Chasing an Approval Politely When a Deadline Is Close.

The request is ready, but it cannot move forward without a manager’s approval. The deadline is approaching and you need to follow up without sounding pushy or emotional. In this lesson you practise a realistic follow-up sequence: a first reminder, a firmer second follow-up, and a calm escalation message when there is still no response. You will work with a short approval workflow view, a busy manager’s chat replies, and a simple escalation rule (who to contact and when). You will practise language that shows urgency without panic, and you will learn how to make the impact clear: what will be delayed, what the risk is, and what decision you need. By the end, you will be able to chase professionally, keep a positive relationship, and close the interaction with clear ownership and a time-bound next step.

1. You spot a blocked request in the approval queue.

Today you’re in a very familiar admin situation: everything is ready, but the workflow is stuck because one person hasn’t approved it yet. Your job is to move it forward without sounding annoyed, emotional, or pushy. The key is to be clear about what you need, time-aware about the deadline, and calm about the impact if it slips. In this lesson we’ll follow one realistic thread from start to finish. You’ll work with a short workflow view, then you’ll write a first reminder. After that, we’ll tighten the language for a second follow-up, and finally you’ll practise a calm escalation message that is evidence-based and decision-focused. As you go, keep one idea in mind: you’re not chasing a person, you’re chasing a decision. So your wording should make it easy for the approver to act: reference number, what they need to do, and by when. Let’s start by reading the workflow snapshot and making sure we understand the situation properly.

Situation: the request is ready, but approval is missing.

You’re the administrator managing an internal request. The request has been checked and is ready to process, but the workflow shows Pending approval. There is a cut-off today, so timing matters.

In real offices, chasing approvals can feel awkward because:

• you want to be helpful and keep a good relationship;
• you also need a decision, because without approval, you can’t move it forward;
• the deadline is often a system or Finance cut-off, not a personal preference.

Your job is to communicate urgency without panic. The language we’ll use is calm, short, and practical.

What “good” looks like (mini rubric).

A strong follow-up message usually has:

1. Reference and context (so the manager can find it fast).
2. Clear request (approve or reject, or confirm who the right approver is).
3. Time-bound deadline (today by 3 pm, before close of business, etc.).
4. Impact (what will be delayed if we miss the cut-off).
5. Next step (what you will do once you have the decision).

Useful phrases from today’s lesson.

Here are a few phrases you’ll reuse across the lesson:

• “Just following up on the approval for this.”
• “Are you able to review it today?”
• “Without approval, I can’t move it forward.”
• “If it’s not approved by 3 pm, it will miss today’s cut-off.”
• “Please let me know your decision either way.”
• “Thanks, I’ll update the system straight away.”

In the activity below, read the workflow view and answer the key questions an admin needs before they send a reminder.

Practice & Feedback

Read the workflow snapshot carefully. Then write short answers (one line each is fine) to these questions:

1. What is the request and what is its reference number?
2. Who is the current approver?
3. What is the cut-off time?
4. What is the impact if approval doesn’t happen today?
5. What message would you send as a first follow-up (1–2 sentences only) using at least two phrases from the list on the screen?

Keep your answers practical and admin-like, as if you are preparing to message the manager on Teams.

Workflow view (Approval queue).

• Request type: New starter IT access and laptop order
• Reference: ITA-4821
• Requested by: Jordan Lee (HR)
• Cost centre: CC-1104
• Status: Pending approval
• Current approver: Priya Shah (Head of Operations)
• Submitted: Tue 10:14
• Target start date: Monday
• Processing note: “All fields checked. Ready to place order once approved.”
• Cut-off: Today 15:00 (supplier same-day processing)
• Impact note: “If missed, delivery moves by 2–3 working days.”

2. A realistic first reminder and a busy manager reply.

Now let’s listen to a short, realistic Teams exchange. You’ll hear an administrator send a first reminder, and you’ll hear the manager’s quick reply. Notice the tone: it’s not dramatic, and it’s not apologetic either. It’s simply time-aware and decision-focused. As you listen, pay attention to three things. First, what exact decision is being requested? Second, what time pressure is mentioned, and how is it framed? And third, what does the manager reply actually mean in practice? Busy managers often reply with vague phrases like “I’ll take a look” or “later today”. Your job is to translate that into an admin next step: do we have a firm time, or do we need to follow up again? After the audio, you’ll answer a few comprehension questions and then you’ll rewrite the reminder using the same calm structure, but in your own words.

