The Dotted Line Dilemma: Leading Effectively in Matrix Organizations (Leadership Challenges 6/7)

The days of clear, siloed hierarchies are fading. In today’s complex business environment — where projects span geographies, products, and functions — leaders are increasingly working in matrixed organizations. In these structures, dotted line reporting has become common.

A dotted line reporting relationship means an employee has a primary manager (the solid line) and a secondary manager (the dotted line). The solid-line manager holds ultimate accountability, while the dotted-line manager influences goals, priorities, and performance. In theory, this structure fosters collaboration, agility, and cross-functional alignment. In practice, it often creates confusion, competing priorities, and blurred accountability.

For executive leaders, the dotted line is both an opportunity and a challenge. Done well, it accelerates collaboration and breaks down silos. Done poorly, it drains energy, slows decision-making, and leaves employees caught in the middle. I recently worked with a VP whose product managers each reported a solid line to her and a dotted line to regional sales leaders. The intent was to keep product and customer needs aligned, but instead, employees felt torn between short-term sales demands and long-term product strategy. With clear agreements on decision rights and regular triad check-ins, the team shifted from conflict and burnout to better trust and alignment — a reminder that the dotted line itself isn’t the issue, but how leaders manage it.

Benefits of Dotted Line Reporting

1. Stronger Collaboration Across Functions. When dotted lines work, they encourage knowledge-sharing and break down silos. Employees gain direct access to leaders in other functions, which strengthens alignment and helps them see how their work impacts the bigger picture. This model can support enterprise thinking — something matrix structures were designed to achieve.

2. Flexibility and Agility. A dotted-line manager can step in when the solid-line manager is unavailable or specialized expertise is required. This flexibility helps organizations move faster and make better decisions without being bottlenecked.

3. Broader Development for Employees. Employees exposed to multiple leaders receive a wider range of coaching, feedback, and perspectives. This can accelerate development — particularly in areas outside their functional “home base.”

Challenges Leaders Must Address:

1. Confusion and Competing Priorities. Employees often struggle to know whose requests take priority. Without clear agreements, they may waste time managing politics rather than the work.

2. Conflict Between Managers. If solid and dotted line managers aren’t aligned, employees can feel like they’re stuck between competing agendas. Research on matrix organizations (HBR, Problems of Matrix Organizations) shows that unresolved conflicts at the top cascade into stress and inefficiency at lower levels.

3. Accountability Gaps. When performance suffers, leaders sometimes point fingers rather than own responsibility. Without clarity, employees can feel unsupported and unsure of what success looks like.

Leadership Strategies for Success

1. Establish Crystal-Clear Roles and Responsibilities. Leaders must explicitly define what falls under the solid line versus the dotted line. Who owns performance reviews? Who sets priorities? Who provides coaching and feedback? Clarity removes guesswork and builds trust.

2. Align and Communicate Consistently. Managers in dotted line relationships must commit to regular alignment. Whether it’s a quick sync before big deadlines or monthly check-ins, the goal is to speak with “one voice” to employees. Mixed messages erode confidence and credibility.

3. Prioritize the Employee Experience. The burden of navigating dotted lines shouldn’t fall on employees. Leaders must proactively manage potential conflicts, provide guidance, and shield employees from being pulled in competing directions.

4. Build a Culture of Feedback and Transparency. Dotted line reporting works best in environments where open dialogue is encouraged. Continuous feedback — not just during formal reviews — ensures employees know how they’re doing and where to focus.

5. Use Check-ins as a Leadership Tool. Short, frequent check-ins across solid and dotted line managers help maintain alignment. They also give employees a chance to raise issues early, reducing the risk of burnout or disengagement.

Dotted line reporting is not a problem to be solved but a reality to be managed. In today’s matrixed organizations, the dotted line can either accelerate collaboration or create frustration. The difference lies in how leaders approach it. By setting clear roles, aligning consistently, and prioritizing the employee experience, executives can turn dotted-line reporting into a powerful tool for integration and growth. At its best, the dotted line isn’t a weakness in structure — it’s a bridge that connects functions, strengthens teams, and drives organizational success.

Quote of the Day: “Clarity affords focus” -Thomas Leonard

Reflection Question: How has dotted line reporting played out in your organization — as a bridge to collaboration or as a source of tension? Comment and share below; we’d love to hear from you!

The next blog in this series 7/7 will focus on managing managers.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and navigate tricky situations, contact me

How do you lead your dotted line?

Leading Across Generations: The Myth and the Reality (Leadership Challenges Series 5/7)

Walk into any leadership meeting today and you’ll hear some version of this sigh: “Managing all these generations is exhausting.”  Leaders feel caught between digital-native Gen Zs, ambitious Millennials, pragmatic Gen Xers, and seasoned Boomers - each with their own communication quirks, career expectations, and Slack habits. It sounds like chaos. But much of the tension isn’t just generational — it’s contextual, cultural, and relational.

It may sometimes feel like you are leading five generations, but the truth is, you’re leading five sets of human experiences in different life stages.

Why It Feels So Hard

Researchers like Jean Twenge, author of Generations, argue that today’s workplace is more complex because the pace of change has never been faster. Technology, remote work, and shifting norms have widened the gap between how people enter and exit their careers. This means that leaders are managing vastly different starting lines.

Meanwhile, consultant Haydn Shaw, who coined the term “Generational IQ,” notes that misunderstandings across age groups often stem from differences in expectations rather than values. What one group calls “initiative,” another might label “impatience.”

Add hybrid work, social media influence, and cultural fragmentation - and suddenly “leading across generations” becomes a masterclass in empathy and flexibility.

The Research Reality Check

Organizational psychologist Adam Grant flips the script on generational divides. In his podcast episode “Generational Differences Are Vastly Exaggerated,” he reveals that most of what we call “generation gaps” are illusions. Every era has accused the next of being entitled, distracted, or morally adrift — a familiar cycle that says more about nostalgia than truth. When researchers compare people at the same age, the data tells a consistent story: loyalty levels have remained stable, ambition hasn’t wavered, and the values people hold most dear — meaningful work, respect, growth, and balance — have barely changed. What has changed is context, not character. Younger workers are navigating new economic realities, cultural expectations, and technological landscapes. Their choices reflect their circumstances, not their chromosomes. 

Where Leaders Get Stuck

The real challenge for today’s leaders isn’t managing generational differences — it’s managing perception. What often looks like a “generation gap” is really a clash over clout: who gets heard, whose expertise counts, and who defines what hard work looks like. Younger professionals push for innovation and inclusion, while seasoned ones protect standards and hard-earned credibility. Both perspectives are valid — and both sides often feel undervalued. The leader’s job is to bridge that divide, translating ambition into alignment.

How to Lead Across Generations (and Beyond Them)

1. Normalize, Don’t Stereotype.  Avoid labeling behaviors as “Gen Z” or “Boomer.” Instead, describe them as preferences. “You prefer direct verbal feedback; I tend to process in writing better. How can we meet in the middle?” Normalizing difference removes judgment.

2. Focus on Shared Purpose.  Research by Megan Gerhardt, author of Gentelligence, shows that when teams define a unifying goal and respect each generation’s expertise, performance improves. Shared purpose turns “us vs. them” into “we.”

3. Design for Flexibility, Not Uniformity.  People at different life stages value autonomy differently. A parent managing childcare may need flexibility; a new graduate may crave in-person mentorship. Treat flexibility as equity, not an exception.

4. Make Curiosity a Leadership Habit. Ask: What do you value most right now? How do you like to communicate? What helps you do your best work?  Curiosity dismantles assumptions faster than any training manual.

The Big Reframe: It’s About Life Stage, Not Birth Year

A 28-year-old single engineer and a 55-year-old caring for aging parents may seem worlds apart — but both want respect, meaningful work, and leaders they can trust. Their expressions differ, but their essence is shared.

When leaders shift from “How do I manage each generation?” to “How do I meet people where they are?”, the noise quiets — and collaboration grows.

Generational differences make for great headlines but poor leadership.  The best leaders do not lead generations — they lead humans in context.  They listen across experience, build bridges between ambition and wisdom, and create workplaces where every generation feels valued — and valuable.

Reflection Question: Where might you be interrupting a difference in experience or power as a difference in generation?  Comment and share below; we’d love to hear from you.

Quote of the day: “Others judge us by what we’ve done; we judge ourselves by what we feel capable of doing.” — Longfellow

The next blog in this series 6/7 will focus on another leadership challenge – leading dotted line employees.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and navigate tricky situations, contact me

How do you lead multiple generations in the workplace?

Effective Written Communication: Getting Read, Understood, and Acted On (Executive Comms Series 9/9)

At the executive level, your words compete with hundreds of emails, slack threads, and reports each day. The hard truth is that if your written communication isn’t clear, concise, and purposeful, it won’t be read - let alone acted on.

Strong written communication is not about writing more; it’s about making every word work harder. Leaders who excel at it get their updates noticed, their recommendations considered, and their influence extended well beyond the room.

Principles of Effective Written Communication

1. Lead With the Headline.  Don’t bury the lead. Start with your main point or recommendation, then provide supporting detail. For example:

• Weak: “We’ve been exploring options for several weeks, and after reviewing multiple vendors, considering cost, and weighing implementation…”

• Strong: “We recommend Vendor X for onboarding — it’s fastest to implement, cost-effective, and reduces churn risk. Here’s why.”

Your audience shouldn’t have to dig for your point.

2. Keep It Smart and Brief.  As Jim VandeHei et al explain in their book Smart Brevity, attention is today’s scarcest resource - and clarity wins. Their approach, developed at Axios after years of watching leaders drown in bloated emails and endless decks is built on one principle: say less, but make it matter more. Use bullet points, subheads, and bold labels so people can scan in seconds. Busy executives do not want three pages of context; they want the headline, the “so what,” and the next step — all in under 30 seconds.

