Tips for Communicating with Senior Colleagues

Building relationships with company leaders outside your group is career-critical. These are the stakeholders who'll be in your promo conversations. I've observed that Supra members who consistently get promoted master three strategies for connecting with senior leaders: 1/ Approach with genuine curiosity and specificity The most successful PMs don't ask for "career advice" or generic meetings. Instead, they identify what the leader is known for excelling at: ↳ "I admire how you partner with Marketing. Could I get 15 minutes to learn your approach?" ↳ "Your strategic narratives are exceptional. Would you share how you structure them?" Everyone loves talking about what they're great at. The specificity demonstrates respect for their time. 2/ Provide unexpected value Leaders remember those who help them succeed. Supra members look for opportunities to: ↳ Share relevant market insights leaders might not see ↳ Connect dots between leadership priorities and their team's work ↳ Offer to lead cross-functional initiatives they care about When you consistently provide value, quarterly check-ins become natural. 3/ Find visibility through cross-team projects Volunteer for initiatives that cut across the org chart: ↳ Leading a PM community of practice ↳ Driving adoption of new tools or processes ↳ Creating templates that solve common challenges These give them authentic reasons to interact with senior leaders while demonstrating their skills. The goal isn't just face time — it's building genuine relationships where leaders see your value firsthand. What strategies have worked for you in building relationships with senior leaders?

When coaching professionals who ask, “How do I build trust with senior leadership and create a strong ally network?” my advice always centers on one powerful principle: focus on building genuine trust. First, it’s not just about getting in front of senior leaders; it’s about understanding what matters to them. Show care by learning their priorities, understanding the problems they are working to solve, and being genuinely interested in their vision. This is where trust begins. People often wonder, “How do I even reach them?” Start by showing up. This might mean speaking up during a town hall, even when it feels daunting. Ask a well-thought-out, curious question that shows you’ve done your homework. It might be something simple, but it demonstrates your interest in the issues that matter to them - and that builds respect and trust. If you have expertise, share it. If you don’t, show curiosity. Trust isn’t built overnight, but it starts with showing that you care about what they care about. Remember, networking is more than visibility-it’s building meaningful connections based on trust.

How to Brief Senior Leaders Effectively: Lessons from a U.S. Diplomat In my over 16 years working in the field of diplomacy, I’ve developed and refined the art of delivering concise, actionable briefings to senior leaders, from ambassadors and cabinet members to decision-makers in high-pressure environments. Serving as a member of the leadership team and Acting Deputy Ambassador in my most recent assignments, I’ve led efforts on public affairs reporting, managing Embassy resources, risk assessment, and strategic communications. Here are three principles I’ve found essential for success: 1. Tailor the Message: Understand the leader’s priorities and decision-making style. Every briefing must align with their needs, goals, and the context in which they operate. 2. Clarity is Key: In high-stakes settings, time is limited. The ability to distill complex issues into clear, actionable points is critical. 3. Prepare for the Tough Questions: Senior leaders rely on experts who can anticipate risks, offer solutions, and provide insights that go beyond the surface. Throughout my career, I’ve briefed on critical global issues, including counter-disinformation strategies, human trafficking interventions, migration, and economic empowerment programs. Whether engaging with local stakeholders or presenting to top officials, my approach has always been rooted in precision, adaptability, and results-driven insights. These experiences have equipped me with the ability to provide clarity amidst complexity, a skill that translates seamlessly to senior roles in public affairs, risk management, and strategic communications.

One of the most common mismatches I see as an executive coach happens in conversations between junior and senior leaders. Junior talent often assumes that when they meet a senior, it's respectful—or expected—to let that leader steer the conversation. But this deference can backfire. It can leave the junior feeling unsure about what to say or when to say it, leading to discomfort or awkward silence. Meanwhile, senior leaders—especially those serving as mentors or sponsors—often expect the junior to take the lead: to bring an agenda, ask questions, or share goals. This creates a quiet mismatch of assumptions. Each person is waiting for the other to take the lead. If you're early in your career, remember that you're not just allowed to take the lead—you’re expected to. Offer ideas to talk about. Make a bid for support. It helps your senior counterpart know how to help you. Will it feel awkward and unpredictable? Yes. But it will get easier with practice. If you're a senior leader, remember that it might take a nudge to help your junior colleague speak up. A thoughtful invitation or a little encouragement can make all the difference. Bridging this gap can transform a stilted conversation into a meaningful one. Have you seen this dynamic in action?

