在您的职业生涯中，您可能不会经常与公司高管互动。当然，如果它是一个足够小的公司，你可能会，但它不是常态。然而，当您进一步进入您的职业时，越来越多地，您的影响将受到有效影响高管的能力的限制。而与权威保持一致影响高管的先决条件,在吗are also some new communication skills for you to develop.
Everyone has worked with a terrible executive at some point in their career, but most executives aren't awful. Almost all executives are outstanding at某事;这通常是那个某事不是您与他们通信的主题。当您将缺乏熟悉的域与手头有限的时间结合起来时，沟通是一个挑战。
Those are garden-variety communication challenges, though, and communicating with executives can be unexpectedly difficult for a less apparent reason: the executive has become accustomed to consuming reality preprocessed in a particular way.
Any given executive is almost always uncannily good at one way of consuming information. They feel most comfortable consuming data in that particular way, and the communication systems surrounding them are optimized to communicate with them in that one way. I think of this as preprocessing reality, and preprocessing information the wrong way for a given executive will frequently create miscommunication that neither participant can quite explain.
For example, some executives have an extraordinary talent for pattern matching. Their first instinct in any presentation is to ask a series of detailed, seemingly random questions until they can pattern match against their previous experience. If you try to give a structured, academic presentation to that executive, they will be bored, and you will waste most of your time presenting information they won't consume. Other executives will disregard anything you say that you don't connect to a specific piece of data or dataset. You'll be presenting with confidence, knowing that your data is in the appendix, and they'll be increasingly discrediting your proposal as unsupported.
In most other scenarios, miscommunication creates latency rather than errors. Still, when you're communicating with executives, you'll often not get a second chance to discuss a given topic before the relevant decision is made. Invest ahead of the discussion to avoid lamentations afterward.
该best way to extract their perspective is by writing a structured document. Writing forces you to think comprehensively about your beliefs and data. The structure ensures you focus the reader on what's important. Barbara Minto, whose该Pyramid Principleis the most influential work on effective business communication, is also a big fan of structure:
该re are many structures that can work, but I'd particularly recommend every document's opening paragraph follow the SCQA format:
In many discussions, a well-structured opening paragraph is enough to spark an important conversation. Although in those cases, you might not discuss the rest of your document, the process of writing the document is still an important step in refining your thinking.
Relatively few folks employ a formal structure for the entirety of their document, but there is at least one popular format that some folks find valuable: Minto's Pyramid Principle from the aforementioned book. Start by brainstorming your proposal into a series of arguments that support your answer. Once you've written them all down, group them into related arguments. Shape those groups into three top-level arguments, with up to three sub-arguments supporting each of those top-level arguments. Recursively apply this approach, ensuring each argument summarizes its at-most-three sub-arguments. Order the arguments within each group by descending importance. At that point, you're done.
For the presentation itself, set a clear agenda, but don't focus on rote conformance. A great meeting with executive leadership is defined by engaged discussion, not addressing every topic on the agenda. Some will consider this a controversial position, preferring to measure every meeting by its action items, but this ignores the often more valuable relationship establishment and development aspects of these meetings.
Even if you do a great job preparing for your execution presentation, these things sometimes go wrong. There's nothing you can do that will avoid every bad path, but you can avoid most of the anti-patterns that routinely sink these meetings.
Never fight feedback。It's very common for an executive to have a critical piece of feedback but to not quite have the right framing to communicate it within the moment. You want them to deliver the feedback anyway, not hold it back and probably forget to give it later. If you show up as resistant to feedback, then they'll start swallowing their comments, and you'll get relatively little out of the meeting. Focus on gathering feedback; don't worry about whether you agree with it until you have more time afterward. If there's a decision that needs to be made that you disagree with, then you should inject one or two pieces of relevant data that might change their mind, but afterward, let it go. You'll be more effective by reflecting on the feedback and changing their mind later than continuing to push back within the meeting.
Don't present a question without an answer.A frequent piece of advice given to new leaders is to "never bring your manager a problem without a solution." That's not generally great advice, but if you present a problem to an executive without a proposed answer, then in the back of their mind, they're wondering if they need to hire a more senior leader to supplement or replace you. You can't create alignment in the room unless you have a proposal for folks to align behind.
Don't fixate on your preferred outcome.对于他们希望他们能够抵抗明确，不可避免的迹象，这对他们希望能够抵抗这种明确，不可避免的迹象，这是非常常见的。对“错误”的决定进行了沮丧，这很容易，但要记住，请记住，你缺少有很多的背景有助于。没有永久性决定，几乎每决定都会在未来两年内多次重新考虑。
向高管们则可能让人生畏this might be more advice than helpful. If you want to boil it all down to one concise tip: send an early draft to an executive attending the meeting and ask them what to change. If you listen to and apply that feedback, you'll figure out the other pieces as you go.