How to Deliver a Message That Gets Heard

Most leaders know the classic advice for briefing a senior executive: keep it short, start with the bottom line, and stay on point.

That’s not wrong—but it’s only half the equation.

They anticipate how the leader thinks, how they process information, and what they need from you to make a decision. I’ve seen plenty of technically flawless briefings fall flat because the presenter neglected one key factor: the human on the other side of the table.

Before You Speak, Do Your Recon

One of the most overlooked moves in high-stakes briefings is pre-briefing someone the leader trusts. Every senior executive has a small circle of advisors whose opinions carry weight—find out who that is, and talk to them first.

This conversation can be gold. You’ll learn how the leader is likely to respond, what questions may surface, and where resistance might come from. Just as importantly, if your trusted intermediary believes in your recommendation, you now have an advocate in the room.

Coach’s tip: Never surprise the senior leader in front of others—if your proposal has potential landmines, make sure their trusted advisor is already aware.

Know Their Communication Style Like You Know Your Own

Some executives process quickly and will cut you off when they’ve heard enough. Others need to let the conversation breathe. Watch for—and learn—their nonverbal signals. A raised eyebrow might mean, go deeper. A glance at the clock could signal, wrap it up.

This is where consistent observation pays off. Over time, you’ll learn whether they want crisp bullet points or nuanced narrative, whether they’re energized by rapid-fire dialogue or prefer a calm, linear delivery.

Coach’s tip: In your next meeting with your boss, spend as much energy noticing their pacing and tone as you do on your own talking points.

Understand How They Engage with Material

Some leaders love to challenge ideas—it’s their way of stress-testing. Others quietly absorb, then circle back later with feedback. And some will pepper you with clarifying questions before they’re ready to commit.

When you know their engagement style, you can prepare accordingly:

• If they push back, bring your data and be ready to defend your position.

• If they’re a quiet listener, leave them with a crisp executive summary to review afterward.

• If they ask lots of questions, anticipate them and weave the answers into your narrative before they’re even asked.

Coach’s tip: If you’re unsure about their style, ask a colleague who’s briefed them successfully—patterns are often clearer from the outside.

It’s Not Just the Facts, It’s the Delivery

Briefing a senior leader is more than transferring information—it’s about influencing how they think about the problem. Your credibility is built not just on what you present, but on how you show up: prepared, confident, and attuned to their priorities.

That’s why the best briefings don’t feel like presentations; they feel like conversations between two people working toward the same objective.

Coach’s tip: End with a clear ask. Even if it’s simply, “Does this direction make sense to you?”—it ensures you leave with alignment, not ambiguity.

Final Thought

A briefing that lands well isn’t just remembered—it becomes a signal to the leader that you’re someone who “gets it.” Over time, that’s what moves you from simply being heard to being sought out. And in the career game, that’s a position of real influence.

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