Internal selling and influence within your organization are often overlooked yet crucial aspects of career success. Influence is not something that is handed to you; it is earned over time. Throughout my career, I have learned that winning the internal crowd is essential before you can make an impact externally. To become influential in your organization and gain the support of senior leaders when it’s time to close a deal, consider these strategies: 1. Get People in the Boat With You Build a movement, not just a deal. Involve others early in the vision, including marketing, tech, leadership, and partners. Elevate those around you, and when success comes, it’s a collective win. 2. Win the Crowd Establish credibility with those who can fund and advocate for your initiatives. Add value before making requests. When colleagues see your commitment to the team, they will be more inclined to support you. 3. Speak Leadership’s Language Bring solutions, not just challenges, to your leaders. Demonstrate that you have considered options, implications, risks, and rewards. Executives want to trust your path and believe in your vision. 4. Stay Humble, Seek Guidance, Offer Credit Foster collaboration by asking questions and seeking feedback. This approach shows that you value others' perspectives and encourages them to support your efforts. 5. Create Value Before You Need It Invest in your internal stakeholders without expecting immediate returns. When you show that you are a reliable team player, they will be more likely to rally for you in tough times. 6. Be a Problem Eliminator Take initiative to solve issues, no matter how challenging the task. By proactively addressing obstacles, you build trust and loyalty among your colleagues. Ultimately, people are drawn to those who are consistent, dependable, and humble—individuals who show up every day and contribute to the team's success.

You’re one conversation away from your next big break—but are you handling these moments the right way? Here’s the uncomfortable truth: If you’re not steering casual conversations toward opportunities, someone else is. ✨ Turning Conversations into Opportunities ✨ Have you ever had a casual chat unexpectedly shift into a life-changing opportunity? It’s not magic—it’s about being intentional and strategic in how you approach conversations. 🌟 Here’s a detailed guide with 7 powerful tips to help you turn everyday talks into meaningful career growth moments: 1️⃣ Be Curious and Authentic 💬 People love to talk about themselves! Ask open-ended questions like “What’s the most exciting project you’re working on?” or “How did you get into this field?” Show genuine interest in their story. Authentic curiosity not only builds rapport but also makes people more likely to share valuable insights or connections. 2️⃣ Spot and Build Common Ground 🤝 Whether it’s a shared alma mater, a mutual passion, or even the same favorite podcast, finding something in common creates an instant bond. Pay attention to details during the conversation and highlight these connections naturally. Common ground often paves the way for deeper, more impactful discussions. 3️⃣ Know When to Talk About Your Goals 🎯 Timing is everything. While you don’t want to dominate the conversation, it’s important to let people know what you’re aiming for. For example, if someone mentions a relevant topic, you can say, “That’s exactly the area I’m looking to grow in.” This keeps it casual but purposeful. 4️⃣ Plant Seeds, Don’t Push for Favors 🌱 Focus on offering value instead of pushing for something. For example, share a useful resource, article, or contact that aligns with their interests. This creates goodwill and positions you as thoughtful and resourceful. 5️⃣ Ask for Advice, Not a Job 💡 Seeking advice is less intimidating and often more effective than directly asking for opportunities. Try something like, “I’d love your perspective on how I can grow in [field/skill].” Many people are eager to share their expertise, and this can naturally lead to doors opening. 6️⃣ Make It About Them, Not Just You 🙌 While sharing your goals is important, balance it by asking about their work, challenges, or aspirations. For example, “What’s something you’re excited about in your role right now?” This keeps the conversation dynamic and mutual. 7️⃣ Follow Up Thoughtfully 📩 The real magic happens in the follow-up. Send a personalized message referencing your chat. For example: “I really enjoyed learning about [topic you discussed]. Let’s stay in touch—I’d love to hear how your project progresses!” A thoughtful follow-up makes you memorable and keeps the relationship alive. 💡 Remember: Every casual conversation has the potential to unlock doors. By being intentional, listening well, and offering value, you can create meaningful connections that propel your career forward.

One of the biggest shifts in my career happened when I started working directly with managing directors, and C-level suite officers. It forces you to grow fast. You either learn how to communicate at that level… or you get left behind. Here are a few lessons that changed the way I operate. Working with senior leadership is not about proving how smart you are, since they assume competence. What they care about is clarity, reliability, and whether you can help them move faster instead of slower. → Speak in outcomes, not details Senior leaders do not want the full story. They want the part that affects risk, timelines, or decisions. If they need depth, they’ll ask. → Be the person who brings structure Executives live in chaos. New problems every day, constant pressure, endless decisions, but If you are the one who organizes information, frames the issue, and makes decisions easier, you become valuable quickly. → Own your work You cannot hide behind your team when you work with leadership. If you did the analysis, you need to be able to explain it. If something breaks, you need to know how to fix it. Ownership builds trust faster than any credential. → Learn to hold your ground respectfully You are there because of your expertise. If something is a risk, or the data contradicts a direction, you need to say it clearly. Senior people appreciate honesty more than agreement. The biggest lesson is that working with executives is not about age, but rather about discipline, preparation, and the ability to make complexity simple. If you can do that, you stop being “the young analyst” in the room And start becoming someone they rely on. #Consulting #CareerAdvice #Leadership #DataScience #ProfessionalGrowth