3. Provide Structure.  Written updates are easier to follow when information is chunked. Use labels (e.g., Goal, Outcome, Next Steps) so readers know exactly what they’re looking at. A sample structure for an executive update might include:

• Goal

• Outcome

• Resource Needs / Investment Priorities

• Risks & Assumptions

• Decision Points

• Next Steps

When people can map where they are in your message, they can process faster.

4. Balance Data With Story.  Numbers create credibility, but stories make them memorable. Instead of writing: “Engagement increased 12%,” add: “…which means 800 more employees are actively using the new platform every week.”  This makes your data relatable and sticky.

5. Always Clarify the Ask. Every written communication should answer: What do you need from me? A decision? Endorsement? Awareness only? Close with a clear ask to avoid ambiguity.

Example: Before and After

Before (messy):  “So, we’ve been kicking around some thoughts on the new product launch. A few teams weighed in, and overall the pilot seemed fine, though there were some hiccups we’re still sorting out. The big question is whether we should scale, but of course, there are concerns around budget and bandwidth, so we’re still figuring out the best path.”

After (clear): The pilot launch delivered strong results — 92% customer satisfaction and a 15% increase in upsell. My recommendation is to proceed with scaling the launch. To do so, we’d need an additional $1.2M in resources. I’d welcome your perspective on this approach and look forward to discussing it at the board meeting.

Written communication at the executive level is a leadership tool. When you lead with the headline, write with brevity, provide structure, blend data with story, and clarify the ask, you make it easy for others to engage with your message. In a world where attention is scarce, clarity is influence.

Reflection Question: How often do your emails and written updates get acted on the first time — and what would change if they were clearer and more concise?  Comment and share below; we’d love to hear from you!

Quote of the Day: “The most valuable of all talents is that of never using two words when one will do.” – Thomas Jefferson

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills. Contact me to explore this topic further.

How good is your written comms.?

Disagreeing Effectively with Execs: Influence Without Alienation (Executive Comms Series 8/9)

Few moments test an executive’s communication skills more than disagreeing with the CEO or board. The stakes are high: get it right, and you build credibility as a trusted thought partner; get it wrong, and you risk being dismissed — or worse, seen as insubordinate.

The good news: disagreement doesn’t have to mean conflict. In fact, the best boards and CEOs value leaders who challenge constructively, broaden perspectives, and surface blind spots. The key is not whether you disagree, but how you do it.

Principles for Disagreeing Upward

1. Lead with Respect.  Frame your disagreement as an additive contribution, not an attack. Try: “I’d like to share another perspective that may help us make the best decision.” Respect opens the door; defensiveness slams it shut.

2. Ask Clarifying Questions.  Instead of declaring “That won’t work,” ask: “What assumptions are driving this approach?”  Questions uncover the reasoning behind decisions — and create space for alternative ideas without immediate confrontation.

3. Anchor in Shared Goals.  Tie your disagreement back to enterprise priorities. Example: “I hear the emphasis on speed. My concern is quality — because if we miss customer expectations, we risk long-term trust. How do we balance both?”  Anchoring in shared goals reframes the conversation from me vs. you to us vs. the problem.

4. Use Evidence, Not Only Emotion.  Passion is good, and with data, you can better persuade.  Bring facts, examples, or lessons from other companies. The board and CEO may not agree with your conclusion, but they’ll respect the rigor.

5. Know When to Let Go.  Sometimes, you’ve made your case, backed it with solid reasoning, and the decision still moves in another direction. That’s part of operating at the executive level. At that point, your job is to align and execute. Raising the same objection repeatedly after consensus has been reached erodes credibility.

Amazon’s “disagree and commit” principle is a powerful guide here. The idea: debate openly, decide collectively, and then execute wholeheartedly — even when the final call isn’t the one you championed. This is not compliance; it’s leadership maturity. Boards and CEOs don’t need universal agreement, but they do need unified execution. Your credibility grows when you can challenge constructively and commit fully once the path is chosen.

Example in Action

One senior leader I coached disagreed with her CEO on pursuing a rapid expansion strategy. Instead of saying “This is too risky,” she framed it differently:

• She acknowledged the CEO’s focus on growth.

• She asked clarifying questions about how risks were being modeled.

• She shared data from a similar company that stumbled during fast expansion.

• She then recommended an alternative path: phased expansion with milestone reviews.

Her respectful, evidence-based approach did not stop the expansion, but it did shift the board to adopt stronger guardrails. Her credibility increased — not because she won, but because she spoke with both courage and care.

Disagreeing with the CEO or board is not about “winning the argument.” It’s about shaping the conversation, surfacing risks, and influencing decisions while preserving trust. The leaders who master this skill are seen not as contrarians, but as essential partners in decision-making.

Reflection Question: The next time you disagree upward, how will you frame your point to add value rather than create friction? Comment and share below; we’d love to hear from you!

Quote of the Day: “Effective communication is 20% what you know and 80% how you feel about what you know.” – Jim Rohn

The next blog in this series 9/9 will focus on effective written comms.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you disagree diplomatically?

Impromptu Readiness: Speaking with Confidence on the Spot (Executive Comms Series 7/9)

Even the best-prepared executives get put on the spot: a board member asks for your perspective, the CEO calls on you mid-meeting, or a peer wants your quick take in the hallway. In these moments, you don’t have slides, notes, or time to rehearse. What you do have is your presence — and a few simple frameworks that help you think and speak clearly in real time.

Strong leaders know impromptu communication is not about perfection. It’s about composure, clarity, and confidence under pressure.

Frameworks for Impromptu Speaking

1. PREP (Point, Reason, Example, Point)

• Point: State your headline clearly.

• Reason: Explain why it matters.

• Example: Share a short story or data point.

• Point: Restate your headline.

Example: “Retention is our biggest risk right now. That matters because customer churn drives revenue loss. For instance, our Q2 churn rose by 4%. That’s why we need to double down on customer success.”

2. Pros → Cons → Recommendation. Great for answering tough questions on decisions. Lay out both sides, then share your judgment.

Example: “The upside of Option A is speed; the downside is higher cost. The upside of Option B is savings; the downside is slower execution. Given our growth priorities, I recommend Option A.”

3. Past → Present → Future. Ideal when asked about progress, strategy, or timing.

Example: “In the past quarter, we stabilized operations. Right now, we’re focusing on scaling efficiency. Going forward, our priority is automating to reduce costs.”

Techniques to Show Composure

• Pause Before Responding. Silence feels long to you, but it signals confidence to others.

• Keep It Short. Two minutes is usually enough; avoid rambling or drifting to other topics.

• Signal Structure Out Loud. Phrases like “There are two options” or “Let me share three quick points” help the audience track with you.

• End with a Clear Takeaway. Don’t trail off — close with your key message.

Example in Action

In a recent executive offsite, a leader I worked with was unexpectedly asked for her perspective on a new product rollout. She paused, smiled, and said, “I’ll share this in three parts — past, present, and future.” In under two minutes, she outlined what the team had learned from past launches, where they stood today, and what she saw as the next priority. The room leaned in — not because her points were revolutionary, but because her delivery was crisp, confident, and structured.

Impromptu readiness is not about having all the answers — it’s about having enough structure to deliver clarity under pressure. With frameworks like PREP, Pros–Cons–Recommendation, and Past–Present–Future, you can turn surprise questions into opportunities to show composure, credibility, and executive presence.

Reflection Question: When you’re put on the spot, do you default to rambling - or can you rely on a structure that helps you shine?  Comment and share below; we’d love to hear from you!

Quote of the Day: “In the moment of decision, the best thing you can do is the right thing.” – Theodore Roosevelt

The next blog in this series 8/9 will focus on effective disagreements at the exec. level.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you think on your feet?

Proactive Communication: Building Trust Across Stakeholders (Executive Comms Series 6/9)

At the executive level, communication isn’t just about what you say in a meeting — it’s about how you keep people informed, aligned, and confident in your leadership between meetings. Too often, executives assume others know what’s happening, only to discover peers feel left in the dark, teams are misaligned, or stakeholders are blindsided.

Proactive communication changes that. By intentionally sharing updates, progress, and decisions before people have to ask, you build trust, reduce friction, and create a reputation as a leader who keeps everyone aligned.

Why Proactive Communication Matters:

• Prevents surprises. No one likes to hear about a decision at the last minute — especially a peer whose work is affected.

• Builds credibility. Regular updates show you’re organized, transparent, and dependable.

• Strengthens relationships. Communication is the currency of trust; sharing openly keeps peers and stakeholders on your side.

How to Communicate Proactively:

1. Share Regular Updates. Be a “super-communicator.” Send a short weekly or biweekly note highlighting:

• What’s been completed

• What’s in progress

• What’s coming next and when

• What roadblocks exist, and how you’re addressing them

Even a few bullet points help stakeholders see progress and priorities.

2. Ask Stakeholders What They Need. Don’t guess about the right level of detail — ask: “What’s the most useful way for me to keep you updated? High-level bullet points? Deeper dives on certain metrics?” People rarely complain about too much clarity.

3. Tailor to Your Audience. 

• Peers: Share how your work impacts theirs and invite them to collaborate.

• Teams: Give context so they see how their work ladders up.

• Executives: Keep it strategic — bottom-line impact, risks, and asks.

4. Model Transparency in Ambiguity.  Even when the path forward isn’t clear, share what you know and what’s still uncertain. For example: “Here’s where we are today, here’s what could change, and here’s how we’re preparing for both scenarios.”  Ambiguity handled openly still builds trust.

5. Use Multiple Channels.  Leverage different formats: a short Slack note, a stakeholder newsletter, or a quick sync call. Communication isn’t one-size-fits-all — consistency across channels makes your leadership visible and credible.

