If your supervisor feels that he was addressed inappropriately with a concern, your issue may be ignored or lack the sense of urgency necessary to reach a resolution. Properly addressing your supervisor increases your chances of being heard and allows the serious situation regarding the employee to be handled in your favor. Always keep a paper trail of accurate and useful details--no matter how small--to support your concerns.
Find a time to speak with a supervisor when she is the least busy. If you contact your supervisor, even if it is an emergency, she might not be as receptive to your concern if she is doing other things.
Contact your supervisor through phone, email or a letter informing him of a concern that is important and needs to be discussed. Sending correspondence, preferably via email or letter, proves that you have reached out to your supervisor, and it also gives him the opportunity to create a mutually beneficial schedule for you to meet.
Gather any resources that support your concerns and have tangible steps that can rectify a situation. For example, if you are dealing with an employee who is making inappropriate statements, record the dates and times of the incidents and provide a suggested course of action, like moving the employee to a different department. Be consistent in any record-keeping that supports your concern.
Speak with your supervisor using logic and little emotion. If your supervisor feels that you are responding emotionally, she might not take your concerns seriously. Maintaining a respectful yet calm attitude puts you in a position of professionalism and rationality.
Make a time frame and course of action that is agreed and negotiated upon before the meeting is over. You should leave the meeting knowing that you were heard and your supervisor has tangible actions he will take to resolve the issue.
Send a follow-up email or letter to your supervisor confirming the meeting you just had and stating your appreciation for her time. Recap the next steps that you discussed. Keep a copy of this letter for your records as proof it was submitted to your supervisor in the event the issue resurfaces with human resources or another department.