Leadership - Buy In | Meetings

Frequently, we find ourselves in leadership meetings, whether they are for making decisions or providing guidance. In such situations, I always remind myself or advise my colleagues to consider the following:

1. Establish the purpose and context upfront
2. Collaborate with the affected audience proactively
3. Be Open to feedbacks

Establish the Context and Purpose

Clearly express your purpose from the beginning; whether you’re seeking guidance, a decision, or simply engaging in a brainstorming session.

Strive for direct communication and don’t take offense at potentially blunt questions. These questions may be aimed at streamlining the presentation by skipping slides for which the audience already has context.

Leadership is often impatient, preferring a quicker pace than anticipated. It’s not crucial to reach the end of the slides; instead, be prepared for interruptions during the presentation.

Leadership’s time is incredibly valuable, underscoring the necessity of thorough preparation, especially with supporting data. When it comes to incorporating data into presentations, refrain from including them on slides simply because you possess them—use them as supplementary evidence.

Collaborate with the affected audience:

Certain proposals we put forth may have repercussions on other departments within the organization; for instance, implementing automation to address customer issues could potentially impact the operations team.

Expect challenging questions and feedback when delving into the territories or crossing boundaries of other groups. A more effective strategy is to collaborate with the affected group in advance, before the leadership meeting. Acknowledge the potential impact, and seek initial input on the proposed solutions. The objective is to prevent any confrontations during the leadership meeting, especially if an impacted leader feels offended by the proposal.

Be Open to feedbacks

Higher the hierarchical level, the more diverse the leader’s staff is likely to be. Depending on the specific audience, one might face differing challenges or potential criticism.

Be attentive to inquiries such as, “What problem are we exactly trying to solve?" This suggests that although the problem has been stated, there is a need for further clarification. Either the leader may not grasp the issue, or they may not perceive it as a problem. In such instances, avoid being defensive or revisiting the problem slides; instead, seek to understand the underlying intent behind the questions—simply ask.

Maintain openness—what matters most is resolving the problem. The solution doesn’t necessarily have to align with the one you initially proposed.