While preparing for her CFO role, Amy Weaver was told by her Investor Relations lead that while her technical answer was correct, she didn't "sound like a CFO." This highlights the crucial, often overlooked, need to adopt the communication style and vocabulary expected of a role to gain full credibility.
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Accenture CEO Julie Sweet advised new Salesforce CFO Amy Weaver to identify and master the single most important source of credibility for her new role—in this case, Wall Street. Instead of trying to learn everything at once, she focused on excelling in investor relations to quickly establish her authority.
When entering a new domain, don't feign expertise. Build trust faster by openly admitting "I don't know" and explicitly leaning on stakeholders for their subject matter knowledge. This positions you as a partner who values their expertise, rather than an outsider imposing solutions.
Blippar's CMO, who couldn't code, attributes her success to translating complex technology into compelling messages. Turning 'image recognition computer vision' into 'the Harry Potterification of print' is a superpower that bridges the gap between innovators and the market, proving more valuable than technical expertise alone.
Many professionals, especially in execution-focused roles, think strategically but are perceived as tactical. Their failure is not in thinking, but in articulating their strategy, programatizing their work, and knowing when to communicate it. This gap between thought and communication leads to the negative label.
Corporate communication often fails because professionals mimic the bland, jargon-filled style they see from other companies. They are 'LARPing' (live-action role-playing) what they think an executive should sound like, creating a self-perpetuating cycle of hollow, ineffective communication that lacks authenticity and impact.
Creating a genuine brand voice requires deep immersion, not just a brief. By spending months interacting with dozens of employees across all departments, a consultant can uncover the shared language and core truths that form an authentic, resonant voice.
If an interview feels easy because you are exclusively discussing your deep functional expertise, you are likely failing. Boards hire "T-shaped" directors who can connect specialized knowledge to broad strategic issues. You must resist going too deep and instead demonstrate wide-ranging strategic thinking.
Technical executives often fail in interviews with PE firms because they can't articulate the business value of their work. Candidates must prepare to speak like they're in a board meeting, clearly connecting their initiatives to measurable outcomes like cost savings, revenue lift, or efficiency gains.
When lawyer Amy Weaver felt unqualified for the CFO job, Salesforce COO Brett Taylor told her not to be a traditional CFO but a strategic partner. This reframing allowed her to leverage her unique skills instead of trying to mimic a predecessor, a crucial lesson for anyone taking on a stretch role.
When transitioning into a new role, especially a cross-functional one like product, relying on a title is a weak foundation for credibility. Earning respect through informal authority—by demonstrating value and influence—builds a much stronger and more lasting leadership position.