Proactive Communication in Action

One VP I coached began sending a weekly one-pager to her peers and senior leaders: three wins, three priorities, and one ask. It took her 15 minutes to draft — and immediately changed how others perceived her. Instead of chasing her for updates, peers thanked her for clarity. Instead of being reactive, she was shaping the narrative of her team’s work. Another executive I coached heard from the board that they wanted more external engagement. In response, he added an “In the Field” section to his monthly update, spotlighting key conversations with partners, clients, and community leaders — reinforcing his role as a connector and ambassador for the organization.

Proactive communication is one of the simplest ways to strengthen executive presence and build trust across the system. When you share updates before people ask, tailor to different audiences, and communicate transparently even in ambiguity, you shift from being seen as “busy in your silo” to being recognized as a leader who drives alignment and confidence across the enterprise.

Reflection Question:  How proactive are you in keeping peers, stakeholders, and teams updated — and where could more transparency make the biggest impact?  Comment and share below; we’d love to hear from you.

Quote of the Day: “The most important thing in communication is hearing what isn’t said.” – Peter Drucker

The next blog in this series 7/9 will focus on impromptu readiness.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you proactively communicate?

Prep Work: The Hidden Advantage in Executive Communication (Executive Comms Series 5/9)

Strong executive communication looks effortless. But the secret behind every confident boardroom presentation or crisp CEO update isn’t natural talent — it’s preparation. The leaders who appear most fluent and persuasive are the ones who did the hard work beforehand: sharpening their thinking, anticipating questions, and aligning with their audience.

Preparation is not about over-rehearsing. It’s about creating clarity for yourself so you can deliver clarity for others.

Step 1: Clarify Your Core Message.  Before building slides or speaking points, ask: What is the one message I want them to walk away with?  From there, identify three main points that support your message. (Think of them as folders — labels first, details later.) Ask yourself:

• What data, stories, or examples illustrate each point?

• How do these points connect to the bigger business priorities?

• What’s my “ask” at the end?

When you know your main message and supporting points, your communication gains structure and impact.

Step 2: Know Your Audience.  Not all executives want the same level of detail. A great communicator flexes to match the audience’s style and priorities. For example,

• Commanding leaders appreciate directness and speed.

• Logical leaders want data and reasoning.

• Inspirational leaders look for vision and possibilities.

• Supportive leaders value collaboration and buy-in.

Preparation means anticipating what matters to your audience: What are their goals? What concerns might they raise? How will this impact their function or the company as a whole? When you connect your message to their priorities, you earn attention and credibility.

Step 3: Anticipate Questions.  Executives will test your ideas with questions. Anticipate them. Write out the hardest questions you think they’ll ask — then draft crisp, confident answers.

Ask yourself:

• What risks will they want to understand?

• What trade-offs will they probe?

• What assumptions might they challenge?

Having thought through answers in advance allows you to respond with composure and authority rather than scrambling on the spot.

Step 4: Draft, Outline, Then Bullet

Think of prep as writing in layers:

1. Draft it all out to clarify your thinking.

2. Outline to organize structure.

3. Reduce to bullets so you can speak conversationally.

This layered prep helps you be clear without sounding scripted.

Step 5: Rehearse With Others.  Don’t just practice alone. Run your presentation by a trusted peer or team member. Ask them: What’s clear? What’s confusing? What questions did you have? Their feedback will reveal blind spots and sharpen your delivery.

Preparation is the hidden advantage in executive communication. It transforms nervousness into confidence, messy updates into clear stories, and scattered details into sharp takeaways. The best leaders don’t wing it — they prepare deeply, then deliver simply.

Reflection Question: Where would a little more prep elevate your next executive communication the most? Comment and share below; we’d love to hear from you.

Quote of the Day: “By failing to prepare, you are preparing to fail.” – Benjamin Franklin

The next blog in this series 6/9 is on proactive communication with stakeholders.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you prep for exec. comms.?

Presentation Formats That Strengthen Executive Communication (Executive Comms Series 4/9)

When presenting to senior leaders, how you structure your message is just as important as the content itself. A well-framed presentation helps your audience track, engage, and retain what you are saying. A poorly structured one leaves people lost, distracted, or asking, “What was the point of that?”

You do not need dozens of frameworks. A few simple ones, mastered and flexed for different situations, will elevate your executive presence and ensure your message sticks.

Framework #1: The STAR Model (Situation, Task, Action, Result).  The STAR model—sometimes extended as STAR(C) with a final Connection - was popularized in behavioral interviewing, most notably by Amazon, to ensure candidates shared clear, structured, and results-driven stories. Its power translates directly to executive communication, especially when sharing progress, lessons learned, or case studies, because it keeps updates concise, logical, and focused on impact.

• Situation: What was happening?

• Task: What needed to be done?

• Action: What did you (or your team) do?

• Result: What changed as a result?

·       (Connection): How does this tie back to the bigger picture or future priorities?

For example: “Outages were averaging 10 hours a month (Situation). We needed to improve reliability (Task). We upgraded the infrastructure (Action). Outages dropped to one hour a month (Result). This improvement positions us to scale customer demand confidently (Connection).”

STAR works because it’s outcome-oriented and easy to follow. By structuring updates this way, you not only share what happened but also reinforce why it matters to the business.

Framework #2: What–Why–How.  This is one of the most powerful frameworks for persuading executives to take action.  Communication Expert Nancy Duarte often stresses that leaders lose their audience when they skip the “why.”  This framework ensures you hit all three essentials.

·       What: Lead with the headline — the decision, recommendation, or key point.

·       Why: Explain why it matters and what’s at stake — the impact on strategy, results, or risk.

·       How: How you’ll execute or what support you need.  Outline the plan or next steps, keeping it concise and high-level.

Example: “We need to invest in new onboarding software (what). This will reduce employee ramp-up time by 25% and cut attrition in year one (why). The implementation requires a six-month rollout and $300K budget (how).”

The brilliance of this model is its clarity. By starting with the “what,” you respect the executive audience’s time. The “why” builds buy-in, and the “how” reassures them there’s a credible path forward.

Framework #3: Goals → Results → Insights → Next Steps (GRIN). Think of this as the executive retrospective plus roadmap. It’s especially powerful in quarterly business reviews or board updates, because it shows discipline in tracking outcomes while keeping a forward tilt.

How it works:

• Goals: What we set out to achieve (anchor to original commitments).

• Results: What happened — successes, misses, and the data behind them.

• Insights: What we learned — trends, risks, or shifts in the environment.

• Next Steps: Where we go from here — decisions, priorities, and asks.

For example: “Our goal was to expand market share in two regions (Goals). We achieved 8% growth in one, but fell short in the second due to delayed partnerships (Results). We learned that local distribution agreements are a bottleneck (Insights). Next quarter, we’ll fast-track partner onboarding and reallocate resources to accelerate regional momentum (Next Steps).”

This framework resonates in executive settings because it’s concise, repeatable, and momentum-building. You don’t just report results — you connect them to insights and actions that move the business forward.

Framework #4: Three-Point Takeaway.  Sometimes the simplest structure is the most powerful. The Three-Point Takeaway helps you cut through complexity and leave your audience with a message they’ll actually remember. Cognitive science reveals that our brains process and recall information most effectively in groups of three — it feels complete without being overwhelming.

How it works:

·       Main Message: The one thing you want them to remember.

·       Three Points: Three labeled pillars that support your message.

·       Examples: Data, stories, or anecdotes that make each point tangible.

For example:

“To make this launch successful (main message), we must nail three things: speed, quality, and customer experience (three points). Here’s one example of how we’re addressing each…”

This format is effective for board updates, strategy rollouts, or crisis communication. It gives your message structure, memorability, and impact. If your audience can repeat back two of your three points, you’ve succeeded.

Executive communication isn’t about dazzling with complexity — it’s about structuring your message so it lands with clarity, credibility, and impact. Whether you use STAR to share progress, What–Why–How to persuade, GRIN to review and reset direction, or the Three-Point Takeaway to drive memorability, these frameworks keep your audience focused on what matters most. Master a few, flex them as needed, and you’ll elevate not just your presentations, but your overall executive presence . The best communicators know the framework is not the point; it’s the bridge that makes your point land.

Reflection Question: Which of these frameworks would make your next presentation sharper and more memorable?  Comment and share below; we’d love to hear from you!

Quote of the Day: “Simplicity is the ultimate sophistication.” – Leonardo da Vinci

The next blog in this series 5/9 will focus on communication the hidden advantage of prep work.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

Which frameworks do you use?

Executive Communication Mistakes to Avoid: How Leaders Lose Their Audience (Executive Comms Series 3/9)

Strong communication builds trust, credibility, and alignment. Poor communication does the opposite - it confuses, frustrates, and erodes confidence in a leader. Many executives underestimate how small speech habits, unclear framing, or over-talking can quietly undermine their presence.

Here are the most common pitfalls to avoid in executive communication - and what to do instead.

1. Vague or Unclear Communication.  Senior leaders don’t have time to guess what you mean. Passive statements like “We might need to adjust some processes” leave others wondering: which processes, how much, and by when? 

Instead: Be specific. “We need to update the vendor onboarding process to cut approval time from three weeks to one.” Precision creates confidence.

2. Over-Talking and Losing the Point.  Long-winded updates bury the lead and lose your audience. The more detail you share, the harder it is for others to discern what matters. 

Instead: Use the bottom-line-first approach. Start with the headline, then explain if needed. Think: Answer → Context → Detail.  Example: Instead of saying, “We’ve been exploring different vendors for the past six weeks, meeting with four different firms, evaluating costs and implementation timelines…” say, “We recommend Vendor A — it’s the fastest to implement and most cost-effective. Here’s why.”

3. Dodging the Question.  One of the fastest ways to erode credibility is to talk around a question without answering it. Executives notice when you dance instead of deliver.

