C-level leaders don’t just want updates. They want clarity, confidence, and impact.
When you step into a meeting with an executive, it’s not just another conversation. It’s an opportunity to demonstrate your authority, credibility and deepen your connection with them.
The way you communicate can easily position you as a strategic thinker and someone they trust to drive results. But too often, professionals struggle to deliver their message in a way that resonates, falling flat.
Perhaps you find yourself over-explaining details that don’t quite land, or rushing through a critical update because of nerves, or feeling like your insights don’t get the traction they deserve.
The key to standing out isn’t about having all the answers, but rather how you frame them. Let's make sure you cut through the noise, bring clarity to complexity, and instill confidence with your leadership team.
Here's how.
Key mistakes holding you back in front of your executives
If you want to command the room, avoid these pitfalls that work against you in those critical moments.
→ Diving too deep into details: Executives care about outcomes, not processes. If you’re explaining every step instead of focusing on impact, you’ll lose their attention fast. Instead, lead with insights that matter most to them. Ask yourself: “Am I sharing information that drives decisions, or just reporting on activities?”
→ Not anticipating their questions: C-suite leaders think in terms of risks, trade-offs, and big-picture impact. If you only prepare your key points but not the follow-up questions, you risk looking unprepared.
Before any exec meeting, anticipate the top 3 questions they might ask you and have concise, strategic answers ready.
Pro tip: Pre-vet your ideas or recommendations with other decision-makers in your department and sister departments. This way, you can pre-emptively get a sense of objections, resistance or concerns and address them ahead of time before sharing them with your C-level executives.
→ Failing to connect your work to their priorities: Your work is important, but if it doesn’t tie back to the company’s goals, it won’t resonate. The more you can integrate your messages within the bigger picture, hot topics or current climate of your company, the more receptivity you'll gain.
→ Speaking passively instead of owning the room: Instead of saying, “I think this might be a good approach,” say “Based on the data, the best path forward is X.” Executives need decisive recommendations, not hesitant opinions.
→ Not closing with clear next steps: Leaving an exec conversation without alignment on what’s next is a missed opportunity. Always clarify decisions made, actions to be taken, and who owns what.
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[Check out my LinkedIn Learning course on Storytelling to Influence Leadership and Decision Makers]
3 ways to shine in C-level conversations
1/ Lead with an executive mindset
When communicating with executives, your ability to deliver information clearly, concisely, and with impact can make or break the conversation. C-suite leaders don’t have time for long explanations, nor do they want a granular play-by-play of your work.
They care about strategic insights, key risks, and how your recommendations drive business results.
Here’s how to sharpen your communication for executive-level conversations.
→ Start with the conclusion, not the background: Executives need to understand the core takeaway immediately. Instead of walking them through the process that led to your insights, lead with the answer first. They can always ask for more details if needed.
❌ "We’ve been analyzing customer data over the past few weeks, and we noticed some interesting trends. Based on those insights, I have 3 recommendations I'd like to share with you."
✅ "To improve customer retention, I recommend [A, B, and C]. Our data shows that these strategies will increase retention by 20% over 6 months. Here’s how I arrived at these conclusions."
→ Frame updates around decisions, risks, and outcomes: When providing updates, avoid simply listing what has been done. Instead, position your message around the key decision to be made, associated risks, and measurable impact.
❌ "Our team has been working on optimizing the onboarding process, and we’ve made a few changes."
âś… "Our onboarding enhancements have reduced churn by 15% in our pilot program. Based on these results, we recommend rolling out the changes company-wide, which we project will lead to a 20% increase in customer retention over the next quarter."
→ Use structured communication frameworks: One of my favourite frameworks to use is the Pyramid Principle, which ensures your message is both clear and compelling. First, start with the answer first and lead with your main point or recommendation. Second, provide key supporting insights by offering 2-3 high-impact data points that validate your argument. And third, offer deeper details only if needed.
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​✅ "To increase customer retention, I propose an automated follow-up strategy. The 2 biggest drivers are personalized outreach and targeted content, which increased re-engagement by 30% in our test last quarter. I'm happy to walk you through more details."
2/ Communicate with confidence and precision
The way you deliver your message is just as important as the message itself. Even if you have the perfect insights, they won’t land effectively if your delivery feels uncertain, unfocused, or rushed.
Here's 3 simple, effective ways you can put this into action.
→ Be direct and decisive: Executives don’t want hesitation. They want clear recommendations and strong decision-making. Phrases like “I think,”“We might,” or “It could be a good option” weaken your authority. Instead, use confident, definitive language that demonstrates your expertise and conviction.
❌ "I think this could be a good option."
