To a certain degree, thick skin, especially in the sense of not getting overly emotional, focusing on the goal, seeing big picture, having patience, etc, is always a good advice. But it's not necessarily the key part of having a good relationship with your manager.
First, the ground work - you can NOT start with what you want or demand on day one. When joining a new team or new manager:
1. Understand their constraints, goals, priorities.
While you may be focusing solely on technical solution, they may have overriding cost, time, and other resource constraints. Understanding them, and helping your manager fit within them and achieve their goals will engender trust and start building a relationship.
2. Understand their background - technical, business, functional, management, etc. This will give you first layer of insight on how to reach them.
3. Understand how they like to work. Little things like:
- How do they like information presented - email or in person or text message or phone? Small bites or long presentations? Ask questions as they come or batch them? If you present your information / request in way that works for them, you will have better chance of success
- How do they like / take feedback: openly in group settings, openly in private, or do you have to tread carefully
- Are they hierarchical or co-operative; do they base authority on status or knowledge or persuasion; do they lead by consensus or by direction
4. Per above, build trust, relationship and camaraderie. If you understand and help them achieve their goals, you are an ally they want to help. If you are (perceived or actually) uncooperative, unproductive, distracted, unaware, etc, you may be seen as irritant.
Now that you have a solid understanding and relationship:
- As per the old (and cliched) Dale Carnegie's standby, before any request, figure out a "business case" - what's in it for them, or team, or company? If it only benefits you, it's a weak case. Almost always you can find a way to bring benefits to team, even if it's just enhancing your skillset that you can use on project, meeting customers, or something similarly indirect
- Think of their constraints or objections ahead of time and address them in your request. If it's absence from the team, who can be your backup or can you do work ahead of time. If it's cost, can you make case for ROI?
- Persuade them that they want this to happen. Don't ask or demand, rather present and discuss. If there's any way to tie it into their goals, thoughts, or priorities, do not miss an opportunity to present it: "As you were saying the other day, we need to reach out to the wider market and find new avenues for our products and networking. One of the ways I was brainstorming is industry conferences; upon some research I found this conference where I think we can potentially engage an interested audience", etc etc etc :>
Without more detail on your specific case, or your specific manager, the generic thoughts are all I can offer. Best of luck!