Instead: Acknowledge the question and respond directly. If you do not know, say so — and commit to following up. Confidence comes from honesty, not from having every answer.

4. Making Things More Complex Than They Are.  Complexity does not make you sound smarter; it makes you harder to follow. Leaders who restart from the beginning or pile on explanations risk confusing everyone.

Instead: Simplify. Structure your response in chunks (e.g., “There are two risks and one opportunity”). Guide people step by step, rather than swirling them in detail.

5. Interrupting or Talking Over Others. Cutting people off signals impatience and undermines trust. Even if unintentional, it conveys that you value your voice more than theirs.

Instead: Pause, listen, and build. A powerful phrase is: “I’d like to build on what Sarah just said…” It shows respect while reinforcing your point.

6. Weakening Your Words.  Seemingly small words and habits can undercut your authority. Common culprits include:

·      “Just” – Makes your point feel small or tentative (“I’m just checking in”). → Say: “I’m checking in.”

·       “Actually” – Implies surprise that you have something worth saying (“I actually have a question”). → Say: “I have a question.”

·      “Kind of / A little bit” – Softens your conviction (“I kind of think…”). → Say: “I think…”

·      “I’m sorry” (as filler) – Over-apologizing diminishes authority (“Sorry to bother you”). → Say: “I’d like to discuss…”

·      “Am I making sense?” – Signals self-doubt. → Say: “How does that land with you?”

·      Uptalk – Ending statements like questions makes you sound uncertain. → Use a steady tone.

Instead: Drop qualifiers and speak directly. Leaders who use clear, confident phrasing project authority and make it easier for others to follow their lead.

Communication mistakes do not just distract — they diminish executive presence. Vague language, rambling, dodging, or weak phrasing can cause others to lose confidence in your message. The best leaders avoid these traps by being clear, concise, and confident — and by creating space for others to contribute.

Reflection Question: Which of these habits do you most need to unlearn, and what will you practice instead to strengthen your communication?  Comment and share below; we’d love to hear from you!

Quote of the Day: “Wise men speak because they have something to say; fools because they have to say something.” – Plato

The next blog in this series 4/9 will focus on presentation formats to enhance your communication

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

Which mistakes do you see often?

Executive Communication: Fundamentals that Matter Most (Executive Comms Series 2/9)

Great leaders are not only remembered for what they achieved but for how they communicated. The ability to share ideas clearly, inspire confidence, and align others is a hallmark of executive presence. Yet many leaders struggle here — they bury the lead, overwhelm with detail, or miss the subtle cues in the room.

Strong executive communication rests on a few timeless fundamentals. Mastering these does not just make you a better speaker; it makes you a more trusted leader.

Fundamentals that matter most:

1. Set a Vision That Inspires Confidence.  Senior executives want more than updates - they want to know where you are headed. A compelling vision communicates the “north star” and helps others believe in you. Even when presenting a pilot project or early-stage initiative, frame it in terms of future impact: “Here’s what success would unlock for us, and how it connects to the bigger strategy.”  When people hear vision, they feel momentum. When they hear only details, they wonder what it all means.

2. Be Strategic - Connect to the Bigger Picture.  Executives sit at the intersection of competing priorities. If you cannot connect your work to the broader strategy, it risks being dismissed as tactical.  Always ask yourself: How does this affect the business as a whole? What does this mean for revenue, risk, efficiency, or growth?  For example, do not just say, “We’re updating the vendor system.” Instead: “By updating the vendor system, we’ll reduce processing time by 30%, which frees up capital for growth initiatives.”  The difference between noise and impact is strategic framing.

3. Adjust to Your Audience.  Great communicators tailor their message. The same idea should sound different when speaking to a board member, a technical peer, or a cross-functional team.

Think of it like levels of explanation:

• To a CEO: share the headline, business impact, and key decision.

• To a technical peer: add details, risks, and interdependencies.

• To a broader team: emphasize relevance, benefits, and what changes for them.

Rebecca Knight writes in HBR that every workplace conversation has both the explicit discussion (the words) and the tacit one (the unspoken reactions). Reading the room — noticing body language, tone, and energy — is as important as delivering the content.

4: Blend Data with Story.  Data creates credibility. Stories create memorability. You need both.

Executives remember numbers that tie to outcomes, but stories of customer impact, employee success, or lessons learned move them. For example: “Retention rose 8%” is good. “Retention rose 8% — that’s 5,000 more families staying with our service” is better.  When you blend quantitative with qualitative, you engage both logic and emotion — the two engines of decision-making.

5. Listen as Much as You Speak.  Executive communication is not only about the message you deliver — it’s also about the space you create.

• Ask open-ended questions (“What risks do you see?”).

• Build on others’ ideas (“I like your point, and I’ll add…”).

• Notice who hasn’t spoken and draw them in.

• Regulate how much airtime you’re taking.

This is how communication becomes a leadership tool for alignment rather than just transmission.

6. Navigate Questions with Presence. Questions are not hurdles — they are opportunities to show confidence. Slow down, listen fully, and respond without defensiveness. Acknowledge the value of the question, then connect your answer back to the bigger picture. Leaders are judged less on having every answer, and more on how they carry themselves under pressure.

Executive communication is not a “soft skill” — it’s a leadership skill. When you set vision, connect to strategy, adjust to your audience, blend data with story, listen actively, and navigate questions with presence, you demonstrate credibility and build trust. The fundamentals may sound simple, but they are what separate leaders who get heard from those who get overlooked.

Reflection Question: Which of these fundamentals comes most naturally to you — and which one, if mastered, would elevate your executive presence the most?  Comment and share below; we’d love to hear from you!

Quote of the Day: “The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw

The next blog in this series 3/9 will focus on common communication mistakes to avoid. 

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you speak with impact?

Executive Communications: Speaking with Clarity, Confidence, and Impact (Executive Comms Series 1/9)

At the executive level, communication is leadership. It’s how you inspire confidence in the boardroom, align peers across the C-suite, and guide your team through complexity and change. Yet too many leaders underestimate its power — or reduce it to polished presentations. In reality, executive communication is one of the most critical and underrated skills for leaders, as it shapes how others perceive their competence, credibility, and readiness for greater responsibility.

Strong executive communication isn’t about being rehearsed; it’s about being clear, concise, structured, and human. At the highest levels, people do not have time to sift through ambiguity or wait for you to “get to the point.” They want to know: What’s the headline? What are the options? What do you recommend? And how will this impact the business? Leaders who answer those questions directly and authentically don’t just communicate - they influence outcomes.

Four Principles for Executive Communication

1. Clarity.  Start with your purpose or goal. What do you want the listener to walk away with? Senior executives process a constant flow of information - if you do not lead with clarity, your message will get lost. Think in headlines, not paragraphs.

Instead of: “We’ve been running into some inefficiencies with the vendor, and we’ve looked at several options, and here’s where we’re leaning…”
Try: “We’ve narrowed vendors to three options — here’s our recommendation and why.”

Of course, you want to keep in mind who your audience is and what they are seeking. If context is essential, make that brief, then delve into options and recommendations.

Structure matters. Neuroscience shows our brains like to receive information in chunks. Label your folders first (e.g., three priorities, two risks, one recommendation) before explaining. Transition with precision so the audience knows where you are. E.g., “Before moving on to my second point, any questions you might have?” If people can repeat two out of three of your points, you’ve succeeded.

2. Conciseness.  Concise does not mean oversimplified; it means cutting through noise. Avoid burying the lead or drowning in detail. Lead with the answer, then layer in context if asked or needed.

Example: “The pilot increased customer retention by 8%. To scale, we need additional resources. Here are the three scenarios of our growth path…”. This shows strategic thinking by anticipating the best, middle, and least desirable paths.

Concise leaders respect others’ time and signal confidence in their message.

3. Collaboration.  Executive communication is not a monologue — it’s a conversation. The best leaders create space for dialogue, pause to consider reactions, and invite others in. Ask clarifying questions like: “Would you like me to share the context or jump into the recommendation?”  This allows others to co-create the outcome and fosters alignment.

4. Connection.  Do not just transmit information - build rapport. Leaders who connect authentically stand out in boardrooms often filled with data-heavy slides. Be human. Start with appreciation. Share a quick acknowledgment or observation. Comment in a Slack thread to reinforce alignment. As Maya Angelou said, “People will forget what you said, but they will never forget how you made them feel.”

Additional Practices That Elevate Executive Communication

·       Frame and Reframe. Gregory Bateson’s concept of framing highlights how you say something often shapes its impact more than what you say. A “frame” signals how others should interpret the conversation. For example: “I’d like to check alignment on process” sets the frame as collaborative, not corrective. Reframing is equally powerful when dynamics shift: For instance, “Instead of seeing this as a setback, let’s view it as feedback on what’s working and what isn’t” turns frustration into learning. Or: “This isn’t about assigning blame - it’s about uncovering what will help us succeed next time” moves the tone from defensive to forward-looking.

·       Provide Context.  Senior leaders juggle countless priorities - they will not always remember the details of past discussions. Anchor them quickly:  “As we agreed last month…” or “This builds on the pilot we launched last quarter.”  Context helps them connect the dots without having to dig.

Always link back to the bigger picture and bottom-line impact: “Here’s how this decision affects revenue, customer trust, and our long-term positioning.”  Context is not clutter - it’s a compass that shows why the issue matters now and where it leads next.

·       Command the Room. Strong leaders do not just dominate the conversation - they direct it. Set the pace and focus by managing Q&A with confidence: pause before answering, defer off-track details, and keep attention on outcomes. For example: “That’s an important point—let’s capture it for follow-up, and for now stay with the decision at hand.”  This signals control of the flow while respecting contributions.

Commanding the room also means knowing when to open the floor. A well-timed pause - “Let’s make sure others have space to weigh in” - shifts the tone from one-way authority to shared dialogue. The real mark of presence is not just steering discussion; it’s creating a space where others want to lean in.

