5 mistakes people make when talking with executives

With so many aspects of workplace culture changing in the new economy, one particular practice remains essential to the functionality of any organization: communication. At a time when individual employees are fighting to articulate and prove their value, the way they engage with senior executives will help dictate their career trajectory. However, learning how to communicate at this level can be one of the more nuanced and challenging aspects of professional development.

Let’s break this down even further to the practical implications. It’s important to have an understanding of the communication model: There’s a sender of information, who carries the responsibility of delivering the information in a way the recipient understands. Here are a few common mistakes individuals make in transmitting this information and how to avoid falling into them.

PROVIDING TOO MUCH DETAIL

C-suite executives don’t often bother with—nor do they require—the same level of detail as workers at lower levels of the organization. Because they operate at a higher level, observing enterprise-wide challenges, any conversation that takes a deep dive into details will quickly derail. Communications must remain high level and strategic. Details often include pertinent data required to make effective decisions, but the ability to understand the greater context and filter irrelevant information falls on the shoulders of the employee.

LACKING A STRONG STANCE OR OPINION

Let’s assume the employee has succeeded in filtering out unnecessary details. They now must have a clear opinion on what needs to happen with the information being communicated, including any and all appropriate follow up.

Executives will immediately sense a lack of conviction in the narrative, which automatically costs the employee any hope of validity. But don’t ignore the possibility that there’s a larger picture the employee may not be privy to, and the chance that the executive may offer perspective that could impact an existing opinion. Confidently state your opinion and provide the necessary support in a concise manner.

UNDERESTIMATING QUESTIONS AND CHALLENGES

Communicating is a give and take exercise. Many people make the mistake of only focusing on the presentation, ignoring the fallout that comes from potential questions, objections, or challenges from the executive. Anticipate their questions to demonstrate thorough preparation, and have answers ready. Not only will this build trust, but it indicates the ability to view a situation from a holistic and solutions-oriented perspective—having a firm opinion with the understanding that alternative viewpoints may challenge it.

Keeping in mind the most common mistakes made in attempting to communicate with C-suite executives, there are a few methods that will ensure the communication is effective and intentional.

NOT PREPARING

Preparation is key. There’s a well-known quote of Mark Twain that goes, “Sorry to write you a long note, I didn’t have time to write a short one.” Effective communication takes time, thought, and focus. This encompasses the importance of detail filtration, securing an opinion, and anticipating challenges. This way it’s possible to avoid the conversation going in an undesirable direction. Proper preparation is fundamental to a successful outcome.