How to Speak So Executives Listen

What Executives Actually Listen For

After sitting in countless executive meetings, I've noticed a pattern in what captures attention and what causes eyes to glaze over.

Here's What Matters Most to Them:

1. What's the decision or trade-off? 

   "Should we invest in expanding our sales team or improving our technology platform?"
   

2. What's the risk or upside? 

   "If we delay this investment by six months, we risk losing $2M in potential revenue, but we improve our cash position by $800K."
   

3. What do you want them to say yes to — or stop doing? 

   "I recommend we pause the European expansion until Q3 so we can focus resources on fixing our customer retention issues."
   

They Don't Need:

• A full history of how you got the numbers

• Every scenario you modeled

• A long explanation of why you're right

The Executive Filter

Executives mentally filter everything through these questions:

• How does this affect our strategic goals?

• What's the financial impact?

• What's the timeline?

• What resources are required?

• What's the next action?

If your communication doesn't clearly address these filters, it will likely be forgotten, or worse, you’ll not be seen as ‘executive material.’

Here are 7 steps you can take to make sure your message always gets taken seriously by executives.

Step 1: Know Who You're Talking To

Before you prepare any presentation, email, or conversation with executives, you need to do some homework. Different executives care about different things. Speaking to these specific concerns will immediately set you apart.

Simple Ways to Research Different Executive Types

1. Read their public comments:

   • Check company earnings calls

   • Watch their presentations at industry events

   • Read their LinkedIn articles or interviews

2. Ask their direct reports: 

   "What metrics does your boss care about most right now?"
   

3. Notice their questions:

   Keep a small notebook of questions different executives ask. Patterns will emerge.
   

4. Check their calendar: 

   What meetings do they prioritize? This shows what they value.

A cheat sheet to better understand key decision-makers in your organization

Questions to Ask Yourself Before You Present Anything

1. What's the decision or takeaway?

   • Is this informational only, or are you asking for a decision?

   • If you want a decision, what exactly is it?

   • Could you state it in one sentence?

2. What will they care about most?

   • How does this connect to their current priorities?

   • What aspect will concern them most?

   • What questions will they immediately have?

3. What will make this easier to act on?

   • What context do they need?

   • What options should you present?

   • What's the clear next step?

Practice Exercise: Mapping Your Audience's Priorities

Before your next meeting with any executive, create a simple table:

Complete this for each executive you'll be speaking with. This exercise forces you to think from their perspective, which is the foundation of effective communication.

Step 2: Structure Your Message for Impact

Even the best insights get lost without the right structure.

Here's how to organize your message for maximum executive impact.

The "Bottom Line Up Front" (BLUF) Method

Military leaders use this approach because lives depend on clear communication. Business leaders appreciate it because time is their scarcest resource.

BLUF Structure:

1. Start with your conclusion or recommendation

2. Provide only the most essential supporting points

3. Address likely questions or concerns

4. Close with the requested action or decision

Example: 

❌ "I've been analyzing our customer acquisition channels, looking at the past 18 months of data across all campaigns. We've seen some interesting patterns in our Facebook ads compared to our Google ads, especially when we segment by demographic. After running correlation analyses against conversion rates..."

✅ "We should shift 40% of our Facebook ad budget to Google, which will increase lead quality and reduce our customer acquisition cost by approximately 23%. This is based on conversion patterns over the last 18 months that show Google leads convert at 3x the rate."

The 1-3-1 Format That Works Every Time

This simple structure forces clarity:

1. One Big Thing: Your main point or recommendation (1 sentence)

2. Three Supporting Points: Only your strongest evidence (3 short points)

3. One Action Item: What happens next (1 clear step)

Example:

"We need to postpone the warehouse expansion until Q3 (One Big Thing). First, current capacity is sufficient for projected volume through Q2. Second, construction costs are projected to drop 15% by summer. Third, delaying improves our cash position during our critical growth period (Three Supporting Points). I recommend we notify vendors of the schedule change this week while maintaining our permits (One Action Item)."

