Escalating sucks, until it doesn't

Escalating - the process of moving an issue up the ladder when its resolution surpasses our capability or authority - often feels like a defeat. And when it doesn't, the concern goes toward those we risk to upset.

What if I told you, you too can master the art of escalating?

When to Escalate

Too often, not escalating quickly enough can have disastrous repercussions on the business and its speed. Rule of thumb - if you have exhausted your capabilities or have gone beyond your time frame to handle a situation, it's time to escalate. Try to escalate as late as possible, but still early enough so that the project can be brought back on track. As far as my experience, leaders would rather be told sooner than later. Other triggers to look out for?

1. Risk: The issue is likely to result in project delays or budget overruns? Escalate!
2. Impasse: You've reached an impasse where decision-making is stalled, or disagreements have halted progress? Escalate!
3. Fairness: The issue requires you or other team members to work overtime? Not resolving the issue impacts you more than it does others? Escalate!
4. Authority Limit: The problem requires a decision beyond your level of authority? Escalate!

So far so good...

How to Escalate: Choosing the right type of escalation

This is where things get tricky, emotional and personal. Most of the people I talked with and mentored throughout the years very rarely failed to appreciate when an escalation was needed. Yet, there is often a common hesitancy to pull the trigger at the right time.

How can we improve this? First off, let's understand which type of escalation applies to us:

1. Outright Escalations: The old classic, the "Scorched Earth" approach. This would involve adding both your manager and the other party's manager to an email thread with a candid, albeit often nonconstructive, message along the lines of, "Dear @other party's direct manager, As discussed offline, these are all the reasons why you need to intervene and fix whatever is going wrong with your team member. I have had enough, and I don't want to be thrown under the bus because of them. Thank you byeee"". This is the type of escalation you want to avoid at all costs, especially in writing. Pro tip: if possible, do align with said manager offline and let them resolve the issue with their direct separately.
2. Canny Escalations: A more nuanced and savvy approach, this strategy involves adding a broader group of stakeholders who are likely to support your point of view. The goal here is not necessarily to point fingers, but rather to invite others to weigh in on the issue at hand. Sometimes, you don't even need to add any commentary – a simple "+John, +Josh, +Jade for visibility" at the top of a thread can signal the importance and complexity of the issue at hand.
3. Forking Escalations: This method is for the experienced escalators amongst us and requires good relationships with key stakeholders. It involves forwarding the problematic email thread to a senior peer, your manager, or the other party's manager, and continuing the discussion with them privately. The aim here is to reach a decision that can then be cascaded down to the original participants, typically by someone with more authority. This method can help to depersonalize the conflict and bring about a resolution more smoothly.

However, escalating means more than just raising an issue higher up the chain for the more senior leaders to intervene. As a matter of fact, more often than not there isn't even anyone to reprehend. In fact, most escalations are what I call FYI Escalations. These are the kind that require expertise, judgment, business acumen and a highly unbiased, transparent approach to things - even when our "performance" is on the line.

FYI Escalations: The epitome of escalation finesse

These escalations are more about sharing information upwards and sideways rather than resolving an impasse or calling for intervention. FYI Escalations are an invitation for leaders and peers to remain aware of an evolving situation and perhaps provide their insights. This is mostly a proactive way to prevent potential roadblocks or risks from becoming full-blown problems. It requires a good judgment to identify what kind of information is crucial and when it should be shared.

Let's consider an example: you're managing a project, and you identify a potential risk that could delay the project. The risk isn't certain yet, but if it materializes, it could impact the schedule. In this case, an FYI escalation might involve emailing the key stakeholders, including your manager and the project sponsor, to inform them of the potential risk, your current assessment, and your proposed approach to mitigate it (read that again: "your proposed approach to mitigate it").

FYI escalations can be thought of as strategic communication. They signal that you are in control of the situation, you're keeping an eye on potential issues, and you're involving the right people at the right time. They demonstrate your pro-activity and your commitment to transparency, which are both highly valued in professional settings. In many cases, FYI escalations can even help build trust and improve the overall communication within the team or organization.

How to Escalate: The SBAR Format.

Regardless the type of escalation you decide to go for, your communication has to always tick 4 boxes - Situation, Background, Assessment, Recommendation - without exception. After all, Outlook is not the best vehicle for long-winded rants loaded with emotions..

1. Situation: Clearly and succinctly describe the situation. What is happening right now that requires escalation? Define the problem and its immediate impact.
2. Background: Provide relevant information and context. What are the circumstances that led to the situation? Detail any past actions taken, relevant history, or factors contributing to the current issue.
3. Assessment: Analyze the situation and articulate your understanding of the problem. What do you believe are the potential consequences if the issue remains unresolved? What are the risks and implications?
4. Recommendation: Propose a solution or ask for specific assistance. This could include suggesting a course of action, identifying options for the higher authority to consider, or explicitly stating what you need from them.

The SBAR framework helps keep communication focused and efficient, and helps to remove biases. With SBAR, your escalation messages will be concise, clear, and actionable, improving the chances of a swift and effective resolution.

In conclusion, escalating doesn't have to be an act of desperation or a sign of defeat. Instead, it can be a tool of empowerment, a display of effective judgment, and a demonstration of your commitment to the success of your project and organization. It's all about choosing the right kind of escalation, at the right time, in the right way. The more you practice, the more comfortable and skillful you'll become at this nuanced aspect of professional communication. Remember, a well-handled escalation can be a career-enhancer, not a career-ender. So, don't shy away - escalate smartly!

PS: if you're a people manager, one of the most important things you can do is to reward those who escalate appropriately and transparently, no matter how severe the situation. Encourage your team to be vocally self-critical and foster an environment where people feel safe to admit mistakes. You'll reap rich rewards