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Effective communicators are valued everywhere. At work, employees who handle reporting—a vertical form of communication—well 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.
\”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.
First Do: Lead with the conclusion. When you brief a supervisor, state the core point or conclusion first—just as you would in a written brief. The higher the rank—mayor or district chief—the more important this is. Managers who receive many daily briefings want efficiency. From a busy supervisor’s perspective, put the key information up front.
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.
Second Do: State your recommendation clearly. Sometimes subordinates ask, \”Manager, what should I do?\”—a request for help. That can be understandable, but it can also be frustrating. Some supervisors read it as a passive stance—willing only to follow orders—or as shifting responsibility upward.
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.
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.
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.
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—ending up in a teach-the-boss posture. Avoid that; it risks challenging the supervisor’s authority.
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.
Cho Kyung-ik, Legislative Affairs Officer, Seoul Metropolitan Council chokyungik@naver.com
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