​✅ "This is the best option because it aligns with X and delivers Y result."
This is exactly the area of focus we supported our client on that led her to receive major accolades from her company President and VP within just 3 months of starting her new role.
→ Eliminate filler words: Unnecessary words dilute your message and make you sound less confident. Phrases like: “I just wanted to check in…”, “It kind of seems like we should…”, “Maybe we should consider…” weaken your authority. Instead, be precise and assertive in how you communicate.
❌ "I just wanted to quickly go over the numbers to see if we maybe should make some adjustments."
​✅ "Let’s review the numbers to determine the best adjustments moving forward. Here's what I propose..."
→ Control your pacing: Speaking too quickly can make you seem nervous or unsure. Pause for emphasis after key points instead of rushing to fill silence, vary your tone and inflection to keep engagement high, and breathe between thoughts instead of stringing sentences together too quickly.
âś… "Our data shows a 25% efficiency gain after implementing this process. [Pause] This is a significant shift that impacts both cost and resource allocation. [Pause] I recommend moving forward with the complete implementation next quarter. Can I get your approval on that?"
3/ Anticipate and prepare for tough conversations
Presenting to executives isn’t just about delivering updates. You must be prepared to handle challenges and pushback with composure.
→ Be ready to handle hard questions: Executives will challenge your ideas. It’s part of their role. Your ability to stay calm under pressure signals leadership maturity and strategic thinking. So instead of getting defensive, use this as opportunity to reinforce your expertise. First, acknowledge the concern and show that you understand their point. Second, reframe the conversation and shift from problem to solution. Third, offer supporting insights and use data or logic to strengthen your position.
❌ Exec: “I don’t see how this initiative is a priority right now.”​
You: “Well, we believe it is because we’ve put a lot of work into it…” (Defensive)
✅ "That’s a great point. We've actually taken that into account and based on current priorities, this initiative directly impacts our revenue goal by improving customer retention. We’re happy to refine the approach further if needed to align with broader objectives."
→ Deliver bad news the right way: Often, you’ll need to present challenges, delays, or setbacks to your leaders. The way you frame these conversations can either build credibility or erode trust. First, lead with the key issue (don’t bury the lead). Second, take ownership and provide solutions. Third, frame it as a learning moment and path forward.
âś… "We encountered an unexpected delay due to a transport issue. As a result, we've had to delay our timeline by 3 weeks. To mitigate this, I've identified 2 solutions: [Option A] and [Option B]. I recommend [Option A] because it minimizes risk and keeps us on track with minimal impact on costs. Do you agree?"
→ When an executive disagrees with you, stay composed: It’s natural for executives to push back. The key is to stay calm, listen actively, and pivot strategically. Show you’re listening without immediately defending yourself, shift focus to common ground or next steps and use data or external validation to support your arguments with facts.
✅ Exec: “I'm concerned that this approach would limit our growth.”
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You: “I understand your concern. The reason we believe this is the right approach is because of [key data point]. Given our long-term goals, this positions us for securing a larger segment of the market. Would it help if I provided a deeper cost-benefit breakdown?”
How will you shine in front of your C-level execs?
Standing out in front of C-level executives isn’t about speaking more. It’s about speaking with impact. By structuring your messages around key decisions, eliminating unnecessary details, and delivering with conviction, you position yourself as a strategic thinker executives trust. Every interaction is an opportunity to showcase your leadership, influence decisions, and elevate your presence.
You've got this!
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This week’s mission is designed to help you shine in front of your C-level executives. Set aside time to reflect and apply these steps so you can refine how you present and engage with senior leadership.
1/ Lead with an executive mindset
- Before your next executive meeting, write down your key message in 1 sentence. Does it immediately communicate the impact? If not, refine it.
- Before presenting, ask yourself: Am I listing activities or making a recommendation? Rework your update to highlight the decision at hand and the measurable impact.
- Practice summarizing a recent work update using the Pyramid Principle. Lead with the answer, provide key insights, and only add extra details if necessary.
2/ Communicate with more precision and confidence:
- Practice summarizing your key points in one sentence without using words like "just,""kind of," or "wanted to check in." The more concise and deliberate your message, the stronger your presence.
- The next time you speak in a meeting, focus on pausing between key points rather than rushing through your thoughts.
3/ Anticipate tough conversations:
- Identify the top 3 objections an executive might raise about your presentation or recommendation. Write down responses that acknowledge the concern, provide context, and reinforce your recommendation with supporting data.
- If an executive challenges your perspective, focus on listening first, then responding with data. Instead of reacting defensively, pivot to focusing on common ground and business impact.
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