Listening: first reminder and quick reply.

In the audio at the bottom of this block, you’ll hear a short Teams-style exchange.

This is what we’re practising:

• Friendly opening (optional): quick and human, not long.
• Purpose: “Just following up on the approval…”
• Reference: so it’s searchable.
• Time ask: “Are you able to review it today?”
• Cut-off impact: “If it’s not approved by 3 pm, it will miss today’s cut-off.”
• Decision request: “Please let me know your decision either way.”

What to notice (and why it matters).

Managers often respond quickly and vaguely when they’re in meetings. That’s normal. The risk is that you, the admin, assume it’s handled when it isn’t.

So when you see a reply like:

• “I’ll look later.”
• “Can you remind me?”
• “In back-to-back meetings.”

…you need to keep your tone positive, but you also need to protect the deadline. That means:

• asking for a specific time (for example, “before 3 pm”);
• restating the impact in one line;
• keeping the thread traceable with the reference number.

Micro-language: urgency without panic.

Compare these two:

• Less effective: “This is really urgent!!! Please do it now.”
• More effective: “We’re up against the deadline on this one. If it’s not approved by 3 pm, it will miss today’s cut-off.”

In the activity, you’ll answer what you understood, then you’ll create your own first reminder message with the same structure.

Practice & Feedback

Listen to the Teams exchange. Then do two things:

Part A (comprehension): Answer these questions in 1–2 lines each.

1. What is the reference number mentioned?
2. What time is the cut-off?
3. What is the manager’s reason for not approving immediately?
4. What is the impact if the cut-off is missed?

Part B (your message): Write your own first reminder (2–3 sentences) to Priya. Keep it calm and professional. Include the reference number and a clear time request (for example, “today by 3 pm” or “before close of business”).

3. Second follow-up: firmer, still professional.

Good. You’ve got the first reminder. Now imagine it’s 2:15 pm, the cut-off is 3 pm, and there’s still no approval in the system. This is where many admins either become too soft and unclear, or they become too sharp and sound frustrated. Your goal is a firmer second follow-up that is still professional. The difference is that you restate the impact more directly, and you ask for a clear decision, not just a review. You can also add one helpful option: if the person isn’t the right approver, who should you send it to? In a second follow-up, you don’t need lots of extra explanation. Think of it as a tight three-part message: reference, what you need, and what happens if we miss the deadline. Then finish with a time-bound request. Let’s look at examples and then you’ll write your own second follow-up, aimed at getting a clear answer within the next 30–45 minutes.

When to send a second follow-up.

A second follow-up is appropriate when:

• the cut-off is close;
• you already sent a first reminder;
• you still have no decision recorded.

This message is firmer, but it should still sound calm and respectful.

The wording ladder (soft → neutral → firm).

Below are three ways to express the same idea. Notice how the message becomes more time-aware and decision-focused.

Two small patterns that make you sound B2.

1) Condition + consequence

• “If it’s not approved by 3 pm, it will miss today’s cut-off.”
• “If you’re not the right approver, who should I send it to?”

2) Either-way decision request

• “Please let me know your decision either way.”
• “Could you confirm whether it’s approved or rejected?”

Model second follow-up (tight and traceable).

> Hi Priya, just following up again on ITA-4821. If it’s not approved by 3 pm, it will miss today’s cut-off and the Monday start will be affected. Could you confirm whether it’s approved or rejected?

Notice what this does well:

• it stays factual;
• it clearly links to the cut-off;
• it asks for a decision, not a vague “look”.

Now it’s your turn: you’ll write a second follow-up using these patterns, with a firm but respectful tone.

Practice & Feedback

Write a second follow-up message to Priya on Teams. Imagine it’s 2:15 pm and the cut-off is 3 pm.

Requirements:

• 3–4 sentences maximum (keep it tight).
• Include the reference ITA-4821.
• Use a condition + consequence sentence (starting with “If…”).
• Ask for a clear decision: approved or rejected.
• Optional (but helpful): add one line asking who the right approver is if Priya can’t approve.

Write the message as if you are sending it right now, staying calm and professional.

Quick context recap (for your message).

• Reference: ITA-4821
• Status: Pending approval (Priya Shah)
• Cut-off: 15:00 today
• Impact if missed: delivery moves by 2–3 working days; Monday start impacted
• First reminder already sent earlier today; manager said: “I’ll take a look later this afternoon.”

