executive coaching
15 Jul Mastering the Art of Executive Communication: How to Speak the Language of C-Level Decision Makers
Picture this: You’ve got a brilliant idea—backed by research, data, and trends. You’re excited to share it with Diane, the C-suite executive who has only a few minutes to spare. But before you can even get to your point, her eyes glaze over and you hear the dreaded words: “Can you get to the point?”Sound familiar?
You know your idea is valuable, but the way you present it is the key to capturing executive attention. The challenge? C-level executives aren’t interested in how you got there—they want to know what’s in it for them, and they want to know fast.
In this post, we’ll explore why the order of information matters when speaking to executives—and how to communicate your ideas in a way that resonates with their priorities, no matter how busy they are.
The Problem: Inductive vs. Deductive Communication
Most people naturally communicate using one of two styles: inductive or deductivereasoning.
- Inductive communicators begin with supporting details and gradually build to a conclusion.
- Deductive communicatorslead with the conclusion and then provide supporting details (if needed).
When you’re talking to executives like Diane, time is limited. They don’t have the luxury of following your train of thought. They need the conclusion—now.
Why C-Level Executives Prefer Deductive Communication
The higher up you go in an organization, the more deductive communication becomes the norm. Here’s why:
- Time is precious
Executives juggle countless decisions every day. They don’t have time to dig through background information. In the first 30 seconds, they need to know why this matters.
- They’re decision-makers, not researchers
C-suite leaders focus on the big picture. Your role is to deliver the executive summary. Skip the process—get to the conclusion, then offer more detail if they ask for it.
- Everything is a trade-off
Executives are constantly weighing opportunity costs. You must answer the unspoken question: “Why should I care about this right now?”
How to Speak Their Language
To communicate effectively with executives, reverse your typical presentation style. Here’s how:
1) Start with the conclusion
Think of it like storytelling—in most stories, the punchline comes at the end. But when speaking to executives, lead with it.
Instead of:“Hey Diane, I was looking over our numbers and doing some research on trending approaches to social media, which is where—”
Try:“Diane, with minimal investment, we can generate exponentially more interest in our product.”
2) Provide just enough detail
Once you’ve shared the conclusion, offer only the most relevant supporting points. Don’t overload them with data—just what they need to make a decision.
Instead of:“The research suggests that what’s trending in social media is—”
Try:“We’re seeing a 30% increase in engagement through interactive content, and we can leverage this with a small budget increase.”
3) Anticipate their questions
Be prepared with brief, clear answers to likely follow-up questions. The faster you respond, the more attention you’ll retain.
4) Get to the “So what?” fast
Why should they care? What’s the business impact? Why now? Answering this early is crucial.
Instead of:“I did a deep dive into some social media trends, and it looks like there’s a shift toward more video content, and…”
Try:“We can boost our brand’s reach by 50% with a targeted video campaign on TikTok. Here’s why it matters…”
The Takeaway for C-Level Communication
If you want to make an impact at the executive level, think like an executive: start with the “what,” then support it with the “why” and “how.”That doesn’t mean skipping the details altogether—it means leading with the outcome.
Practice this approach in everyday conversations and meetings. You’ll find your communication becomes sharper, more strategic, and more likely to get the attention of decision-makers.
So the next time you have an idea to pitch, remember: Diane doesn’t have time for your research—she has time for your conclusion. Get there fast, and you just might hear, “That’s what I want to hear. Do it.”
8 Jul A Healthy Dose of FOMO for Managers
If you are a manager or supervisor of people, communication is the foundation of what you do. Unfortunately, many managers underestimate the value of the communication coming from the people below them in their organization—theirdirect reports.
Yet those at the bottom level of organizations—front-line workers—have a front-row seat to issues that arise on the most basic level for organizations. So why do managers so often fail to listen to their direct reports when it comes to proposing new ways of doing things that solve organizational problems?
Put briefly, thinking from the Industrial Age suggests that workers are just cogs in the machine, not thinkers with ideas that can be useful. Therefore, these front-line workers should do their jobs and keep their mouths shut. This thinking limits the possibilities for organizations to surface and solve problems that managers and those higher up in the organizations may not realize exist. Instead, managers should engage in a healthy dose of “Fear of Missing Out” (FOMO) and tap into this hidden resource.
All it takes to do so is a simple communication skill: listening. Inviting your direct reports to share ideas and solutions with you and then truly listening can go a long way toward improving the whole company.
Here are the steps to excellent listening:
- First, get ready to listen. You must prepare yourself to put aside other concerns in your mind and open it to hearing what this person is trying to share with you.