Executive communication is not about being the loudest or most polished voice in the room. It’s about being clear, structured, concise, collaborative, and authentic. The leaders who excel at it make others’ jobs easier — they create clarity in complexity, surface decisions, and build alignment. That’s what makes them trusted voices at the table.

Reflection Question: How will you ensure your next executive communication leaves leaders confident in both you and your message?  Comment and share below; we’d love to hear from you!

Quote of the Day: “The art of communication is the language of leadership.” – James Humes

The next blog in this series 2/9 will focus on communication essentials.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills. Contact me to explore this topic further.

How do you ensure your message is clear?

Coaching in the Age of AI: Why the Human Advantage Still Wins

AI is reshaping professions across the board - including coaching. But here’s the forward twist: instead of seeing AI as a threat, coaches who embrace it as a co-pilot gain the upper hand. AI works best when it supports - and amplifies - the deeply human elements that only skilled coaches bring: empathy, presence, intuition, and transformational connection.

How Coaches Can Leverage AI Smartly

1. An Idea Incubator for Career Growth.  When a client wants to stretch into new territory, AI can generate a buffet of possibilities - conferences, MOOCs, emerging skills, and professional groups. The real coaching moment comes when you sift, prioritize, and co-design the path forward, turning options into ownership.

2. Strategy on Demand.  AI can surface frameworks, industry trends, and case studies at the click of a button. But it takes a coach to slow the conversation down and ask: Which of these models actually fits your reality? What assumptions do we need to challenge? That’s where “data” becomes wisdom, and there is an opportunity to turn the abstract into action.

3. Language for the Hard Stuff.  For difficult conversations, AI can sharpen tone and clarity in a draft email or script. You, however, guide the heart of it: What’s the impact you want this to have on the relationship? How do you want to be remembered after this exchange?

4. Rapid Diagnostics.  AI can quickly critique a client’s go-to-market deck or presentation for gaps or blind spots. The coach then pushes deeper: What surprised you? How might stakeholders react differently from what you expect? The shift from “feedback” to “foresight” is purely human.

Why Humans Still Hold the Competitive Edge

·      Empathy That Truly Lands. AI can mimic warmth, but it can’t sit in the fire with a client. A coach notices the tremor in a voice, offers a pause that conveys 'I see you,' and holds the kind of presence that fosters psychological safety. Amy Edmondson’s research at Harvard shows that safety is the bedrock of learning and growth.

·      Connection That Rewards the Brain.  Neuroscientist Matthew Lieberman’s work proves what we intuitively know: human connection lights up the brain’s reward centers. A coach remembers milestones, senses doubt in a client’s tone, or sends a quick text of encouragement. AI responds; humans resonate.

·      The Power of Strategic Silence.  AI rushes to fill the gap. Coaches honor it. Sit with a client long enough, and their second thought - or their truer thought - finally emerges. Silence isn’t empty; it becomes a partner in discovery. AI fills gaps quickly; coaches honor the space that invites revelation.

·      Conversations That Create. A metaphor pulled from your own life, a laugh that eases tension, a surprising reframing - these sparks come from two humans being in real-time exchange.  AI mirrors: coaches make meaning.

·      Whole-Person Context.  Coaches hold the story behind the story: the client as a parent, partner, leader, dreamer. We weave threads across roles and histories. AI sees inputs; humans see the human and sense the story beneath the words.

·      Adaptive Dialogue.  Mid-conversation, a coach follows an intuition: Seems like that pause might matter – would you like to explore it?  Or pivots when a client lights up about something unplanned. Coaching is jazz, not sheet music. AI follows instructions; coaches improvise, redirect, and reshape.

·      Reading What’s Unspoken. A tightening jaw, an eye that flicks sideways, a cracked voice—these are invitations to dig deeper. Research in embodied cognition shows emotions live as much in the body as in the mind. Coaches read both. AI can’t.

We are also seeing how fast AI is advancing, so I would not be surprised if, in a short time, AI does not continue to make gains in some of the areas listed above. 

Research Underscores the Human + AI Partnership

Studies confirm AI works best as a co-pilot, not a replacement. It helps coaches scale, personalize, and streamline—but the relational and intuitive remain human territory. 

• Geoffroy de Lestrange of Speexx calls AI a catalyst: tailoring learning and automating admin, while “people remain at the core.”

• CoachHub’s Aimy and similar bots help clients practice conversations, but they can’t replicate the empowerment found in human coaching relationships.

AI is a powerful ally - quick, resourceful, and scalable. But empathy, intuition, presence, and the courage to sit in silence are still human terrain.

The future belongs to coaches who let AI handle the scaffolding while they bring the soul. In the age of AI, coaching isn’t diminished. It becomes both high-tech and deeply human.

Reflection Question: What’s one way you could bring AI in as your co-pilot this week - and where will your human touch be irreplaceable? Comment and share below, we’d love to hear from you!

Quote of the Day: “Combining the rationality of machines with the emotional wisdom of humans makes tomorrow’s coaching both high-tech and deeply human.” —Geoffroy de Lestrange

As a leadership development and executive coach, I partner with leaders to maximize their potential and elevate their impact, contact me to explore further.

How do you best partner with AI?

Building Trust and Credibility in Your First 90 Days (New Executive Series 4/4)

Trust and credibility are the cornerstones of effective leadership, and as a new executive, your first 90 days are critical for building both. Success isn’t achieved through grand gestures but through consistent actions demonstrating your competence, authenticity, and alignment with the organization’s goals. We’ll uncover why trust and credibility matter, how to establish them quickly, and the key steps to lay a strong foundation for lasting impact.

 Why Trust and Credibility Matter

1. Trust Unlocks Collaboration. Teams are more willing to share ideas, take risks, and work collaboratively when they trust their leader. According to Stephen M.R. Covey in The Speed of Trust, trust is a performance multiplier that accelerates results.

2. Credibility Drives Influence.  Without credibility, it’s difficult to lead effectively. When others see you as knowledgeable, reliable, and aligned with organizational values, your ability to influence decisions and drive change increases significantly.

3. First Impressions Last.  Research shows that people form lasting impressions quickly. The actions you take (or fail to take) in your early days will shape how others perceive you as a leader.

How to Build Trust and Credibility Quickly

1. Show Competence Through Results.  Early wins are essential for demonstrating your capability. Focus on high-impact areas where you can quickly make a positive difference. For example:

o   Identify a pressing issue and create a clear plan to address it.

o   Deliver on small, visible commitments to show you follow through.

2. Listen More Than You Speak.  Listening signals respect and helps you understand the organizational landscape. Ask thoughtful questions to learn about your team’s challenges, priorities, and aspirations. Key Questions to Ask:

o   “What’s working well that we should build on?”

o   “What challenges are holding the team back?”

o   “How can I best support you in your role?”

3. Be Transparent and Authentic.  Authenticity builds trust. Be honest about what you know, what you don’t, and your intentions. If you need more time to make a decision, say so.

4. Align Your Actions With Company Values. Understand the organization’s mission, vision, and values—and model them in your behavior. For instance:

o   If the company values collaboration, actively seek input from others.

o   If innovation is a priority, champion new ideas and celebrate creative thinking.

5. Communicate Consistently and Clearly.  Credibility grows when you communicate effectively. Share updates regularly, set clear expectations, and keep stakeholders informed. For example:

o   Provide a 30-60-90-day plan to outline your focus areas.

o   Hold regular check-ins with your team and key stakeholders.

6. Acknowledge Mistakes and Learn From Them.  No leader is perfect, and mistakes are inevitable. Own up to them quickly, take responsibility, and outline what you’ll do differently moving forward. This humility demonstrates integrity and fosters trust.

Behaviors That Undermine Trust and Credibility

1. Overpromising and Underdelivering.  Don’t commit to more than you can deliver, especially in your first 90 days. Unrealistic promises can erode trust quickly.

2. Acting Without Understanding. Jumping to conclusions or making changes without context can alienate your team. Take the time to listen and learn before acting.

3. Avoiding Difficult Conversations.  Trust requires honesty, even when it’s uncomfortable. Avoiding tough conversations signals a lack of accountability and weakens your credibility.

The Long-Term Benefits of Trust and Credibility

1. Stronger Team Dynamics.  A foundation of trust encourages open communication, collaboration, and mutual respect.

2. Enhanced Influence.  Credible leaders are more likely to gain buy-in from stakeholders, enabling them to drive meaningful change.

3. Sustainable Success.  Building trust early creates a culture of support and alignment that sustains long-term results.

In your first 90 days as a new executive, trust and credibility aren’t optional—they’re essential. By listening, delivering results, and modeling authenticity, you’ll build a foundation that enables you to lead with confidence and impact.

Quote of the Day: "Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships." – Stephen R. Covey

Question of the Day: What’s one action you can take this week to strengthen trust with your team or stakeholders? Share your thoughts in the comments—we’d love to hear from you!

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you build and keep trust?

Roadshow Ready: Showcasing Your Team’s Work to Drive Strategic Success (New Executive Series 3/4)

As a new executive, building relationships and elevating your voice are just the beginning. The next step is taking your leadership to a broader audience through a "roadshow." This isn’t about self-promotion - it’s a strategic opportunity to showcase your team’s contributions, align efforts with the company’s vision, and gain organizational buy-in. By sharing your team’s work and vision, you position yourself as a results-driven, collaborative leader.

Here’s why roadshows are essential for new executives and how to execute them effectively.

1. Aligns Your Work with Strategic Priorities. Roadshows help you demonstrate how your team’s goals directly contribute to the organization’s key objectives. Leaders at all levels need to see that your efforts are advancing the broader mission.

