervisors read it as a passive stance\u2014willing only to follow orders\u2014or as shifting responsibility upward.<\/p>\n
Even without full confidence, it’s better to say, \\”I recommend doing X for these reasons.\\” A supervisor can’t know everything; after hearing your explanation, they can make a reasoned decision.<\/p>\n
First Don’t: Don’t cut off your supervisor. Listening is the foundation of communication. Even if you think the supervisor’s facts are off, resist interrupting and listen to the end. It’s jarring when a subordinate blurts out, \\”Boss, that’s not it…\\” while the supervisor is explaining. Repeated interruptions can provoke anger.<\/p>\n
Second Don’t: Don’t talk more than your supervisor. Being labeled \\”talkative\\” rarely helps at work. The same applies to briefings: present only what’s necessary and organized. If you volunteer needless detail the supervisor didn’t ask for, you’ll confuse them and dilute the report’s focus. If a longer explanation is required, ask, \\”May I add one more point?\\” before continuing.<\/p>\n
Third Don’t: Don’t brief as if you’re teaching your boss. This mistake often stems from assuming the supervisor knows less. In practice, the three don’ts can occur together: a supervisor doesn’t grasp the report, a subordinate interrupts, then talks more to press the point\u2014ending up in a teach-the-boss posture. Avoid that; it risks challenging the supervisor’s authority.<\/p>\n
There is no single correct way to report. Supervisors prefer different styles, so adapt your briefing to theirs. Still, following the 2 Dos and 3 Don’ts will help you become a stronger communicator. When you and your supervisor communicate well, difficult briefings become easier. Cultivate good reporting habits.<\/p>\n
Cho Kyung-ik, Legislative Affairs Officer, Seoul Metropolitan Council chokyungik@naver.com<\/p>\n","protected":false},"excerpt":{"rendered":"
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