5 Rules for Communicating Effectively with Executives

If you've ever tried to communicate effectively with executives, you'll notice that they are sometimes speaking a different language. Definitely the way they approach communication and the way they expect to be communicated to is a whole different landscape. So in this video, what I want to share with you are the five rules when it comes to effectively communicating with executives, right? And when it comes to you wanting to talk to executives, keep in mind that essentially the essence of what you're trying to achieve is to get into their inner circle, how to be a member of that inner circle. And it really is by invitation only, right? So here are the five steps, the five rules actually to effectively communicate with executives. And by the way, if you enjoy this topic, give me a thumbs up and remember to subscribe to my channel, ring that bell as well. So you can receive notifications every time I release videos like this every single week. So the five rules for speaking with executives, let's not waste time. Rule number one is escape the minutiae. Here's what I mean by that. Executives aren't worried about the minutiae, which means the day-to-day routines, right? We are always worried about day-to-day routines. In fact, we've been programmed to concentrate on our to-do list, what we have to do every day, all the single things, every single thing that we do every day. And we've been programmed to want to try to impress executives by showing them all the different things we do. And then therefore, whenever we speak with someone and we try to become impressive, we share how many things we've done, how many projects we've achieved and all the different programs that we've introduced, all the different pro projects that we have completed. That is a minutiae and that's not what they're interested in because when it comes to minutiae, that is for a certain group of people. It's for the doers, the implementers in the marketplace, but you don't want to stay at implementation. You don't want to be, you don't want to be the person who does the thing. And that's not where the executives are. Executives aren't in the implementation stage of their career. So if you want to move to the next level and demonstrate to your executives that you are worthy of leadership, this is where you have to escape the minutiae because this is where you got to start to adopt the mindset of not operating from the implementers landscape anymore. Right? So rule number one, escape the minutiae, which leads us to rule number two. And the second rule is to exude unshakable confidence because let's face it, when you're in front of executives and you're communicating with them, sharing them with your ideas, trying to illustrate and communicate the value you have to bring, they want to know that you believe in what you're talking about because that gives them confidence. In any conversation that you're going to have with executives, it is going to be a transference of certainty. They need to feel your certainty so that they can have certainty in your competency and your ability to be in dynamic relationship with them. So this is important when it comes to having confidence that you are standing in front of the executives and in no way at all, do you feel that you are inferior to them? This is extremely important. You cannot give or exude any energy or any body language or any language as well by word choice that you are inferior to them, that you are looking up to them because that is not exuding unshakable confidence. So when it comes to how do we do this exuding that unshakable confidence, this is where you are communicating exactly the value that you have to bring, but you got to believe in that value yourself and you have to know exactly how the value you are about to offer is certainly going to serve them to what they value in this organization. So that is rule number two. That is exude unshakable confidence, which takes us to rule number three is to execute rainmaking conversations. When you are at the executive level, this is where it's important. What are they focused on? They want to be able to make the business money. They want to be profitable. They want to stay relevant in that marketplace. So it is very important that you execute rainmaking communications. This is about speaking on them, speaking towards them at their level, not on the level that you've been used to operating. It requires a completely different set of communication skills. Some of the biggest mistakes that I see career professionals making when they are communicating with executives are, for example, asking too many questions or irrelevant questions, right? Another mistake, big mistake is going on for too long, sharing the minutiae or stretching out their communications. Another mistake that I see is they are making the executives explain the background to them when they should already know. Another mistake that I see is relying too much on notes, writing a script or slides when they need to refer to it, right? Which leads to the next biggest mistake that I see very often is not knowing their stuff real cold. And finally, the biggest mistake that I see also is trying to impress the executives. Because when you are communicating with your executives, it's about, how do I get into their inner circle by invitation only? So that's you. And you are noticing as I'm going through this list of biggest mistakes that you're noticing for yourself that, yeah, I really do that. I write a script. Oh, yeah, I'm reading from my notes. I am asking a lot of questions. I'm not sure if I'm going on too long. If you are finding and resonating with this, then I invite you to get some support, right? I have experienced leading executives to land their most desired positions in their industry and also how they can communicate effectively with their bosses and their bosses' bosses as well. So if you want that coaching and you're serious about taking your career to executive levels, then I invite you to book a call with me. There is a link in the description below this video, direct link where you can fill out an application. And this is where either myself or someone from my team is going to get on a call to speak directly with you to explore whether or not we can definitely work together and it is the right fit for both of us. So if you're serious about achieving these outcomes, then book a call. I look forward to seeing you on the inside. Which takes us to rule number four, elongate your timeframes, right? What do I mean by that? Everybody operates on certain timeframes. It's just what we're used to, our default mode, right? So let me give you an example. How many of you, when you're watching this video, do you resonate with planning the year, year by year? What am I going to do next year? What are my next year's goals? What do I hope to achieve by next year? If that's you and that resonates with you the most, then chances are your timeframe is year by year. However, there are some individuals and maybe this is you, right? Maybe you make a five-year plan, right? You and your partner or your spouse, right? And your teammates, maybe you're used to making the five-year plan and you review that plan. So if that's you and you resonate with that, then your timeframe is five years, right? Five-year timeframe. Everybody has a timeframe that they're most comfortable with operating. So this is where you got to know what has been your timeframe. What has it been? And you will find evidence that's coming true in your life, what your timeframes have been. And you will notice that as you progress through your career, you're an ambitious career professional. You'll notice that when you progress through your career from college, from recent graduate, from junior member, mid-level manager, and now you're about to step into executive, you will notice that necessarily in order to get to each subsequent level that you needed to expand your timeframes. Maybe when you got your first job out of college, your timeframe was operating on a paycheck to paycheck basis. In other words, month to month. But now you're operating year by year or five years by five years. But executives operate from much elongated timeframes compared to you. They operate from lifetimes. They operate from timeframes that are lifetimes long or decades long. So this is where it's important. If you want to communicate effectively with your executives, that you operate and you communicate with them with their timeframes as well. And in that way, you can really truly demonstrate that you're thinking on their level, that you are one of theirs, a peer of theirs when you're able to communicate with someone at their timeframes. It's inspiring. It feels like familiarity and they can trust you as well that you can think in alignment with the vision. Comment below. I want to hear from you, which rules so far did you resonate with the most? Are there ones in particular that you never thought of that are quite intriguing? So comment below. I want to hear from you. And if you haven't done so already, remember to subscribe because every single week I release videos where I talk about executive level positions, interviews, how to take your career to the next level and very important skills when it comes to communication. So remember to subscribe. And I look forward to hanging out with you in my next video. And the fifth and final rule is to exercise business acumen because at the executive level, they want what is the next best thing for this organization. They're looking for the next best thing, right? It's important that you don't just focus on problems, but you actually see the reason why this business exists. What exactly are they trying to achieve in terms of the big picture vision? And chances are the vision involves some sort of profit, some sort of shift in market, some sort of value that they add into the marketplace. So this is where you're going to wear your business owner hat, right? You are no longer operating from an employee mindset. You got to start to operate and think from their perspectives, bring forth your business acumen, not necessarily focusing on problems, but focusing on what are we trying to achieve here and how is the value that I'm the skillset that I've had as an implementer for the past few years and therefore as a manager, how am I going to use all of these experiences and real life work history that I've had and how am I going to package it in such a way that I can demonstrate? I understand why I exist in this company and exactly how my skills, my knowledge, my expertise, and my experience, how all of those things combine to help them achieve their business goals. What is that? Right? So these are the five rules for talking to executives. I look forward to hanging out with you in the next video.