2. Increases Visibility and Credibility.  By sharing your team’s work across departments, you raise awareness of your contributions and establish yourself as a forward-thinking leader. As Herminia Ibarra notes in Act Like a Leader, Think Like a Leader, visibility is essential for leadership impact.

3. Builds Organizational Buy-In.  A well-executed roadshow fosters alignment and collaboration, ensuring stakeholders understand how your team’s work supports the company’s success.

How to Structure an Effective Roadshow

A roadshow isn’t just a series of meetings - it’s a carefully planned communication strategy. Use this framework to ensure your roadshow resonates:

1. Clarify Your Goals.  Before you begin, define what you want to achieve. Are you introducing your vision? Showcasing team successes? Building support for an initiative? Be clear about your objectives to guide your messaging.

2. Understand the Company’s KPIs.  Align your roadshow content with the company’s strategic priorities. Research key performance indicators (KPIs) and goals, and connect your team’s work to these metrics. For example: “Our work on [project X] supports the company’s goal of [specific KPI], enabling us to [specific outcome].” Share measurable outcomes to demonstrate your team’s impact. For example, highlight progress against KPIs, cost savings, or customer satisfaction improvements.

3. Tailor Your Message for Each Audience.  Different stakeholders care about different things. For senior leaders, focus on strategic impact and ROI. For peers, highlight collaboration opportunities. For your team, emphasize how their work aligns with the company’s vision.  Most importantly, keep the information concise and impactful.  Respect your audience’s time by focusing on high-impact content. Use visuals like slides or dashboards to simplify complex information.

4. Share Your Vision and Progress.  Use the roadshow to paint a compelling picture of your team’s goals and contributions. Outline the “why,” “what,” and “how” of your vision:

·       Why: The purpose behind your work.

·       What: The key initiatives and progress so far.

·       How: The ways your team will continue driving results and contributing to the company’s success.

5. Incorporate Storytelling.  Facts and figures are important, but stories make your message memorable. Share examples of your team’s successes or impactful moments to create an emotional connection with your audience.

6. Invite Feedback and Collaboration.  Position your roadshow as a two-way conversation. Ask for input, listen to concerns, and seek ideas for collaboration. This approach builds trust and strengthens relationships.

7. Follow Up with Action.  After each meeting, send a follow-up email summarizing key points, thanking attendees for their time, and outlining next steps. Following through shows professionalism and reinforces your message.

The Benefits of Going on a Roadshow

1. Strengthens Strategic Alignment. By connecting your team’s work to organizational priorities, you ensure your efforts contribute to the company’s success.

2. Builds Cross-Functional Relationships. A roadshow fosters collaboration across departments, breaking down silos and opening doors to future partnerships.

3. Inspires Your Team. Showcasing your team’s contributions boosts morale and reinforces their connection to the company’s vision.

A roadshow is your chance to connect, align, and inspire. By showcasing your team’s impact and vision, you’ll build trust, credibility, and momentum. Leadership is about rallying others around a shared purpose—what message will you share?

Quote of the day: "Great leaders don’t just set the vision - they communicate it so clearly that it becomes a shared purpose. – John C. Maxwell

Question of the day. How can you tailor your message to ensure your team’s vision resonates with stakeholders at every level of the organization?  Comment and share below; we’d love to hear from you!

The next blog in this series 4/4 will focus on strategies for building trust and credibility. 

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you share your team’s work?

Elevating Your Voice in Executive Meetings (New Executive Series 2/4)

For many new executives, speaking up in high-stakes meetings, especially with more senior or influential audiences, can feel daunting. The fear of saying the wrong thing, being judged, overshadowing others, or disrupting the established dynamic often holds people back. Yet holding back can be just as risky. Staying quiet may limit your visibility, dilute your influence, and cause you to miss critical opportunities to contribute meaningfully and shape the conversation.

Let’s explore barriers to speaking up and actionable strategies to overcome these challenges.

1. Introverted Style.  Introverts often prefer to observe and process information before sharing their thoughts. While this approach can bring valuable insights, waiting too long might mean missing the window to share altogether, especially in fast-paced discussions.

Strategies to Overcome:

• Prep with Purpose: Take time before the meeting to think through the purpose, key outcomes, and crucial decisions. Drafting talking points, including pros, cons, and recommendations, to clarify your perspective in advance and anticipate any potential concerns.

• Leverage Timing: Aim to contribute earlier in the meeting when ideas are still forming, even if it’s to ask a clarifying question. This signals engagement and builds momentum for your voice.

2. Fear of Looking Foolish.  The inner critic pipes up: What if I say something wrong? What if I don’t sound like I belong in this room? What if what I say doesn’t resonate? This fear keeps many smart, capable leaders from contributing.

Strategies to Overcome:

• Shift from Fear to Possibility: Thought leader Susan Jeffers, in Feel the Fear and Do It Anyway, advises reframing discomfort as a doorway to growth. Speaking up opens new opportunities silence never will.

• Own Imperfection: Brené Brown’s research highlights that vulnerability is a strength. Even if your idea is not perfect, contributing shows courage and commitment to the team.

3. Everything Has Been Said.  When others seem to cover the key points, it may feel unnecessary—or even self-indulgent—to add your voice. However, your unique lens remains valuable.

Strategies to Overcome:

• Shape the Flow: According to Adam Grant in Think Again, contributing early not only increases your visibility but also gives you the chance to influence the conversation.

• Enrich the Dialogue through Questions: If your key points have been addressed, ask a thoughtful question that deepens the discussion or offers a new angle. Questions demonstrate active listening and intellectual curiosity.

4. Deference to Experienced Leaders. Being new or less experienced can spark self-doubt when surrounded by seasoned executives. But your fresh perspective is an asset, not a liability.

Strategies to Overcome:

• Leverage Newcomer Insight: As Harvard Business School’s Frances Frei and Anne Morriss explain in Unleashed, newcomers often bring fresh perspectives unclouded by legacy thinking. Use this to your advantage.

• Frame Your Voice:  Use language like “From a different angle…” or “Building on what’s already been shared…” to position your input as additive rather than disruptive, reinforcing collaboration while contributing your unique insight.

5. Nerves and Overthinking.  Anxiety can lead to second-guessing, or, once you start talking, rambling. Neither helps your message land with clarity.

Strategies to Overcome:

• Practice Conciseness: Jot down key points in bullet form before you speak to stay focused. Aim for clarity and brevity.

• Breathe and Pause: Slow, deep breaths and deliberate pacing can help calm nerves and ensure your message lands effectively.

When You Do Speak: Add Value with Intention

When you do contribute, focus on adding value to the conversation. Here are four powerful ways to do so:

1. Share an Informed Perspective

• Align with Business Priorities: Highlight how your points connect to both short-term and long-term business goals.

• Take a Systems View: Discuss how ideas impact other departments, stakeholders, or the broader organization.

• Offer Industry Comparisons: Share insights from within or outside your industry to provide context and innovative solutions.

2. Ask Strategic Questions.  Questions can:

• Clarify others’ thinking.

• Identify hidden challenges or opportunities.

• Guide the conversation toward actionable outcomes.

3. Take a Facilitator Role.  If the conversation becomes chaotic or stuck:

• Summarize key points: “Here’s what I’m hearing…”

• Propose structure: “Should we park this item and revisit it later so we can cover the rest of the agenda?”

• Propose action: “What feels most important to move forward, and who will take the lead?”

4. Champion Others. Acknowledging and building on others’ ideas fosters collaboration and trust. For example: “I really appreciate Jim’s idea because it prioritizes our stakeholders in innovative ways.”

·       Amplify Contributions: Echo and expand on valuable ideas by connecting them to broader goals or providing additional context.

·       Recognize Effort: Highlight when someone’s contribution moves the conversation forward. For example, “Susan’s suggestion provides a clear path for addressing this challenge effectively.”

Silence might feel safe in the moment, but it’s a missed opportunity to build your reputation, influence decisions, and create meaningful connections with colleagues. By preparing, practicing, and shifting your mindset, you can make your voice heard and elevate your presence in executive meetings.  Your voice is your power—use it to lead with confidence.

Quote of the day: "Speak Your Mind, Even If Your Voice Shakes.” – Maggie Kuhn

Question of the day. What steps can you take to reframe fear of speaking up as an opportunity for growth and connection? Comment and share below; we’d love to hear from you!

The next blog in this series 3/4 will focus on the importance of roadshows to make your team’s work more visible.

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you add value in meetings?

Leading Former Peers: Navigating Shifts in Dynamics (Leadership Challenges Series 3/7)

One of the trickiest situations for any new leader is managing former peers. The shift from being “one of the team” to the person responsible for overseeing and guiding that team can create an awkward dynamic if not handled thoughtfully. Your former peers may struggle with the adjustment, uncertain about how your new role will impact their relationship with you. They might question whether you’ll be fair, whether you’ll change, or whether past camaraderie will cloud your judgment.

Let’s look at some Strategies for Leading Former Peers:

1. Acknowledge the Shift.  Don’t ignore the elephant in the room—acknowledge the change in your role directly and transparently. Let them know that you’re aware this transition could feel unusual and that you’re committed to being fair, supportive, and open. Have one-on-one conversations where you address any concerns, inviting them to share their thoughts. This shows maturity and empathy, helping to ease any discomfort.

2. Establish Boundaries Without Sacrificing Connection.  One of the biggest adjustments will involve setting appropriate boundaries while maintaining the connection you’ve built with them. It’s natural to want to keep a friendly rapport, but it’s important to establish professional boundaries, especially regarding work decisions. You’re in a new position of authority, and clarity around roles will prevent misunderstandings. Emphasize that your primary goal is the team’s success and that your decisions will be made with everyone’s best interest in mind.

