Student Question
Hello, Master. I just entered the workforce and I’m doing quite well at my job. But when it comes to reporting my work to my supervisor, I feel like I’m not hitting the mark — I haven’t really made that connection with them. Could you teach me specifically how to handle this?
Master Chi’s Response
Many people do good work, but lose on the reporting side. Others think that as long as the work gets done, that’s enough — that reporting isn’t really all that important.
Let’s say you’re at a basic level in your organization, following standard reporting protocols.
Before you become someone your supervisor truly relies on, don’t frequently bypass levels to report upward. But that doesn’t mean you should stop reporting altogether — just don’t overdo it. Find the right moments.
If you want to build a relationship with a particular leader in the company, keep formal work reports to no more than once a month. Leaders are busy, but not checking in at all means losing touch entirely.
You’ll have plenty of opportunities along the way. For example, when you need documents reviewed and you’re delivering them in person — take a look at their desk. Is there anything missing? If their tea cup is empty, offer to refill it.
The first time you refill it, they may wave you off: “Oh, no need, no need.” But once you do it that first time, every subsequent visit becomes a natural opportunity to do the same. The leader will start to think: this person has real situational awareness.
In truth, the work report itself is just a vehicle — a way to show your leader that they matter to you. As for the actual content of the report, honestly, that’s not the most critical thing. Leaders have broad perspectives. What you can see, they can see too. What you sense, they’ve likely already sensed. What matters is that you show up with the right intention.
On timing your visits to their office for a report or a quick chat — I’d recommend avoiding Monday and Tuesday. Leaders are swamped at the start of the week with a great deal to handle. Friday afternoon is ideal. By Friday, both you and your leader are probably taking it a bit easy.
When you go, lead with work. Make sure it’s something important, something they actually care about — don’t bring up trivial matters. After a few minutes on work, exchange a bit of casual conversation, then take your leave.
One thing everyone must remember: don’t try to accomplish everything at once. On your very first visit, don’t bring up personal matters or career ambitions. The relationship isn’t there yet — pushing too early is asking for trouble.
Some people compare building a relationship with leadership to courting someone. I’d say that’s a fair analogy. But you have to know when the timing is right and what to say at each stage. Rush the declaration before the moment is ready, and you’ll get rejected — and worse, put them on guard. After that, future access becomes much harder.
Also, don’t be overly nervous when reporting to leadership.
Every time you go to a senior leader’s office, prepare your talking points and the substance of the conversation in advance. Don’t stay too long — three to five minutes is sufficient. Once that time is up, be self-aware and make your exit proactively. Unless they ask you to stay, say what you came to say and leave promptly.
Make a habit of visiting the top leader’s office when there’s a natural reason to do so. What you say and how you say it will depend on your specific work context — including the personality and tendencies of that particular leader.
When I say “think it through,” I mean deep thinking — not just a passing notion.
Set aside at least thirty minutes to analyze your talking points and the content you plan to bring to leadership. I want to be clear: at least thirty minutes.
I urge everyone to take reporting to the top leader seriously. You may have worked hard all year, and just when you’ve built up some real credit — someone else takes the recognition. And on top of that, there might be people saying negative things about you in front of the top leader. In their mind, you’re entirely represented by negative impressions — even though you’ve been working until midnight every day. But what does any of that matter if you’ve never opened the door to real interaction with them?
If you don’t connect with the top leader, your image is entirely shaped by what others say about you. So whoever puts in the effort to get closer, whoever actually invests time thinking through these dynamics — they advance faster.
Does doing your work well matter? Absolutely. But for your promotion, the work itself has a relatively limited effect in most cases — unless you produce something so outstanding that no one can overshadow your brilliance. The truth is, most people never produce that level of results.
So I encourage everyone: invest real energy and time into thinking about how to build that connection with the top leader, and how to present your work reports effectively.