- Second, pay attention! Remove yourself from any distractions–screens or anything else–and fully place your focus on your direct report.
- Third, control your biases. Forget that this person is “below you” on the food chain and imagine they are a highly-paid consultant who has closely analyzed your business.
- Fourth, separate fact from feeling. Recognize what can be observed (seen, touched, counted) as fact and what is a feeling or an evaluation by yourself or another person.
- Fifth, use paralanguage. Encourage the speaker with your non-verbal cues and your tone of voice as you respond to them.
- Finally, paraphrase back to the speaker. To make sure you have understood their meaning, from their point of view, rephrase back to them what you believe they have said. And then give them an opportunity to correct you if you have misunderstood.
Changing the way you view your direct reports can yield unexpected benefits and solutions to problems you didn’t even know were there. All it takes is careful attention to listening when an opportunity arises. Now,go forth and listen!
2 Jun Speak with Confidence Tips
Tip #1: Make them care
Whether it’s an internal presentation, a meeting with potential buyers, a sales pitch, a job interview, a fireside chat, a PR segment, or a media interview, always ask yourself, “WHY SHOULD ANYONE CARE?” or “HOW CAN THIS STORY HELP OTHERS?” Remember, people will tune out if the content is solely about you.
Tip #2: Get back to the media within one hour of a TV interview request
First, get excited! Second, reply to the reporter immediately. Third, consider it a fire drill; drop everything to be there, the interview might be only a few hours from the first call you get. This is a wonderful opportunity. Go get ’em!
Tip #3: Don’t pretend you are perfect
Early in the pandemic, I led a big group workshop on Strengthening Virtual Presentation Skills. After dividing the group into breakouts on Zoom, it was time to bring the group back together. However, the button “End Breakout” was right beside the button “End Meeting”, and since they had the same color, I accidentally hit End Meeting, kicking everyone off the Zoom workshop!
I dramatically screamed “Nooooooooo!” to myself, and luckily, participants slowly started logging back on. Once everyone had returned, I said, “Well, I DID tell you this morning that it’s important to end virtual meetings a few minutes early, but that was a bit TOO early! Sorry about that!”
After my self-deprecating joke, everyone laughed, and we moved on. Charisma often starts with confidence. Everyone stumbles. Being perfectly polished is exhausting and not even possible. Just embrace it, call it out, and move on with a smile.
Tip #4: When you are in the office, avoid the temptation to look at your phone
On average, people spend 3 hours and 15 minutes on their phones each day. Individuals check their phones an average of 58 times each day. If you travel to your office, make it worth your time. Look up, make some small talk, use eye contact, and meet someone new. The email and apps will be there when you get home!
Tip #5: In media interviews, remember they can’t print what you don’t say
There might be moments that feel “off the record,” like the casual chit-chat while you are getting mic’d up, but keep in mind that there is no such thing as “off the record.” Stay attentive and maintain professionalism throughout. The interviewer is not your friend no matter how friendly they come across. Nothing personal, simply a reminder that you are always ON.
Tip #6: Walk around the office with a secret purpose
Looking to rebuild relationships post-Covid? Try taking a secret purposeful walk around the office once a day. Take out your AirPods, slow down, leave the cell phone, and engage in trivial or meaningful conversations with colleagues. Compliment their work, inquire about their interests, or acknowledge their contributions. Walking with intent and the willingness to listen fosters connection and builds trust.
19 May New eBook: Communication Skills for Managers: Speak Clearly, Persuasively, and Confidently Vol. 1
Now, as managers, they’re expected to communicate in ways that inspire teams, persuade stakeholders, delegate effectively, and motivate performance. They must deliver presentations that secure funding, provide clear guidance in high-pressure situations, and handle sensitive conversations with diplomacy and tact. In short, they need to influence and lead—not just inform. Poor communication doesn’t just lead to missed deadlines or small budget overruns—it can impact profitability, increase legal or financial risks, jeopardize safety, derail regulatory approvals, and erode organizational trust.
This eBook bridges that gap. It equips executives and managers at all levels with proven strategies, tools, and techniques to master the art of management communication. Drawing on over 60 years of experience coaching leaders from companies such as Merck, Bank of America, KPMG, Apple, and Amazon, the insights here will help you communicate with authority, empathy, clarity, and confidence—skills essential for leadership in today’s complex business landscape.
Access it on our secure server:
https://speechimprovement.com/communication-skills-for-managers-vol-1.pdf/
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