Managing up: using diplomatic language with seniors
1
Think about these questions before reading. Share your ideas with a partner.
- Think about a time you had to share some difficult news or a potential problem with a manager or teacher. How did you approach the conversation, and what was the outcome?
- In your culture, what are some common ways people show respect or soften their language when speaking to someone in a more senior position? How might this differ from communicating with a peer?
- Imagine you disagree with a decision your manager has made. What factors would you consider before deciding whether to voice your opinion, and what would be the most effective way to do it?
2
Flagging a Project Issue
Listen to the dialogue. Notice how the vocabulary and grammar from the lesson are used.
3
Answer these questions in your own words. Support your answers with evidence from the article.
01What is the main communication skill explored in the article, and in what context is it most relevant?
Sample answerThe main skill is using diplomatic language. It's particularly relevant in a business context when you need to communicate with senior colleagues or managers in a polite and respectful way.
02What types of words does the article highlight as important for business communication?
Sample answerIt highlights a mix of vocabulary, including nouns like 'stakeholder', verbs such as 'anticipate' and 'frame', and adjectives like 'proactive'. These are all considered B2-level terms.
03According to the article, how do modal verbs like 'could' and 'might' affect the tone of a conversation with a senior colleague?
Sample answerThey help to soften the language, making it sound more polite and less direct. Using them shows respect and is a key part of being diplomatic, rather than just giving orders or stating things too strongly.
04Why are the skills mentioned in the article particularly useful for the practical situation of updating a manager about a project problem?
Sample answerBecause when you're delivering bad news or discussing a problem with your boss, you need to be careful with your words. Using diplomatic language and modals helps you present the issue and suggest a solution without causing panic or sounding disrespectful.
4
Key vocabulary for professional communication
Vocabulary
These expressions will help you communicate more diplomatically and effectively at work.
Examples
give someone a heads-up — to warn someone that something is going to happen, so they can be prepared.
Usage note: This is a common semi-formal phrase. It's a friendly but professional way to introduce a potential problem gently, for example: 'I wanted to give you a heads-up that the client meeting might run late.'
run something by someone — to tell someone about an idea or plan so that they can give you their opinion or approval.
Usage note: This is a great way to show respect for a manager's opinion. It's softer than asking directly for permission. For example: 'Before I contact the supplier, could I quickly run my email by you?'
flag a potential issue — to mention something to draw attention to it as a possible problem or concern.
Usage note: Use this in professional contexts to sound proactive and responsible. It's less alarming than saying 'there's a big problem'. You can also 'flag a concern' or 'flag a risk'.
be on the same page — to have a shared understanding or be in agreement about a situation.
Usage note: This idiom is very common in team settings. It's often used as a question to confirm alignment: 'Let's quickly review the plan to make sure we're all on the same page.'
a viable alternative — a different plan or option that is practical and likely to succeed.
Usage note: This is a formal and professional phrase, perfect for suggesting solutions. It shows you have thought carefully about the options. For example: 'The first approach is too costly, but I think I have a viable alternative.'
5
Complete the sentences with words from the box. One word is extra.
Word bank
01Just wanted to give you a quick that the client meeting has been moved to 3 PM.
02Before I present this to the board, could I the main points by you for a quick review?
03I think it's important to this as a potential issue now, before it becomes a major problem.
04Let's meet tomorrow to ensure we are all on the same about the project's strategic objectives.
05The initial plan isn't working, so we need to come up with a alternative.
6
Grammar: The passive voice for diplomatic communication
Grammar
In professional settings, we often use the passive voice to sound more objective and formal. It allows us to focus on an action or event itself, rather than on the person responsible, which is useful for being diplomatic, delivering sensitive news, or avoiding blame.
Examples
Unfortunately, a mistake was made in the final calculations.
This focuses on the mistake, not who made it. It's more diplomatic than saying, 'Someone made a mistake'.
It has been decided that the deadline will be moved to next Friday.
This structure is common for formal announcements. It sounds official and removes the focus from the specific people who made the decision.
This issue should be addressed before the client meeting.
Here, the passive is combined with a modal verb ('should') to suggest a necessary action without ordering a specific person to do it.
Key points
- Use the passive voice to focus on the action, not the agent (the person doing it).