Bonus Template: Executive Presentation Structure

1. Opening Slide: The Headline

   • Your conclusion or recommendation

   • The key benefit or impact

2. Context Slide: Why This Matters

   • Brief background (only what's needed)

   • Connection to strategic priorities

   • Current situation/challenge

3. Analysis Slide: What We Found

   • 2-3 key insights (not all your analysis)

   • Visual representation of the most important data

   • Implications of these findings

4. Options Slide: Possible Approaches

   • 2-3 options (including doing nothing)

   • Pros/cons of each (focus on what they care about)

   • Your recommended option highlighted

5. Action Slide: Next Steps

   • Clear timeline

   • Required resources

   • Specific decisions needed

   • How you'll measure success

Turning a Complex Financial Report into a Clear 5-Minute Update

Traditional Approach (15+ slides):

• Detailed methodology

• Multiple data tables

• Historical trends

• Several financial metrics

• Detailed breakdown by department

• Multiple scenarios

Executive-Friendly Approach (5 slides):

1. Headline: 

   "Q2 performance exceeded targets; recommending accelerated hiring in sales team"

2. Context: 

   "We set aggressive Q2 targets during uncertain market conditions"

3. Key Findings: 

   "Sales efficiency up 32%, conversion rate improved, sales cycle shortened"

4. Options: 

   "Maintain current plan vs. accelerate hiring (recommended)"

5. Action:

   "Approve 5 additional sales hires for Q3; expect $2.1M revenue impact by Q1"

Remember: Executives can always ask for more detail if they want it.

Start focused, then expand based on their questions.

Step 3: Choose Which Numbers Actually Matter

Numbers are the language of business, but a list of figures isn't a story.

Focus on numbers that:

1. Connect directly to strategic priorities

If the company is focused on growth, emphasize customer acquisition metrics over cost efficiencies and also highlight anything that could hinder that growth.

2. Show significant change 

A 2% fluctuation in an expected direction isn't noteworthy. A 15% shift or a reversal in trend is.

3. Drive decisions 

Some numbers are interesting but don't influence actions. Prioritize metrics that help answer: "What should we do differently?"

4. Tell a complete story 

One metric in isolation can be misleading. Use 2-3 related metrics to show the full picture.

Bonus Tip: Translate KPIs Into a Meaningful Message

For every number you highlight, come up with the simplest way to explain what it actually means for the business. Executives care about impact, not just metrics.

Here are a few examples:

• Instead of: "Our EBITDA margin improved by 340 basis points year-over-year."
  Try: "We're keeping 3.4% more of every dollar we earn compared to last year."
  
  

• Instead of: "The initiative has a 3-year NPV of $4.2M with an IRR of 32%."
  Try: "This project will generate $4.2M in value over the next three years, with a return that's about four times higher than other opportunities."
  
  

• Instead of: "We're experiencing working capital constraints due to extended DSO."
  Try: "Customers are taking 15 days longer to pay us, which is putting pressure on our available cash."

More Helpful Translations

Step 4: Tailor Your Message for Different Audiences

The same financial information needs to be presented differently depending on who's listening. 

This isn't about changing facts; it's about emphasizing what matters most to each audience.

Strategy for Investors: What to Emphasize and What to Downplay

Emphasize:

• Long-term growth potential

• Market opportunity size

• Sustainable competitive advantages

• Capital efficiency

• Path to profitability (or improved profitability)

• Risk management strategies

Downplay:

• Short-term fluctuations (unless they signal a trend)

• Operational details (unless they demonstrate scalability)

• Technical specifications (unless they're key differentiators)

Example Message: 

"Our investment in the new customer platform increased expenses by 18% this quarter, but it's already reduced customer acquisition costs by 22% and improved retention rates by 15%. At current growth rates, we expect to recoup the entire investment within 9 months while establishing infrastructure that can support 5x our current customer base."

Strategy for Your CEO: Connecting Finance to Company Vision

Emphasize:

• Strategic impact of financial decisions

• Competitive positioning

• Resources for priority initiatives

• Major risks and opportunities

• Progress toward big-picture goals

Downplay:

• Routine financial activities

• Historical analysis (unless it informs future strategy)

• Technical financial terms

Example Message: 

"The pricing strategy we implemented last quarter has increased our gross margin from 62% to 68%, giving us an additional $800K per quarter that can be redirected to the international expansion. At this rate, we can enter the European market in Q2 instead of Q4 while maintaining our profitability targets."

