I’ve written in the past about how it’s important to modify your approach when you’re communicating upward, including in this column – How to persuade and influence senior management – that I wrote for CFM&D Magazine. I was reminded of it recently when I overheard a leader in a client organization giving advice to one of his staff. He said:
“When a senior manager asks you the time, don’t describe how a watch works”.
I chuckled to myself because it was such an apt description for the deep pit that so many subject matter experts stumble into.
Don’t “vomit data”
As managers rise in the leadership ranks in organizations, by necessity, they need to focus more on strategic issues and less on the minutiae. So they count on the subject matter experts around them to study the details and make recommendations. Continue reading