- It is often formed with a form of 'to be' + past participle (e.g., is done, was seen, has been decided).
- Be careful not to overuse it; the active voice is often clearer and more direct when diplomacy is not required.
7
Correct the sentences
Read the sentences below, which are related to communicating at work.
Each sentence contains one error. Find and correct it.
01Before I present the idea to the board, I'd like to run it through you first.
Corrected version
Before I present the idea to the board, I'd like to run it through by you first.
02It's important to take a proaction approach to problem-solving rather than just reacting.
Corrected version
It's important to take a proaction proactive approach to problem-solving rather than just reacting.
03You should to flag this potential issue with the project manager immediately.
Corrected version
You should to flag this potential issue with the project manager immediately.
04I just wanted to do you a heads-up that the client has moved the meeting to Friday.
Corrected version
I just wanted to do give you a heads-up that the client has moved the meeting to Friday.
05Ensuring all the key stakeholders is on the same page is my top priority for this week.
Corrected version
Ensuring all the key stakeholders is are on the same page is my top priority for this week.
06We didn't anticipate for such a positive reaction from the client.
Corrected version
We didn't anticipate for such a positive reaction from the client.
07I think it's important to get feedback from every single stakeholders.
Corrected version
I think it's important to get feedback from every single stakeholders. stakeholder.
08We need to find a viably alternative to the current software before the end of the month.
Corrected version
We need to find a viably viable alternative to the current software before the end of the month.
8
Useful phrases: discussing a project challenge with your manager
Vocabulary
When you need to tell your manager about a problem, it's important to be clear, proactive, and diplomatic. These phrases will help you frame the issue constructively and work together to find a solution.
Examples
Do you have a moment to sync up about the [Project Name] project? I've run into a potential hurdle. — A polite way to open the conversation and introduce the topic.
Register: Neutral. Use this to start the conversation in person, on a call, or via instant message. 'Sync up' is a common business term for 'get on the same page', and 'hurdle' is a good synonym for 'problem' or 'obstacle'.
I'm a bit concerned that our current approach might not deliver the results we're aiming for. — A diplomatic way to state the problem without sounding negative or blaming anyone.
Register: Neutral/Formal. This softens the bad news. You can replace 'current approach' with specifics like 'timeline', 'budget', or 'strategy'.
I've already done some thinking on this and have a couple of ideas on how we could move forward. — Shows that you are proactive and have come with solutions, not just problems.
Register: Neutral. Use this right after you've explained the problem. It positions you as a capable problem-solver.
I was wondering if we could explore the possibility of [suggested solution]. — An indirect and respectful way to propose your solution.
Register: Neutral/Formal. This is much softer than saying 'We should...'. It invites discussion rather than demanding a decision.
I'd really value your perspective on this. — A great way to ask for your manager's opinion and show you respect their experience.
Register: Neutral/Formal. Use this after you've presented the problem and your potential solution. It makes the conversation collaborative.
Okay, that's a clear path forward. I'll [action point] and circle back with you by [timeframe]. — Confirms the agreed-upon plan and sets clear expectations for the next steps.
Register: Neutral. Use this to end the conversation. 'Circle back' is a common business idiom that means to follow up or get in touch again later.
9
Communicating challenges at work
Read the passage about how to approach a manager with a potential problem.
Fill in each blank with the correct word from the word bank.
Word bank
When you encounter a challenge at work, it's best to be proactive rather than waiting for it to become a major problem. A good first step is to your manager a heads-up so they aren't surprised later. You should clearly the potential issue without causing unnecessary alarm. Before the meeting, it's wise to your proposed solution by a trusted colleague to see if they think it's a alternative. The ultimate goal is to ensure everyone is on the same and aligned on the next steps.
10
Discuss these questions with a partner. Try to use vocabulary from the lesson.
- Some people believe it's always best to flag a potential issue as soon as you spot it, even without a solution. Others argue you should only raise a problem when you can also propose a viable alternative. Which approach do you think is more effective, and why?
- Thinking about your own culture, how common is it for a junior employee to proactively run an idea by a senior manager or give them a heads-up about a non-urgent matter? Is this generally seen as helpful, or could it be viewed as overstepping boundaries?
- Imagine you and your manager are not on the same page about a project's main priority. How would you use diplomatic language to try and reach a shared understanding without appearing confrontational?