Strategy for Operational Leaders: Making Financial Data Actionable

Emphasize:

• Department-specific metrics

• Cost-benefit analysis of operational decisions

• Resource allocation opportunities

• Efficiency metrics

• Concrete actions that affect financial outcomes

Downplay:

• Corporate finance mechanisms

• Market-facing metrics (unless directly relevant)

• Complex financial ratios

Example Message: 

"Your team's improved inventory management reduced our carrying costs by $230K this quarter. If we can reduce average inventory levels by just two more days, we'll free up enough cash to fund the equipment upgrades you requested without impacting our budget."

Step 5: Tailor Your Message for Different Formats

Different communication channels require different approaches. 

Here's how to adapt your message for maximum impact across formats.

Email Templates That Get Read and Acted On

Executives receive 100+ emails daily. Make yours stand out with this structure:

Subject Line Formula: [Action Required/FYI] + Specific Topic + Timeframe/Impact Example: "Decision Needed: Q3 Marketing Budget Increase by Thursday"

Email Template:

[One-sentence executive summary that includes your recommendation]

Why This Matters:

• [Brief context connecting to strategic priorities]

• [Key insight or finding]

• [Business impact]

Options:

1. [Recommended option with 1-2 key benefits]

2. [Alternative with brief pro/con]

Next Steps:

• [Clear action requested]

• [Deadline]

• [How you'll follow up]

Additional Details: [Optional section or attachment for those who want more information]

Example:

Subject: Decision Needed: Increasing Q3 Marketing Budget by 20% by Friday

We should increase our Q3 marketing budget by $320K (20%) to capitalize on competitor Acme's market withdrawal, which could accelerate our growth by an estimated 15%.

Why This Matters:

• Acme's sudden exit creates a 90-day window to capture their customers before other competitors respond

• Our current campaigns targeting Acme customers are converting at 2.3x our normal rate

• This opportunity could add $1.8M in ARR this quarter alone

Options:

1. Increase budget by $320K, focused entirely on Acme customer acquisition (recommended)

2. Maintain current budget but reallocate 30% to Acme-focused campaigns (less effective but budget-neutral)

Next Steps:

• Need your decision by Friday to launch expanded campaigns next week

• I'll coordinate with the marketing team once approved

• Will provide weekly conversion metrics to track performance

Additional Details: Full campaign analysis and ROI projections attached

Bonus Template: Meeting Request Templates That Actually Get Accepted

Executives guard their calendars fiercely. Use this template to get on their schedule:

Subject: 15 Min Discussion: [Specific Topic] - Decision Needed by [Date]

[Executive Name],

I need 15 minutes of your time to discuss [specific topic] which requires a decision by [date].

What You'll Get From This Meeting:

• [Clear benefit to them or the business]

• [Specific decision that will be made]

• [Any preparation I've already done to make this efficient]

Proposed Times:

• [Option 1]

• [Option 2]

• [Option 3]

If none of these work, please let me know what does, or if you'd prefer I send the information in another format.

[Your Name]

Example:

Subject: 15 Min Discussion: Supply Chain Risk Mitigation - Decision Needed by Friday

Jane,

I need 15 minutes of your time to discuss our supply chain vulnerability with Supplier X, which requires a decision by Friday.

What You'll Get From This Meeting:

• Clear understanding of the $2.1M annual risk exposure we've identified

• Three mitigation options with cost/benefit analysis already completed

• Ability to make an informed decision before the contract renewal deadline

Proposed Times:

• Tuesday, 9:00-9:15 AM

• Wednesday, 2:00-2:15 PM

• Thursday, 8:30-8:45 AM

If none of these work, please let me know what does, or if you'd prefer I send the information in another format.

