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MOVE 79 · ESCALATION · FREE

Escalate the Issue, Not the Person

When you must involve someone senior, frame the escalation around the problem and its impact, not around the other person's character.

Escalate a problem and you get help; escalate a person and you get a fight.
Moderate riskEscalationWorkplace conflictVendor negotiationClient scopePrepare for escalationResolve conflict

WHY IT WORKS

Escalations that criticise people make the senior person defend or judge individuals. Framing around the issue, impact and options invites problem-solving, protects your reputation as fair, and makes it easier for the other party to cooperate afterward.

WHEN TO USE IT

  • Direct attempts to resolve an issue have failed.
  • The issue is significant enough to need senior attention.

WHEN NOT TO USE IT

  • You have not yet tried to resolve it directly.
  • The matter involves misconduct that requires formal reporting channels.

SIGNALS IT FITS

  • You are drafting a message about what someone 'always' does.
  • The issue is blocking work and direct conversation has not helped.

PREPARATION

  • Summarise the issue, impact and what you have tried.
  • Prepare two possible solutions.

STEP BY STEP

  1. Tell the other person you plan to escalate (where safe).
  2. Describe the issue and impact factually.
  3. Show what you have tried.
  4. Ask for a specific decision or support.

OPENING LINE

“I'd like your help with an issue that's blocking the launch.”

SCRIPT

I need your help with the data access issue. It's delayed testing by two weeks. I've raised it with IT twice. Could you help prioritise it, or should we change the test plan?

LIKELY RESPONSES & COUNTERS

If they ask who is at fault
Stay factual about actions and timelines rather than character.
If they make a decision
Confirm it in writing and inform those affected.

SECOND MOVE

If the escalation stalls, use Escalate in Writing with a Timeline.

FOLLOW-UP

Close the loop with everyone involved once resolved.

COMMON MISTAKES

  • Escalating without telling the other party first.
  • Bringing a problem without options.

WALK-AWAY CONDITIONS

  • Escalation produces no response and the issue continues to cause significant harm.

EXAMPLE (FICTIONAL)

A project lead escalated 'vendor delays' instead of 'the vendor manager is incompetent', with two options attached. Her director called the vendor's account head, and the delays were fixed within a week.

ETHICAL BOUNDARY

Escalate fairly and accurately. For harassment, discrimination or safety issues, use formal reporting channels and seek qualified advice.

RELATED MOVES

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Content version 1 · Drafted by Power Move IQ Editorial · Not yet human-reviewed · Educational decision support, not legal, financial or employment advice.