Executives have a different approach to work than individual contributors or even directors. Some people attribute it to the thinner air at the top of the corporate ladder. Others chalk it up to ego or some other psychological attribute.

Whatever the case, there are some basic rules for taking care of your executives so that they feel listened to and supported — and in turn provide you with the guidance, leadership and support you need to be successful.

Yes/no questions

Executives are in their position so that a majority of their brainpower can be targeted toward the bigger picture to keep the organization moving forward. Consequently, it is best not to bother them with things that could distract them from their thinking.

Thus, if you are sending an email or posing questions in a meeting, it is often best to craft the question so that a yes-or-no response is possible. Asking an unclear question, providing too much information and no explicit request from the executive or worse, providing no context at all can cause problems. Your emails may be ignored and meeting questions mocked.

It may seem counterintuitive, but the burden of communication is on you. It is your responsibility to be clear and make it easy for them, not the other way around.

Bottom line first

This is what I call the broken-arm scenario. If you walk into an executive's office with a broken arm, start with the request and relate it specifically to the broken arm. For example: "Sir, I would like to leave early to go to the ER because I just broke my arm. May I?"

Phrasing your request in this way will likely get you the answer you want. Even if it is not the answer you want, asking this way will get you a clear answer. Conversely, if you walk in crying and start explaining how "the facilities guys left the ladder in the hall, and there was a bucket that you tripped over and ..." Despite the bare bone protruding from your arm, starting your communication in this manner is likely only to inspire annoyance at your presence.

This rule applies for any information emergency or not that you need to present to executives. Start with the part they will care about first. If they want to know more, they will ask. Bottom line: Leave the details for someone who cares or actually asks for them.

Bring treats

Knowing your executive also means knowing his/her pet peeves and pet projects and becoming an expert in those areas. Does she love blue alligator clips and loathes paperclips? Does he have to know everything about office romances? It takes little effort to learn this information.

While most subordinates look at this kind of fodder as something they can use to criticize their boss, it is actually valuable information. Using it to your advantage shows your attention to detail, and that can be the difference between who is remembered for promotion and who is overlooked.

After all, rule number one is always to keep the boss happy sometimes that means more than just getting your work done well and on time.