I heard such a wise piece of advice last week on leading well. One that should have been common sense but one we all overlook. A set of executives were sharing how to communicate with the C-suite and how to get to the C-suite when this piece of savvy advice came down:
If you’re asking for approval of a recommendation in a meeting, then make sure you know the answer is yes before you ever go in. Lay the groundwork first.
It’s akin to the advice all first year litigators get when they’re walking into a deposition or a trial: don’t ask a question if you don’t know the answer.
As you develop your presentation and recommendation, have one on one conversations with the people who will be in the boardroom. Understand what the concerns are and show that you can tailor a solution to resolve outstanding issues. Identify the landmines before you step on them. {===>Click to Tweet} There’s nothing worse than being in an executive meeting and having your recommendation rejected or making your sponsor executive look foolish. That doesn’t reflect your insight or leadership capabilities.
So the next time you’re armed with a project solution or seeking an endorsement, lay the groundwork. Prepare before the meeting to understand the personalities and the issues that may be real or perceived with your recommendation. Let each individual air their concerns in a safe forum where you can address the questions raised or modify the solution to reflect your responsiveness. Then go in on the day of the meeting without angst over how the proposal will be received but instead knowing the outcome in advance.
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