3. Be Transparent and Fair.  Former peers might worry that favoritism will come into play, especially if your relationships have previously been closer with some team members than others. To counteract this, be as transparent as possible about your decisions and the criteria you’re using. Ensure your approach to work distribution, evaluations, and feedback is clear and fair. Addressing these aspects early on and being consistent will reinforce your credibility as an impartial and effective leader.

4. Maintain Professionalism in All Interactions.  In your new role, professionalism takes on heightened importance. Small comments or gestures that may have been acceptable when you were peers might now be perceived differently. Approach each interaction with respect, clarity, and a bit of formality where needed. This does not mean losing your personality—it means being mindful of the subtle power dynamics and ensuring everyone feels respected and valued.

5. Be Humble and Inclusive.  Lead with humility by acknowledging that you may not have all the answers. Your former peers likely have valuable insights and inviting them to share them demonstrates respect for their experience. Show them that you see this as a collaborative relationship. Phrases like, “I’d love to hear your thoughts on this,” or “What would you suggest based on your experience” can encourage open communication and reinforce their trust in your leadership.

6. Celebrate the Team’s Wins, Not Just Your Own.  As you step into this leadership role, focus on celebrating team achievements rather than emphasizing your success. By spotlighting the team’s efforts, you’ll reinforce that you are in this role to support and uplift them rather than assert authority. Former peers will appreciate your focus on their success and your commitment to shared goals.

Leading former peers can be challenging, but it also offers a unique opportunity to demonstrate your leadership skills in a way that builds trust and fosters a collaborative environment.  By acknowledging the shift, setting clear boundaries, and focusing on transparency, you can create a seamless transition. Your goal is to guide the team forward while honoring the relationships and experiences you shared previously. When handled with care, managing former peers can result in stronger, more resilient bonds that benefit the team. 

Quote of the Day: “Leadership is not about a title or a designation. It's about impact, influence, and inspiration.” – Robin Sharma

Question: What’s your approach to leading former peers?  What’s the hardest part for you?  Comment and share below; we’d love to hear from you!

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills, contact me to explore this topic further.

The next blog in this series 4/7 will focus on managing employees nearing retirement.

How do you lead former peers?

Being the Only Woman in the Room: Navigating Leadership as a Female Executive Among Male Colleagues (Leadership Challenges Series 2/7)

For many female executives, one of the most challenging aspects of leadership is being the only woman in a room full of men. The dynamics in these situations can sometimes feel like you’re navigating invisible boundaries, where your ideas may be questioned, your authority might be subtly undermined, or your perspective could be overlooked. However, these challenges also present an opportunity to bring a fresh viewpoint, reshape cultural norms, and pave the way for future leaders.

Here are some strategies to help you navigate and thrive as a female leader among male colleagues.

1. Stand Firm in Your Expertise and Accomplishments.  As the only woman, you might feel pressure to “prove” yourself repeatedly, even after demonstrating your proficiencies. Instead, stand firm in your achievements. Resist the urge to minimize your contributions or downplay your success. Speak with confidence and conviction, letting your abilities speak for themselves. When you project self-assurance, others are more likely to respond with respect.

2. Leverage Your Unique Perspective.  Being the only woman allows you to bring a valuable, distinct perspective that might otherwise be missing in decision-making. Use this to your advantage. Your experiences, insights, and ideas are assets that can enhance the team’s strategy and broaden its viewpoints. Whether it’s about understanding diverse customers, advocating for inclusive policies, or simply offering a different take, your voice brings value that enriches the entire team. 

3. Create Alliances and Seek Allies.  Building alliances can be especially helpful in an environment where you’re the minority. Identify colleagues who respect and support your ideas, and look for opportunities to collaborate with them. These allies can help amplify your voice, advocate for your ideas, and offer support in meetings. Finding a mentor within the organization or in your industry can also be invaluable in navigating the nuances of being the only female executive. 

4. Communicate Clearly and Directly.  When leading in a male-dominated environment, clarity and assertiveness are key. Communicate your ideas directly, using concise language to convey your points. Practice speaking confidently and avoid qualifying language that might diminish your authority, such as “I just think…” or “Maybe…” Maintaining clear communication reinforces your credibility and makes your voice heard.

5. Navigate Interruptions and Assert Your Presence. Research has shown that women are often interrupted more than men in professional settings. If this happens, it’s crucial to maintain your presence. Politely but firmly reclaim the floor by saying, “If I can finish this last point and then I’d love to hear your idea” or if they have already interrupted, you can retake the stage by saying “If I can circle back to my point before shifting gears….” Establishing a strong presence ensures that your contributions are not overlooked and bolsters the importance of your input.

6. Use Emotional Intelligence to Build Connections.  Emotional intelligence is a key strength that can help you navigate complex team dynamics. Listening actively, empathizing with colleagues, and reading the room can enhance your ability to build strong connections. Leveraging your emotional intelligence allows you to gain allies, bridge communication gaps, and cultivate a collaborative environment that values diverse perspectives.

7. Lead by Example and Advocate for Inclusion.  As a trailblazer, you have the unique opportunity to set a positive example for future female leaders and to champion inclusion. By endorsing policies that support diversity, equity, and inclusion, you create a workplace culture where everyone feels valued. Being open about your experiences as the only woman in the room can foster dialogue and inspire change within the organization. 

Being the only woman in the room may present obstacles, but it also gives you a platform to lead with authenticity and influence change.  By asserting your expertise, building alliances, and communicating confidently, you can command respect and make a lasting impact. This journey requires resilience, self-assurance, and a dedication to lifting others as you rise.  Remember, you’re not only paving the way for your success but for the many female leaders who will follow in your footsteps. 

Question: Have you ever been the only in a room?  If so, how have you handled it? Comment and share below; we’d love to hear from you! 

Quote of the day: "Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." – Sheryl Sandberg

The next blog in this series 3/7 will focus on another leadership challenge of leading former peers. 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills, contact me to explore this topic further.

How Do You Lead as the Only in the Room?

Leading the Unfamiliar: Navigating Age, Expertise, and Intelligence in Leadership (Leadership Challenge Series 1/7)

Stepping into a leadership role is a major achievement, whether you’re a seasoned professional or newly promoted. But with the title comes the challenge of leading diverse teams—including those who may be older, more experienced, or even perceived as “smarter.” While these situations might seem daunting, they’re also incredible opportunities to stretch into the true work of leadership and strengthen your team.

As leaders grow, success becomes less about being the most knowledgeable person in the room and more about defining the work, setting direction, empowering people’s strengths, and creating alignment. The shift from “doing” to “leading” is often the hardest—and most essential—transition.

Let’s look at common leadership challenges and strategies to navigate them effectively.

Challenge #1:  Leading People Older Than You
When managing someone older, it’s natural to wonder if they’ll take you seriously, especially if there’s a significant age gap. You may worry they’ll view your age as a lack of experience. That doubt can spark insecurity—but it’s crucial to remember why you were promoted in the first place. You earned the role. Showing confidence while honoring what others bring creates authority without arrogance.

Strategies

·      Acknowledge Experience: Begin by recognizing their expertise and asking for their insights. This shows respect and opens the door for collaboration. Engaging in one-on-one conversations where you discuss team goals and solicit their input helps get everyone on the same page.

·      Be Confident, Yet Appropriately Vulnerable: Confidence and vulnerability are critical. Don’t shy away from admitting when you don’t know something. By being honest, you create space for mutual respect and demonstrate that you value their experience. 

·      Practice Generosity: Support their growth and celebrate their achievements. Leaders who generously share credit and give meaningful feedback cultivate trust and admiration. Recognize that older team members may have different needs or life responsibilities—do what you can to support them. 

Challenge #2: Leading People with More Expertise
Sometimes leaders are hired for strategic thinking or people leadership - not technical mastery. When your team knows more about the work than you do, the goal is not to compete with them but to empower them. This is where the shift from being the expert to leading the experts becomes transformational.

A leader’s job is not to do the work. It’s to define the work - to set the vision, clarify the objectives, decide who does what, and hold people accountable to shared outcomes. When you step onto the “balcony” instead of staying on the “dance floor,” you create clarity and space for others to thrive.

Strategies

·      Leverage Their Knowledge: Invite their expertise and treat it as a critical asset. Let them know explicitly that you value what they know and want them to lead in their domain. This builds credibility and enables you to lead effectively without being an SME.

·      Promote Open Communication: Encourage regular discussions to allow for knowledge-sharing. Facilitate an environment where questions and ideas flow freely and demonstrate that you’re there to support their work.

·  Ask High-Value Questions: You don’t need all the answers—you need the right questions. Insightful questions draw out their expertise, deepen understanding, and reinforce your strategic leadership.

·      Stay Committed to Learning: Continuously develop your knowledge in areas relevant to your team. Participate in workshops, stay updated on industry trends, and seek feedback. This shows a dedication to growth that helps bridge any perceived gaps in expertise.

Challenge #3 Leading People Who Are Smarter Than You
Intelligence takes many forms—and chances are, someone on your team will excel in ways you don’t. Great leaders don’t compete with brilliance; they orchestrate it.

One of the biggest reliefs in leadership is realizing you’re not meant to out-think your team. In fact, exceptional leaders intentionally surround themselves with people who bring deeper expertise, sharper analytics, or specialized knowledge. Your value is in creating the environment where each person’s strengths drive collective success.

Strategies

·      Be an Advocate for Team Success: Instead of focusing on individual achievements, champion the team’s collective intelligence. Emphasize shared goals and celebrate each person’s unique contributions.

·      Encourage Collaboration: Inspire your team to share ideas and problem-solve together. When intelligent individuals work as a unit, you create a resilient team better equipped to handle challenges.

·      Showcase Adaptability: Adaptability and resilience are essential leadership traits that often resonate with highly intelligent individuals. Share stories of overcoming obstacles, demonstrate flexibility in the face of new information, and actively engage in problem-solving. This conveys your strength as a leader committed to personal and team growth.