How could you say that more clearly and concisely? It's a phrase I tend to use when working with leaders and their teams - because there's one limited resource everyone faces: time. Other reasons to speak with greater succinctness and clarity? ⏳ Faster Decision-making When you clearly outline your points you allow faster comprehension and decisions, improving efficiency. 🌟 Signals Preparedness and Professionalism Crisply communicating your key ideas, data, and pros and cons shows your audience that you know your stuff - rather than appearing full of fluff. 😩 Reduces Mental Strain People have enough going on within trying to decipher key messages. Make your presentations easy on their brains. 💞 Promotes Inclusivity With global audiences, verbosity may cloud your message and cause confusion. ⏪ Easy Recall In fast-paced environments, where people deal with a flood of information, concise, clear messages are easier to remember. Concise and clear doesn't mean you rush. Ensure you emphasize the key words and pause to aid understanding. The irony? The people seeking brevity may not be especially concise themselves. (As with the speaker of these words in Shakespeare's Hamlet). Do you recognize yourself as a leader who appreciates succinctness, but lacks it themselves? The causes may be: 🎩 Positional Authority If you're a senior leader, you may feel your insights carry more weight and deserve more attention, even when you become verbose. 🧠 Mental Overload Juggling many issues, you may request brevity from others, but unintentionally indulge in longer explanations when sharing your own thoughts - even if your rationale is: 'This is how I process data.' ❓ Cultural Norms Some cultures allow senior leaders leeway in their communication style, yet expect succinctness from others. 🙈 Blind Spots Maybe you don't notice the contradiction. You want efficient communication, but don't notice when you meander. What to do? What are the 1, 2 (max) 3 things you want your audience to leave with? Craft your message to those points with supporting data or stories that emphasize these. Prepare - where possible - and practice in advance. The more you practice, the easier it will feel when put 'on the spot' in future. Lose the fillers - um, ah, 'like', 'you know' and repetition. Make your points at an appropriate pace, with relevant emphasis and pertinent pauses. I often quote Bob Iger in his first stint as CEO of Disney. He communicated the company's three-pronged strategy in 7 words: - Invest in Creativity - Embrace Technology - Expand Globally Of course, there are cultural - and audience - considerations. In terms of clarity, for some, 'talking in the air' is fully comprehensible, but leaves others clueless. For others, direct (even if diplomatic) communication can feel like being hit on the head with a mallet. Tailor your message with this in mind. #eqleadership #communication #selfawareness #selfmanagement #selfleadership

I once asked my youngest daughter what she thought I did for work, and she said, "You sit on Zoom and give people your opinion all day." While there's more to my day than that, she's not entirely wrong! As you climb the career ladder, your schedule fills with presentations—some inspiring, others not so much. Here’s how to make sure yours stands out when presenting to senior leaders: 1. Be Specific, Not Overly Detailed: You've probably heard, "Keep it high-level for executives; avoid the weeds." True, but don't swing too far into the abstract. Ground your points with concrete facts and data. For instance, instead of saying, "Some code deployments aren't automated and there are opportunities for improvement," try, "Our analysis shows 25% of code deployments require manual effort, particularly in post-change validations and service restarts." 2. Harness the Power of Storytelling: Transform your presentation into a captivating narrative. Stories make data relatable and memorable. Start with a real-world example, like a customer struggling with your current system, highlight the problem and then move on to your solution. 3. Start with the 'Why': Dive into the heart of your proposal by explaining its significance. Why should your audience care? How does it align with their goals? For example, "By automating these processes, we not only boost efficiency but also advance our strategic goal of enhancing customer satisfaction." 4. Foster a Dialogue, Not a Monologue: Remember, communication is a two-way street. Anticipate your audience's reactions and be ready to engage. Hit your key points swiftly, avoid over-explaining, and focus on insights that empower decision-making. After presenting, ask questions to invite discussion. These strategies can help you tie together facts, emotions, and strategic insights, making your message not just heard, but remembered and acted upon. #presentationtips #careertips #careeradvice

A small shift in communication can change how senior you’re perceived at work. Early in my career, I thought being seen as “senior” meant having all the answers. So I’d overload conversations with details, explanations, and background, thinking I was proving expertise. But here’s what I’ve learned after working with (and coaching) senior leaders: 👉 The more senior you are, the simpler your communication becomes. Executives don’t ramble. They don’t hedge. They: Lead with the point, not the preamble. Frame discussions around impact and decisions, not just activity. Use fewer words, but sharper ones. And it’s not just about being concise. It’s about showing clarity of thought and respect for people’s time. Next time you’re in a meeting, try this: Instead of saying, “So, I was thinking we could potentially explore A, B, or C, depending on resources…” Say: “My recommendation is A. Here’s why, and here’s the impact.” That shift makes people listen differently. You’re no longer contributing ideas. You’re driving direction. Leadership presence isn’t about saying more. It’s about saying what matters.