Effectively managing your communication with your manager

In the past 4 years, I have had 5 different managers – CEO, CTO, CMO and 2 VPs of Product. By the time I had got adjusted to the style of my manager and established a working relationship, I had a new boss. This constant change has made me come up with a way that ensures my communications with my manager is effective especially given the different roles they have held. There are three elements I have proactively established with each one of them to ensure no surprises

1. Depth of communication
2. Channel of communication
3. Frequency

Depth of communication – given their different roles, I find out upfront how much detail they want to know on the progress I was making or problems I am encountering. Do they just want to know “release is on track” or do they want to know the the status of each of the features in the release including which ones have been completed, in dev or in testing? Establishing this upfront helps alignment of expectations and prevents surprises later.

Channel of communication – now that the content depth has been established, I then establish how my manager wants this to be communicated. Do they want it by email? Skype? Some managers would like to get a status update the night before my 1:1 and others have requested an update during the 1:1.

Frequency – this is where I have made sure my manager knew about my style of communication and was aligned with me. I classify problems into three categories and communicate it accordingly:

1. “House is on fire” issues – these are serious issues that need to be escalated as soon as possible, issues that need to be handled above my pay grade. These are rare but when they happen, I will chase down my manager to communicate the issue face to face or give them a call.
2. Important but not urgent – If it cannot wait till my next 1:1, I send it to them via their preferred communication channel (typically email) so that they are in the know and can provide me a decision or guidance I am looking for.
3. Normal, “run the business” issues – I keep a running list of things I want to talk to my manager about during the next 1:1. If I feel that some of these issues require some thinking from their end, then I send it to them before hand and label them as “talking points” for my 1:1.

I have had great success using the above techniques, so hopefully you will find it helpful as well. Thoughts? Other techniques you have used that work well?