4. Chat simulation: you keep the thread moving.

Now let’s make this feel real. You’ve sent your firmer follow-up, and Priya replies in short, busy-manager messages. Your task is to keep the thread moving towards a clear outcome, while staying calm. In chat, the challenge is speed and ambiguity. A manager might say, “Can you send me the details?” even though the details are already in the workflow, or they might say, “Not sure I’m the approver,” which creates a new action for you. This is where good admin English is about being helpful and structured: you restate the reference number, give the minimum necessary context, and ask a question that is easy to answer. In this block, you’ll do a mini chat simulation. You will write your messages as Alex (Admin). I want you to use decision-focused questions like, “Could you confirm whether it’s approved or rejected?” and ownership questions like, “If you’re not the right approver, who should I send it to?” Aim for messages that are short enough for Teams, but complete enough to create a traceable record.

Chat under pressure: how to stay in control.

When you chat with a busy manager, you often get:

• very short replies;
• partial information;
• new blockers (wrong approver, missing context, meeting overload).

Your job is to keep the tone positive while you guide the conversation back to the decision.

Three chat moves that work.

1) Make it searchable

Start with the reference number early:

• “On ITA-4821…”

2) Ask an easy-to-answer question

Avoid open questions like “What do you think?” Instead:

• “Could you confirm approval or rejection?”
• “Are you able to review it before 3 pm?”

3) Offer a simple next step

• “If you’re not the right approver, I can re-route it today.”
• “Thanks, I’ll update the system straight away.”

What not to do.

It’s tempting to sound frustrated when you’re up against a cut-off, but avoid:

• blame: “You haven’t approved it.”
• pressure tactics: “This is your fault.”
• emotional language: “I’m really stressed.”

Instead, stick to facts: deadline, impact, and what you need.

Your chat simulation.

Below you’ll see Priya’s short replies. You will write what you say next each time.

Treat it like a real Teams thread: short lines, professional tone, clear next steps. You’re aiming to either get the approval, or identify the correct approver and prepare to escalate if needed.

Practice & Feedback

You are Alex (Admin). Continue the Teams chat with Priya (Manager).

In the reading panel you’ll see three short replies from Priya. For each one, write what you would say next.

Please format your answer like this:

1. Your message to Reply A: (1–3 sentences)
2. Your message to Reply B: (1–3 sentences)
3. Your message to Reply C: (1–3 sentences)

Requirements:

• Include ITA-4821 at least once.
• Ask for a decision (approved/rejected) at least once.
• Mention the 3 pm cut-off at least once.
• Keep your tone calm and practical, not emotional.

Imagine you want to close this within the next hour.

Priya’s replies in Teams.

Reply A: “Can you remind me what this one is for?”

Reply B: “I might not be the right approver. Who submitted it?”

Reply C: “I can’t look before 4. Just do what you can.”

5. Calm escalation: a short, evidence-based brief.

If the deadline is genuinely at risk and you still don’t have a decision, escalation is not rude. In good admin work, escalation is simply a time-aware process step. The important thing is how you do it. A strong escalation message is not a complaint. It’s a brief: context, evidence, risk, and what decision you need. You’re making it easy for someone senior to act quickly. You also keep the original approver informed, so it doesn’t feel like a surprise. In this scenario, the cut-off is 3 pm, and Priya has said she can’t look before 4. That means the decision will be late unless someone else can approve or reprioritise it. In this block, you’ll read a simple escalation rule, then you’ll write an escalation message to the duty approver or Priya’s delegate. Keep it short, neutral, and practical. Use the reference number, the deadline, and the impact. Finish with a clear request: approve, reject, or reassign.

Escalation is a process, not a personal attack.

Escalation language should sound:

• neutral (no blame);
• evidence-based (dates, times, reference numbers);
• decision-focused (what you need from the recipient);
• time-bound (why now, not later).

Simple escalation brief format.

Use this 4-part structure. It works in Teams, email, and ticket notes.

1. Context: what the item is.
2. Evidence: status + what you’ve already done.
3. Risk/impact: what happens if we miss the cut-off.
4. Request + next step: the decision you need and what you will do once you have it.

Example escalation (model).

> Hi Sam, I’m escalating ITA-4821 (new starter IT access and laptop order). It’s pending approval with Priya Shah; first and second follow-ups have been sent today. Cut-off is 3 pm for same-day processing, and if missed, delivery will move by 2–3 working days and the Monday start will be impacted. Could you advise whether this can be approved by a delegate, or confirm the correct approver so I can re-route it?