Michael

Formal Presentation Decks That Maintain Attention

For longer, formal presentations to executive teams:

The 10/20/30 Rule:

• No more than 10 slides

• No longer than 20 minutes

• No font smaller than 30 points

Executive Presentation Format:

1. The Headline (1 slide)

   • Your main message and why it matters

2. The Stakes (1 slide)

   • Current situation and why change is needed

3. The Insight (2-3 slides)

   • Key findings that drive your recommendation

   • Support with 1-2 clear visuals per slide

4. The Options (1-2 slides)

   • Max 3 options with clear pros/cons

   • Highlight your recommendation

5. The Plan (1-2 slides)

   • Implementation steps

   • Timeline

   • Resource requirements

   • How success will be measured

6. The Ask (1 slide)

   • Specific decisions or actions needed

   • Clear deadlines

Pro Tip: Create a detailed appendix with supporting information, but only reference it if executives ask for more detail.

Elevator Pitch Formula for Informal Conversations

For those crucial moments when you have just 30-60 seconds with an executive:

The 4-Part Elevator Pitch:

1. Situation: Brief context (1 sentence)

2. Challenge: Current problem or opportunity (1 sentence)

3. Solution: Your recommendation (1-2 sentences)

4. Benefit: Strategic impact (1 sentence)

Example:

"Our analysis of Q2 results showed customer acquisition costs rising 30% (Situation). If this continues, we'll miss our annual growth targets by at least 15% (Challenge). I've identified three changes to our marketing mix that could reduce CAC by 25% while maintaining lead quality (Solution). This would put us back on track for our annual targets and free up approximately $1.8M for product development (Benefit)."

Bonus Tip: How to Adjust Your Delivery When You’re Pressed for Time 

For 2 Minutes:

• Lead with your recommendation and top reason

• Focus on the single most important impact

• End with a clear, simple next step

• Offer to follow up with details

For 5 Minutes:

• Start with recommendation

• Provide 2-3 supporting points

• Address the most likely objection

• End with next steps and timeline

For 20 Minutes:

• Begin with context and strategic importance (2 min)

• Present key findings and insights (5 min)

• Explain recommendation and alternatives (5 min)

• Discuss implementation approach (5 min)

• Q&A and decision (3 min)

Step 6: Deliver with Confidence

Even perfect content falls flat without confident delivery. Here's how to ensure your presence matches your message.

1. The Power Stance:

   • Stand with feet shoulder-width apart

   • Keep weight evenly distributed

   • Avoid leaning, swaying, or shifting weight

2. Deliberate Gestures:

   • Use open hand gestures at or above waist level

   • Avoid fidgeting, touching face, or crossing arms

   • Use purposeful movement (don't pace)

3. Eye Contact:

   • Make direct eye contact for 3-5 seconds per person

   • During virtual meetings, look directly at the camera

   • When answering questions, maintain eye contact with the questioner

4. Voice Projection:

   • Don’t be monotone

   • Slow down for key points 

   • Eliminate filler words (um, uh, like, so)

   • End sentences with downward inflection

Be Ready To Answer Questions

Tiphany Willis, SVP of Investor Relations at Starbucks - To prepare for tough questions: List the ones you hope not to answer and develop those first.

Helpful ways to deliver your response:

1. The PREP Method:

   • Point: State your answer clearly

   • Reason: Provide supporting evidence

   • Example: Give a specific example or scenario

   • Point: Restate your answer to reinforce it

2. Bridging Techniques: 

   "That's an important aspect, and it relates to the larger issue of..." "I understand your concern about X, which is why we've focused on Y..."
   

3. When You Don't Know the Answer:

   • Acknowledge it directly: "I don't have that specific information."

   • Offer a follow-up: "I'll get you that data by end of day."

   • Redirect if appropriate: "Sarah would be the expert on that particular detail."

4. Handling Challenging Questions:

   • For hostile questions: "I understand your concern about X. Here's how we've addressed it..."

   • For tangential questions: "That's an interesting point that deserves its own discussion. For today's decision, the key factors are..."

   • For complex questions: "That question has several parts. Let me address each one..."

