Conversation guide
Communicate with executives clearly and concisely.
Lead with the point, focus the evidence, surface the risk, and close with a clear ask.
A three-step approach
How to prepare for the discussion
- 01
Lead with the decision or status
Open with the headline: what changed, why it matters, and what the audience needs to decide or know. Put background after the point.
- 02
Use decision-relevant evidence
Choose the few facts that change the recommendation, risk, or timing. Separate confirmed information from estimates and open questions.
- 03
Close with ownership and timing
State the requested action, accountable owner, and next checkpoint. If no decision is needed, name what you will report and when.
Tailored preparation checklist
Prepare an executive communication.
Lead with the decision or status, focus the evidence, surface risk, and close with a clear ask.
- 01
Define the executive outcome
Decide whether the audience needs to know, decide, approve, challenge, or act.
- What must be different after this communication?
- Which decision or action belongs to the executive audience?
- 02
Select decisive evidence
Keep the few facts that materially change the recommendation, risk, or timing.
- Which two or three facts would change the decision?
- What is confirmed, estimated, or still unknown?
- 03
Make the recommendation
Choose a path and name the requested decision, owner, or resource explicitly.
- What do you recommend, and against which criterion?
- What exactly do you need from the audience?
- 04
Plan the first 30 seconds
Put the headline, stakes, and ask before background or process detail.
- Can the opening stand alone if the meeting is cut short?
- Which background belongs in backup rather than the opening?
- 05
Prepare for hard questions
Anticipate assumptions, trade-offs, downside risk, and the limits of current evidence.
- Which challenge is most likely to change the recommendation?
- How will you answer directly when the evidence is incomplete?
- 06
Close with ownership
Confirm the decision, accountable owner, timing, and next checkpoint.
- Who owns the action after the meeting?
- What will be reported back, and when?
Opening structure
The headline is [status or recommendation]. It matters because [business impact]. The evidence is [two decision-relevant facts]. I need [decision or action] by [timing].
Before-and-after examples