Notice the tone: it’s not “Priya hasn’t done it”. It’s “This is pending approval; here’s the timeline; here’s the risk; here’s what I need.”

What to include (and what to leave out).

Include:

• reference number;
• current status;
• cut-off time;
• impact;
• what you need from the recipient.

Leave out:

• opinions (“This is ridiculous”);
• emotion (“I’m stressed”);
• guessing (“She probably forgot”).

Now read the escalation rule and write your own brief. Keep it short enough that a busy senior person can act in under one minute.

Practice & Feedback

Read the escalation rule. Then write an escalation message as Alex (Admin) to the Duty Approver / Operations Director’s delegate.

Write 5–8 lines (Teams or email style is fine). Your message must include:

• the reference ITA-4821 and what it is;
• evidence you have already followed up;
• the 3 pm cut-off;
• the impact (2–3 working day delay; Monday start impacted);
• a clear request: approve/reject, or confirm the correct approver / delegate.

Keep your tone neutral and practical. You are escalating the item, not criticising a person.

Escalation rule (Operations workflow).

• If an approval is time-critical and there is no decision within 2 working hours, send a second follow-up.
• If the item will miss a same-day cut-off, escalate to the Duty Approver or the approver’s delegate.
• In escalation messages, include: reference number, current status, cut-off time, impact, and the decision needed.
• Keep the original approver in the loop once escalated.

6. Close the loop: outcome message and workflow update.

Let’s finish the story properly, because in admin work, the closing step matters as much as the chasing. Imagine the escalation worked: a delegate has now approved the request at 2:40 pm. Great, but you still need to do two things. First, you need to confirm the outcome to the right people in a clear, professional message. Second, you need to update the workflow status so the audit trail is clean. In this final task you’ll write a mini end-to-end sequence: a final confirmation message and a short workflow note. You’ll show ownership, next steps, and timeframe, without overpromising. As you write, recycle the most useful phrases from the lesson: “Thanks, I’ll update the system straight away”, “I’ll keep you posted once it’s processed”, and clear time language like “by close of business”. Your goal is to sound like a calm professional who moves work forward and leaves a traceable record. That’s exactly what strong office administrators do.

The last step: confirm the outcome and document it.

Once you get a decision, your job is to close the loop. That means:

1. Tell the requester what happened and what will happen next.
2. Tell the approver (and any delegate) that the workflow has been updated.
3. Update the system record with a clear, dated note.

This protects you and the organisation because it creates a traceable chain: who approved, when, and what action you took.

Model: outcome message (Teams).

> Hi Jordan, ITA-4821 has now been approved. I’m placing the order before the 3 pm cut-off, and I’ll share the supplier confirmation once received. I’ll keep you posted once it’s processed.

Why this works:

• it states the status clearly (“approved”);
• it states the action you will take (“placing the order”);
• it gives a realistic next step (supplier confirmation);
• it avoids overpromising exact delivery dates.

Model: workflow note (audit-friendly).

A workflow note should be factual and time-stamped. For example:

• 14:40 Approval received from delegate (Sam Patel) due to cut-off risk.
• Order placed before 15:00 cut-off.
• Requester notified (Jordan Lee, HR) via Teams.

Your final performance check (mini rubric).

Your writing will be strong if:

• the message is clear and time-aware;
• the tone is calm and professional;
• the workflow note is factual, dated, and traceable;
• next steps and ownership are explicit.

Now you’ll write both: a short outcome message and a short workflow update note, using the same scenario we’ve followed throughout the lesson.

Practice & Feedback

Write two outputs based on the final outcome below.

Output 1: Outcome message (Teams)

Write a message to Jordan Lee (HR) confirming the outcome. 3–5 sentences.

• Include the reference ITA-4821.
• Confirm it is approved.
• Say what you will do next (place the order/process it) and when (before 3 pm / today / by close of business).
• Keep it realistic: don’t promise delivery dates you can’t control.

Output 2: Workflow update note

Write a short note (3–6 lines) for the workflow/ticket. Include who approved (delegate), time, and what action you took.

Make both outputs clear, calm, and traceable.

Final outcome (new information).

• At 14:40, Sam Patel (Duty Approver / delegate) confirms: “Approved. Please proceed.”
• Cut-off is 15:00 today.
• Request is ITA-4821 (new starter IT access and laptop order) for Monday start.