Sally Williamson in workshop “Establishing credibility in a C-suite conversation” delivered great tips on how to handle executives.
“Most people say executives are tough. I say they’re predictable (consistent),” she said.
Unfortunately, managers think a 30-minute meeting is 20 minutes of presentation and 5-7 minutes of Q&A. Executives want to be participating within 5 minutes.
Executives want managers to lead the discussion. Executives will interrupt to -- they feel -- help the conversation.
Research thoroughly, but don’t present it all. Your research is for questions that arise.
All meetings need a take-away.
An executive is thinking:
--what’s your point? (message)
--how are we going to get there? (framework)
--prove the benefit. (impact)
Your goal + the executive’s benefit = your messaging
Don’t say, “I’d like to give you an update on X project.” The executive doesn’t know what she’s supposed to do.
Say: “If you [do this], you will [get this].”
Examples:
--“If we better understand your strategy for revenue growth, we can help you capture up to 20 percent growth across your existing initiatives.”
--“By partnering to develop a mobile strategy, we can engage a younger membership and reduce costs of engagement by 30 percent in two years.”
--“If we implement an IT initiative within your division, you could see a reduction in your sales cycle of up to 30 days and a potential savings in operating costs of 15 percent this year.”
Many executives complain that managers present too much detail and not high-level enough perspective…
…so, frame the flow of the conversation with Situation, Solution, Next steps:
Situation
--industry perspective on topic
--current state of topic in company
--opportunities or gaps
--what are you solving for?
Solution
--recommendation
--who & what will be required to implement
--proof points/examples
Next Steps/Impact
--expected outcomes
--measurements
--starting point
--requests of executive
What executives often ask isn’t what they need. They’re just asking. For a well-crafted ad campaign, the executive may unknowingly send the presenting staff into a panic with a question about an antiquated/irrelevant tactic. Ex: “How much would it be to put this message on billboards?” You don’t have to scrap your plans and bring a whole new presentation. A good response is simply, “I don’t know, would you like me spend some time looking into that?” 80 percent of the time, the executive will say, “No, I was just wondering.”
An executive actually influences more than he approves stuff. Ex. “Yea, that’s a good idea. Have you thought of taking it up with Bob?”
If you have to tell an executive they made a stupid decision two years ago, talk about the External Perspective: “Two years ago, external factors were X, Y and Z. Now, things have changed, and we need to…”
Executives are actually good at seeing things in this important order of ranking:
--External Perspective
--Internal Perspective
--Specific Programs/Initiatives
--What I’m solving for
Success for a manger is when an executive takes storyline and quotes it to higher ups.
“Most people say executives are tough. I say they’re predictable (consistent),” she said.
Unfortunately, managers think a 30-minute meeting is 20 minutes of presentation and 5-7 minutes of Q&A. Executives want to be participating within 5 minutes.
Executives want managers to lead the discussion. Executives will interrupt to -- they feel -- help the conversation.
Research thoroughly, but don’t present it all. Your research is for questions that arise.
All meetings need a take-away.
An executive is thinking:
--what’s your point? (message)
--how are we going to get there? (framework)
--prove the benefit. (impact)
Your goal + the executive’s benefit = your messaging
Don’t say, “I’d like to give you an update on X project.” The executive doesn’t know what she’s supposed to do.
Say: “If you [do this], you will [get this].”
Examples:
--“If we better understand your strategy for revenue growth, we can help you capture up to 20 percent growth across your existing initiatives.”
--“By partnering to develop a mobile strategy, we can engage a younger membership and reduce costs of engagement by 30 percent in two years.”
--“If we implement an IT initiative within your division, you could see a reduction in your sales cycle of up to 30 days and a potential savings in operating costs of 15 percent this year.”
Many executives complain that managers present too much detail and not high-level enough perspective…
…so, frame the flow of the conversation with Situation, Solution, Next steps:
Situation
--industry perspective on topic
--current state of topic in company
--opportunities or gaps
--what are you solving for?
Solution
--recommendation
--who & what will be required to implement
--proof points/examples
Next Steps/Impact
--expected outcomes
--measurements
--starting point
--requests of executive
What executives often ask isn’t what they need. They’re just asking. For a well-crafted ad campaign, the executive may unknowingly send the presenting staff into a panic with a question about an antiquated/irrelevant tactic. Ex: “How much would it be to put this message on billboards?” You don’t have to scrap your plans and bring a whole new presentation. A good response is simply, “I don’t know, would you like me spend some time looking into that?” 80 percent of the time, the executive will say, “No, I was just wondering.”
An executive actually influences more than he approves stuff. Ex. “Yea, that’s a good idea. Have you thought of taking it up with Bob?”
If you have to tell an executive they made a stupid decision two years ago, talk about the External Perspective: “Two years ago, external factors were X, Y and Z. Now, things have changed, and we need to…”
Executives are actually good at seeing things in this important order of ranking:
--External Perspective
--Internal Perspective
--Specific Programs/Initiatives
--What I’m solving for
Success for a manger is when an executive takes storyline and quotes it to higher ups.
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