In Case of Imposter’s Syndrome

Here's how to handle it:

1. Preparation Techniques That Build Genuine Confidence:

   • Create a "win file" of past successes to review before presentations

   • Practice with a trusted colleague who will give honest feedback

   • Record yourself and review objectively

   • Prepare answers for the 5 toughest questions you might receive

2. How to Handle Moments of Self-Doubt During Presentations:

   • Use the "pause and breathe" technique: take a deliberate 2-second pause

   • Return to your strongest data point or example

   • Remember your unique value: "I've studied this issue more than anyone else in the room"

   • Use physical cues: standing straight, shoulders back, feet firmly planted

3. Reframing Techniques for When You Feel Out of Your Depth:

   • Remember: executives don't expect perfection, they expect insight

   • Focus on your unique perspective: "While I'm newer to X, my background in Y gives me a fresh perspective"

   • Shift from "I'm not qualified" to "I'm bringing valuable information"

   • Recognize that questions aren't attacks—they're engagement

Practice Guide: The 10-Minute Confidence-Building Routine

Before any important presentation or meeting, use this 10-minute routine:

Minutes 1-2: Physical Reset

• 5 deep breaths

• Roll shoulders back and down

• Practice your power stance

• Stretch arms wide for 10 seconds (increases testosterone, decreases cortisol)

Minutes 3-5: Mental Reset

• Review your key message

• Recall a previous success

• Visualize a positive outcome

• Remind yourself: "I have valuable information to share"

Minutes 6-8: Voice Preparation

• Voice exercise: hum at different pitches

• Practice your opening line 3 times

• Say your strongest point aloud

• Drink water, but not too much

Minutes 9-10: Final Focus

• Review your structure

• Remind yourself of your audience's top priority

• Set your intention: "My goal is to provide clear information that helps us make the best decision"

Step 7: Build Trust Over Time

One great presentation might help you stand out, but true influence is built through consistent, high-quality interactions. And the truth is, you’ll often feel uncomfortable when you're not used to being around certain people—especially executives.

Think about walking into a meeting where you're the only woman, the only Black person, or the youngest person in the room. That discomfort is real. And it’s not because you don’t belong—it’s because you don’t yet feel familiar.

I remember when my executive coach asked me, “You want to be a CFO? Then how many CFO friends do you have?”

That hit me.

So I started asking myself:

How many earnings calls do I listen to?

How often do I hear CFOs talking, leading, and influencing in real time?

That shift changed everything.

It’s why having a Personal Board of Directors matters so much. 

Surround yourself with people who challenge your thinking, support your growth, and represent a wide range of backgrounds (i.e. different professions, industries, age groups, genders, and leadership styles.)

Because as you rise, you won’t just work with people in your field. You’ll need to connect with legal counsel, marketers, board members, product leaders.

And yes, executives are people too. They listen to people they respect, trust, and like, so put yourself in the rooms, conversations, and communities where you can interact with them.

Make It a Goal: At Least 1 Hour of Executive Interaction Per Month

Start small. Aim to speak with an executive—inside or outside your company—at least once every two weeks. Look for those who:

• Have a career path you admire

• Bring a different perspective or complementary skill set

• Are known for developing others

• Have influence and insight into how decisions are made

It doesn’t have to be a big, formal ask. 

Here’s a simple outreach you can use:

Sample Email Templates:

Subject: Quick Virtual Coffee: Getting Aligned on [Relevant Topic]

[Executive Name],

I'm working on [project/initiative relevant to their priorities] and would value 20 minutes of your time for a quick virtual coffee to ensure my team's work aligns with your vision.

I'm specifically looking for your perspective on [1-2 specific questions].

Would [day/time] or [day/time] work for a quick Zoom call?

[Your Name]

Subject: Quick Virtual Coffee

[Executive Name],

I've admired your leadership in [specific area] and how you've navigated [specific challenge or achievement].

Would you be open to a 30-minute monthly conversation where I could get your perspective on [specific challenge you're facing] and [specific skill you're developing]?

If yes,what time would work best for you?

Thank you,

[Your Name]

Let’s Recap with a Cheatsheet!

I know this was a lot to take in, so here are 3 things what I recommend

📌 Bookmark this guide and come back to it as you apply each piece.

🔗Share it with someone else to keep the conversation going.

✅ Pick just one action for this month, like scheduling a coffee chat with an executive

And if you want to go deeper, I walk through all of this inside The Finance Executive Accelerator (Formerly known as The Office of The CFO Bootcamp), including a powerful session led by Public Speaking Coach and 3x TEDx speaker, Nausheen Chen on  “How to Speak like a Leader”

Before you go,