Have you wanted to press ahead on a certain project or direction? In the modern workplace, you often don’t get very far unless you get agreement from your seniors. We have all experienced the disappointment of having that ‘great idea’ only to not get it passed our seniors. So how can we learn from this experience to get a more optimal outcome? As a D&I lead I regularly work with senior leaders to positively influence change, however I don’t get very far unless I make my work relevant to them! Here are some of my top tips:
1. Understand what your senior leadership priorities are, and learn to fit your projects within them.
You work within a team where your manager, or manager’s manager has wider oversight. That means they should have an understanding of what you do and how it ties into the wider picture, right?
Unfortunately it’s not quite so simple. Senior leaders have to balance different priorities, so whilst something may seem very important to you, this might be far lower down in the priority list for them. For example, you may want to get a quick HR decision agreed to set how you or your team is organised, however they may be in the midst of agreeing the details of a key priority project whilst balancing this with wider team expectations. As such, your request will probably not be the most urgent.
So rather than going all guns blazing when they have plenty on their plate, consider waiting for an optimal time to pose the question, or better yet, frame this in terms of their wider priorities – have they previously committed to inclusive practices? Set out your ask within the wider decisions that they have previously made to make the decision far easier for them and more relevant to their wider decision making.
2. Demonstrate your competence and establish trust in your ability to deliver
The higher you go up the leadership chain, the higher importance on your senior leaders ability to successfully delegate. You want to make it as easy as possible for them to agree with your recommendations that they can be confident are well-judged.
So how do you get to the point where you are trusted by your seniors? By demonstrating your value. Ensure you are doing work to a good quality and showing your positive impact where possible. Better yet, demonstrate that you have done the hard graft and used evidence to come to a proposed solution (showing numbers always helps convince people!). Doing this makes a big difference compared to coming to your senior leaders asking what to do. This will set a positive dynamic where they can take your advice rather than feeling they need to direct you.
3. Remember that senior leaders are humans too!
We often exalt senior leaders as mythical beings that are beyond us mere mortals. In reality, seniors live and breath just as we do. It’s important to remember that, particularly if you feel a bit nervous pitching something to them! As such, wider communication and influencing basics like establishing rapport still apply. Like any human, seniors respond positively to someone who is pleasant – there is no harm and saying hello and asking how they are to establish rapport.
Don’t forget, your senior leader will have their own individual interests that you can use to tie into and build a connection. For example, does your boss have a technology background and is enthused by innovation? Try tying in these elements when speaking with them to get yourself some additional brownie points. Like any human being, building a connection with your seniors will make them more favourable to your views.
These are the three points I abide by when working with senior stakeholders. What are yours?