· Build Trust Through Transparency: Acknowledge their expertise openly and ask, “How can I best support you in this work?” This simple question signals partnership, confidence, and psychological safety.

Many leaders were promoted because they excelled as individual contributors. But leadership requires a different identity: one rooted in vision, clarity, coaching, and accountability. The work is no longer about doing the job yourself - it’s about helping others do their best thinking and best work.

Ultimately, leadership isn’t about age, expertise, or who’s the “smartest” in the room. It’s about building trust, leveraging strengths, and guiding the team toward shared success. Your responsibility is to create an environment where every team member feels seen, heard, and empowered.

Quote: "The greatest leader is not necessarily the one who does the greatest things. They are the ones that get the people to do the greatest things."  – Ronald Reagan

Question: How do you handle leading people older or more experienced than you?  Comment and share below; we’d love to hear from you!

The next blog in this series 2/7 will focus on another leadership challenge of being the only woman in the room.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and navigate tricky situations, contact me to explore this topic further.

How Do You Lead Those Senior Than You?

Top Tips for Effective Help Requests (leadership vulnerability 5/5)

Our previous blog explored the nuances of seeking support and the importance of doing so effectively.  Building on that discussion, this article dives deeper into actionable tips for maximizing the impact of your help requests.

Here are some invaluable tips to consider when reaching out for assistance:

1. Identify the Right Person.  Start with people near or below your level or those designed to address specific queries in departments like Legal, Finance, or HR.   

2. Get the Timing Right.  Be sure to choose the least disruptive time, not while they are eating lunch or just getting ready for a big meeting.  You can say, “Would you have a minute after tomorrow’s meeting to answer a few questions?”  If you notice they have a pattern of answering emails in the morning, you can reach out to them then.  Your priorities are not somebody else’s emergencies, so you want them to pick the best time.  When you see somebody working and ask if they have a minute, but it is really 10 minutes, it is disingenuous.  Instead, you can say, “I had a couple of questions on this topic, it is not a rush but if you have time later in the week or next, I’d love to schedule 15 minutes to talk through my thinking.”

3. Bundle Your Questions.  If you have a series of questions, collect multiple queries to streamline communication and avoid unnecessary interruptions.   It would be better to have five questions at one time, than to have a single question asked on four separate occasions.

4. Take Good Notes.  When they assist, actively listen and document information to enhance comprehension and avoid repeated inquiries. 

5. Be Specific About Your Ask.  Outline your goals, a list of things you have tried, the blocks you are experiencing, and the kind of help you seek in what time frame because it lets people know if they are the right person to help.  If they offer assistance that is not what you are seeking because it could cause more work or will not solve the problem, thank them for the offer and reiterate the specific kind of help that you are seeking, what you were planning on doing next and that you will reevaluate if you decide to pursue that avenue.

6. Build your Board of Directors.  Instead of seeking help when needed, building a group of advisors or informal mentors you can go to for anything if problems arise is instrumental.  Author and Wharton Professor Adam Grant has a Challenge Network: whenever he wants to pressure test an idea, he will contact his networks to get advice or a different perspective.  A contract with the group is in place, so it normalizes any requested help.  It’s nice when you can put in the subject line, I need your help, and within minutes, you have responses because that’s how the group operates.

7. When You Want to Create a Culture of Asking for Help.  Normalize seeking support in your team or organization by integrating processes that encourage open communication. Some companies start Monday meetings off with gives and gets.  “As we enter this week, what is one request you have and something you could provide.”  All go around and share.

8. Show Gratitude and Acknowledge their Help.  After you have gotten the help you need, circle back and let them know the impact of your help.  It can be as little as an email,” I appreciate you taking the time to explain this concept to me, given how busy you are with…”  When you mention what’s on their plate, they take notice.  People also love hearing how their advice, when accepted, is helpful; they enjoy sharing information that makes a difference.  It will increase the odds of them wanting to help again. If their help was more substantial, you could even give them a small thoughtful gift as a nice touch.   

9. Be Available to Help.  There will likely be a time when your coworker needs help solving a problem.  Plan on doing something to help them whenever the opportunity arises. This contributes to goodwill, cements this help norm going forward, and creates a working environment centered around teamwork.

10. Avoid unhelpful Prefaces:

·      Trapping people - “May I ask you a favor?”  It’s almost like they have to say yes because if they say no without knowing the favor, they can come off as non-collaborative.

·      Offering apologies - “I feel terrible asking you for this,” can make the experience seem less positive.

·      Emphasize reciprocation – “I’ll help you if you help me”.  It can also backfire because people prefer to avoid being indebted to anyone or to engage in a purely transactional exchange.

·      Minimizing your need - “I don’t normally ask for help” or “It’s just a tiny thing”—is equally unproductive because it suggests the assistance is trivial or unnecessary.

Recognize that no one has all the answers, and that's perfectly okay.  By tapping into the collective wisdom of your colleagues and mentors, you unlock a wealth of knowledge and insights that propel both individual and organizational success.

Quote of the day: "The best way to find yourself is to lose yourself in the service of others." - Mahatma Gandhi

Question:  Who is on your Board of Directors?  Comment and share below; we’d love to hear from you!

As a leadership development and executive coach, I work with leaders to strengthen their communication, contact me to explore this topic further.

When do you know it’s time to ask for help?

How to Ask for Help (leadership vulnerability 4/5)

The previous article discussed the hurdles and rewards of seeking help; this blog will delve into practical scenarios and approaches for asking for assistance effectively.

1. When You Have No Idea What You’re Doing: 

1A. Show your work & get clarity.  Be sure to do your homework before just asking because if it is something that you can figure out yourself, you want to stay away from those questions.  Asking somebody and they look on the internet to find the answer in 30 seconds will show you should have taken that step.  Make sure to consider simple options; many people try to break down doors when they have not even checked if it is unlocked.

1B. Start by looking through your available resources – inbox, team folder, and company intranet.  You do not need to spend extensive time here, but briefly perusing may get you the correct information.  Know your limitations; do not torture yourself for hours or days before getting the help because people value efficiency.  Dedicate a reasonable time you want to spend digging into the work yourself. You don’t want your boss to wonder why you did not come to her sooner to get a little help that would have unblocked and expedited the whole process.  Also, if you try to do it yourself when you have no idea, it can turn out wrong, and you will have wasted your time.

When you do ask for help because you have no idea, you can share with them where you looked and what you tried so you are viewed as being resourceful.  You can say, “I’ve explored our resources and consulted with Sam but I still have questions.  I would love to get more clarity on the details of the XYZ project. Could we set a time to sit down, talk through the nuts and bolts of this assignment, and make sure we’re on the same page?”

2. When You Have Too Much on Your Plate.  It happens to the best of us. You say yes to every project because you want to be helpful, and now you’re completely buried.  You’ve reached your limit, and you know there’s no way you’ll finish everything by the deadline, even if you pulled all-nighters for the next three weeks.  Request some assistance from your other coworkers.  You may feel like you’re shirking responsibility.  But everyone has been in this situation at least once in their life. You can say, “I don’t like feeling like I’m trying to pass off work, but I’m swamped.  If you have any extra time, would you mind helping me with the XYZ aspect of this project or  “I know that’s your area of expertise; Would you mind lending a hand or providing guidance?”

3. When You Made a Mistake.  Mistakes are inevitable; when they happen, do not try to cover them up and hope nobody will notice.  If you need help fixing your slip-up, approach the appropriate people immediately.  Mistakes can be meaningful learning experiences, and you build skills when you work with colleagues to resolve such issues.  Asking for help when you make a mistake can also help you develop problem-solving strategies.  “I made an error on the report on this project.  Can you assist me in rectifying it?  Your expertise would be invaluable.”

4. When You Need Additional Expertise or Insight.  So, if you’re working on a projectyou think could greatly benefit from the additional input of your co-workers, do not hesitate to ask them to lend their advice and talents.  It fosters collaboration among your team members and helps make your project the best it can be.  You can say, “I’m working on XYZ project, and I’d love your expert insight into this area.  Can we set up a time to chat and bounce ideas off each other?  I think your input could take this project to the next level!”

4A. Contextualize Your Inquiry When Possible.  Instead of asking, how do I complete this form, you can ask, “I know there has been a change in some processes lately, is this the correct form to complete for this engagement?” 

4B. Prepare Solutions and Attempts.  Your coworkers and supervisors may be more likely to help you if you have tried to resolve the issue and have some possible solutions you can try.  Doing so shows that you have been attempting to manage the challenge independently, giving your colleagues a place to start when they offer suggestions.  Having these prepared as you approach your colleagues for assistance also shows your competence and problem-solving skills while giving them insight into your issue.

4C. Offer Options with Recommendations.  If the question is subjective about what to do next or the best approach, and there are no right or wrong answers, only better or worse approaches, instead of asking open-ended questions, such as what do you suggest, you can provide a menu for them to react to.  For example, “I know this customer has had a pivot and is focused on that.  As such, I narrowed the best approach to this campaign as A, B, and C.  Here are the pros and cons for each.  I recommend A for these reasons.  It would be great to get help on the approach.”  You can also ask, “Am I thinking about it in the right way, or do you feel differently?  Giving them a menu of options enables them to assess your ideas quickly, and, if needed, come up with a few of their own.

Embracing the art of seeking help is a testament to humility and adaptability.  By leveraging our peer’s collective knowledge and experience, we foster a culture of collaboration and continuous improvement.

Quote of the day: "It is a sign of strength, not weakness, to admit that you don't know all the answers." - John P. Kotter

Question:  What strategies have you found most effective in seeking support?  Comment and share below; we’d love to hear from you!  

As a leadership development and executive coach, I work with leaders to strengthen their communication, contact me to explore this topic further.

The next blog in this series 5/5 will focus on top tips to consider when requesting help.

How do you ask for help?