HIGH-LEVEL executives inhabit a different stratosphere from us run-of-the-mill folk. Likewise, even their reasoning and motivations are on an altogether different plane. We cannot talk to them as we do with everyone else. And, before anyone jumps to conclusions, this is not about displaying proper respect, deference and decorum. Executives by virtue of their position, connect with a different array of articulation, depiction, assertion and reasoning. It's almost as if they speak a fairly different language.
Blissfully unaware of this subtle deviation, employees find that their `enlightening' suggestions or `ground-breaking' ideas usually fall on deaf ears. So, if one intends to make a pitch to some decision makers and aspires to convince them that the proposal is worth pursuing, he has to mould his discourse to their altitude.
Training expert Brandon Hall defines this parlance variation as `C-speak' - the culture and language of executives with chief in their titles.
In fact, it can be rightly said that many promising initiatives die a premature death due to inappropriate advocacy. Dubious proposals on the contrary get the green light on the weight of appropriate contentions and arguments.
Lobby with the right ammunition
It is important to realise that high-flying executives concentrate on the big picture. What fuels their decisions is the impact on the organisation's strategic direction and the bottom line. They assume that anything is a failing proposition unless it ties with real business needs. Bombarding them with a plethora of technical jargon or other low-level details will be a huge turn-off precipitating summary rejection. Here are a few pointers for making a compelling case that will get executives hooked:
1. Think like an executive, not an employee to decipher what they care about and how to speak their language.
2. Tailor the message for the audience. Link it to primary business needs and strategic topics like performance improvement, generating revenues, solutions to notorious problems, achievement of company goals, etc.
3. Learn about the key organisational drivers to be able to demonstrate business value and impact. Research the proposal's usability, identify metrics and uncover hidden opportunity costs.
4. Highlight salient features and quantified results to build a solid rationale. A brief but hard-hitting salvo of concrete examples, case studies of competitors and demonstration of impact on the company will find favour with executives.
5. Leverage strategy, process, positioning and business models to engage executives with insightful pointers. Also, be open to suggestions and improvements.
6. Skip the rhetoric of complex conceptual trivia or the ins and outs of implementation. What matters is costs, savings and return on investment (ROI). However, do arm yourself with the minutiae as you may be at the receiving end of a tough volley of detailed questions.
7. Set proper expectations to build credibility and inspire confidence. Do not overstate anticipated benefits in a bid to win approval; only make promises that are achievable. Also, acknowledge the risks and weaknesses as perceptive executives can easily see through the proposal and figure out the withheld drawbacks.
To sum up in the words of John Cone, former vice president of Dell Computers, "Professionals who get the ear of management understand the drivers of the business, how the executives think, and the metrics that mean the most to them. They talk about business outcomes, using real business language and real data. They talk about revenue, expense, productivity, customer satisfaction, and other quantifiable stuff that business-people care about. They have learned that every conversation had better include information about money or time saved, revenue or new business generated, or customer problems solved".
Words that pack a punch
To get the undivided attention of key management, it is imperative to speak in terms that they like to hear. So, pepper your dialogue with relevant `C-speak' terminology like:
Improve employee performance and efficiency
Enhance customer satisfaction
Decrease operating expenses
Sell more products and services
Generate revenue and increase profits
Consequent return-on-investment
Reduce turn around time
Keep pace with rapidly changing skill sets
Increase market share
Enhance the company's net worth
Beat the competition or at least keep pace etc.
As a business strategist asks, "What keeps your V.P. awake at night? Whatever it is, that's the language we need to use. We need to show how we address those issues". Representing executive interests in their language will not only win their attention, understanding and endorsement, but they will also champion your cause.
Blissfully unaware of this subtle deviation, employees find that their `enlightening' suggestions or `ground-breaking' ideas usually fall on deaf ears. So, if one intends to make a pitch to some decision makers and aspires to convince them that the proposal is worth pursuing, he has to mould his discourse to their altitude.
Training expert Brandon Hall defines this parlance variation as `C-speak' - the culture and language of executives with chief in their titles.
In fact, it can be rightly said that many promising initiatives die a premature death due to inappropriate advocacy. Dubious proposals on the contrary get the green light on the weight of appropriate contentions and arguments.
Lobby with the right ammunition
It is important to realise that high-flying executives concentrate on the big picture. What fuels their decisions is the impact on the organisation's strategic direction and the bottom line. They assume that anything is a failing proposition unless it ties with real business needs. Bombarding them with a plethora of technical jargon or other low-level details will be a huge turn-off precipitating summary rejection. Here are a few pointers for making a compelling case that will get executives hooked:
1. Think like an executive, not an employee to decipher what they care about and how to speak their language.
2. Tailor the message for the audience. Link it to primary business needs and strategic topics like performance improvement, generating revenues, solutions to notorious problems, achievement of company goals, etc.
3. Learn about the key organisational drivers to be able to demonstrate business value and impact. Research the proposal's usability, identify metrics and uncover hidden opportunity costs.
4. Highlight salient features and quantified results to build a solid rationale. A brief but hard-hitting salvo of concrete examples, case studies of competitors and demonstration of impact on the company will find favour with executives.
5. Leverage strategy, process, positioning and business models to engage executives with insightful pointers. Also, be open to suggestions and improvements.
6. Skip the rhetoric of complex conceptual trivia or the ins and outs of implementation. What matters is costs, savings and return on investment (ROI). However, do arm yourself with the minutiae as you may be at the receiving end of a tough volley of detailed questions.
7. Set proper expectations to build credibility and inspire confidence. Do not overstate anticipated benefits in a bid to win approval; only make promises that are achievable. Also, acknowledge the risks and weaknesses as perceptive executives can easily see through the proposal and figure out the withheld drawbacks.
To sum up in the words of John Cone, former vice president of Dell Computers, "Professionals who get the ear of management understand the drivers of the business, how the executives think, and the metrics that mean the most to them. They talk about business outcomes, using real business language and real data. They talk about revenue, expense, productivity, customer satisfaction, and other quantifiable stuff that business-people care about. They have learned that every conversation had better include information about money or time saved, revenue or new business generated, or customer problems solved".
Words that pack a punch
To get the undivided attention of key management, it is imperative to speak in terms that they like to hear. So, pepper your dialogue with relevant `C-speak' terminology like:
Improve employee performance and efficiency
Enhance customer satisfaction
Decrease operating expenses
Sell more products and services
Generate revenue and increase profits
Consequent return-on-investment
Reduce turn around time
Keep pace with rapidly changing skill sets
Increase market share
Enhance the company's net worth
Beat the competition or at least keep pace etc.
As a business strategist asks, "What keeps your V.P. awake at night? Whatever it is, that's the language we need to use. We need to show how we address those issues". Representing executive interests in their language will not only win their attention, understanding and endorsement, but they will also champion your cause.
PAYAL CHANANIA
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