Working in an executive level position requires a particular skill set. One of those skills requires learning how to communicate at the executive level. Interacting effectively with executives is an important part of making progress in your career. Here are a few things to bear in mind when you’re communicating at the executive level.
Have A Global View
Executives have to see the big picture. Their position requires them to see how all the different elements of a business interact with each other. They have to see where the strengths and weaknesses lie. Communicating at an executive level, then, requires that you don’t get bogged down in minutiae. Executives deal in the key points, the broad perspective. They don’t need to know if a specific shipment was on time or delayed, but they do want to know how shipments are affecting the profit margin. Start thinking in terms of the bigger picture.
Get to the Point
Chit-chat and small talk are part of polite society, the currency of living in a civilized world. Executives, however, live on accurate, up-to-date information. They don’t need the polite niceties, they want the information they need. In other words, they want you to get to the point. If you’re giving a presentation to executives, give them the information that’s pertinent, accurate, and up-to-date. Make sure you know everything about the information you’re supplying.
Don’t Deliver Uncertainties
Executives want information they can trust and depend on. They need you to be certain about what you’re saying, and they want to know you convinced about the validity and relevance of the information you’re supplying. If you’re suggesting solution to a company problem, they want to know that you’re absolutely convinced this is the right solution. Never deliver a ‘maybe.’
Executives Hate BS
Executives need solutions, projects, and information that works, that’s useful, that’s valuable. They hate information or presentations couched in jargon and meaningless clichés. Don’t try to make your presentation or plans sound better by using a lot of jargon. Get to the point, explain why it’s a good idea, why it’s important, why it should be done. Give them solid reasons for trusting you.