For large, potentially controversial projects, dedicate significant time upfront to meet every stakeholder group—from supporters to critics. By socializing the idea and framing its benefits for each party, you can build widespread support that preempts future opposition.

The goal of asking questions isn't just for you to gather information. It's a Socratic dialogue designed to help stakeholders think differently and arrive at the real need themselves. By guiding their thought process, you build deeper alignment and co-create a better solution, rather than just extracting requirements for yourself to fulfill.

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.

When you're hired into a leadership role, it's because the company needs something fixed. Conduct a "listening tour" specifically to understand the underlying issues. This reveals your true mandate, which is often a need for more innovation and faster speed to market.

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.

Building influence requires a strategic approach. Actively survey your professional relationships, identify where you lack connections with stakeholders, and methodically invest time in building alliances with leaders who can advocate for your ideas when you're not in the room.

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.