Executive presence without overstatement
Make a recommendation that is clear, proportionate and open to challenge.
A leadership team has ten minutes to decide whether to launch a service on Monday. The product is ready, but support staff have not completed training. You own the recommendation, not the final decision.
1 · Notice the conversation
Stakeholder: Why not launch now and train as we go?
You: Launching now would bring revenue forward, but it would also put untrained staff in front of customers. I would protect the launch by completing the support check first.
Stakeholder: What would make you change your recommendation?
You: If support can demonstrate that they can handle the main cases before Monday, I would support the earlier date.
Stakeholder: What decision do you need from us?
You: Approval for a one-week delay, with a readiness review on Friday.
2 · Understand what each phrase does
Make the recommendation
Put the decision where the listener can find it.
I recommend a one-week delay so support can complete training.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.Explain the consequence
Show what the proposal changes for people or work.
The product is ready; the remaining risk is how we handle customer problems.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.Define the next move
Specify an action, condition or question that moves the discussion forward.
We can use the week for two supervised support shifts and a readiness check on Friday.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.3 · Rehearse, then change the details
I recommend a one-week delay so support can complete training.
The product is ready; the remaining risk is how we handle customer problems.
We can use the week for two supervised support shifts and a readiness check on Friday.
If those checks pass, we can launch the following Monday.
Keep the purpose; change the person, document or time. A simple, accurate sentence is enough.
4 · Respond to your colleague
Why not launch now and train as we go?
Recognise the commercial pressure, then name the operational consequence.
See one possible reply
Launching now would bring revenue forward, but it would also put untrained staff in front of customers. I would protect the launch by completing the support check first.
What would make you change your recommendation?
State the evidence that could change your judgement.
See one possible reply
If support can demonstrate that they can handle the main cases before Monday, I would support the earlier date.
What decision do you need from us?
Make the request explicit.
See one possible reply
Approval for a one-week delay, with a readiness review on Friday.
5 · Try a different situation
A different product is ready, but one accessibility check remains. A client demonstration is tomorrow. Recommend what can be demonstrated, what cannot yet be claimed, and who will resolve the remaining check.
What do you recommend, and what should we decide next?
Use the new facts. State the consequence or trade-off and one next action.
- I give the decision before background detail.
- I distinguish evidence from assumptions.
- I name a condition that would change my recommendation.
6 · Recall without the model tomorrow
Make a recommendation that is clear, proportionate and open to challenge.