The article looks at the frequent need for middle managers to bring
particular issues to the attention of higher-level executives or to
convince them to adopt a certain changes. The authors outline obstacles
mid-level managers often face and offer recommendations based on their
research for communicating effectively in such situations, which they
refer to as issue-selling. Topics include the decision over when to
propose an idea, managing the emotions of both oneself and one's
audience, and framing the issue in a way that matches the goals and
perspectives of the executives making the ultimate decision.