When presenting a strategy to leaders who like to 'leave their mark,' proactively design a space for their contribution. Instead of a sealed plan, explicitly ask for their opinion on a specific area. This satisfies their need to add value and makes them a co-owner of the strategy, increasing adoption.
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Product leaders often feel they must present a perfect, unassailable plan to executives. However, the goal should be to start a discussion. Presenting an idea as an educated guess allows for a collaborative debate where you can gather more information and adjust the strategy based on leadership's feedback.
Don't pitch big ideas by going straight to the CEO for a mandate; this alienates the teams who must execute. Instead, introduce ideas casually to find a small group of collaborative "yes, and" thinkers. Build momentum with this core coalition before presenting the developed concept more broadly.
To avoid influencing their team's feedback, leaders should adopt the practice of being the last person to share their opinion. This creates a psychologically safe environment where ideas are judged on merit, not on alignment with the leader's preconceived notions, often making the best decision obvious.
To introduce a new idea, a leader shouldn't dictate terms. Instead, they should pose it as a discussion topic and listen to the language the team uses (e.g., "cost of living" vs. "inflation"). Adopting their terminology builds shared understanding and makes people feel heard, which enables collective action.
The most effective way to build strategic alignment is not top-down or bottom-up, but 'inside-out.' Engage middle managers (Directors, VPs) first, as they have crucial visibility into both executive strategy and the daily realities of their teams and customers, making them the strongest initial advocates for change.
When pitching a long-term strategic fix, regional leaders prioritized immediate revenue goals. The product team gained traction not by dismissing these concerns, but by acknowledging their validity. This respect builds the trust necessary to balance short-term needs with long-term investment.
Structure your final presentation by calling out specific problems you learned from individual contributors by name. Then, immediately pivot to show how solving their problem directly contributes to the high-level business objective owned by the executive decision-maker. This makes every stakeholder feel heard and demonstrates their strategic value.
When meeting with senior leaders, shift the focus from your status updates to their priorities. Ask what's top of mind for them, what challenges they face, and how you can help. This reframes you from a direct report into a strategic ally, building trust and social capital.
Don't just hand your champion a perfectly polished soundbite or business case. The act of creating it together—getting their feedback, edits, and "red lines"—is what builds their ownership and conviction. This process ensures they internalize the message and can confidently sell it on your behalf.
Instead of developing a strategy alone and presenting it as a finished product (the 'cave' method), foster co-creation in a disarming, collaborative environment (the 'campfire'). This makes the resulting document a mechanism for alignment, ensuring stakeholders feel ownership and are motivated to implement the plan.