Consistent engagement with executives

Executive Engagement: The Secret Weapon You're Missing

Using the Consistency Principle for Employee Engagement by Tom Krieglstein

Title: Using the Consistency Principle for Employee Engagement
Channel: Tom Krieglstein

Executive Engagement: The Secret Weapon You're Missing (And Why It’s a Messier Win Than You Think)

Okay, let's be real. "Executive Engagement: The Secret Weapon You're Missing"—sounds like another consultant buzzword, right? Like, oh sure, just engage the big cheese and suddenly your bottom line will explode. But hear me out, because while it’s technically a secret weapon, the battlefield is a lot messier than the brochure promises. It's not all sunshine and stock options, people.

Think of it like trying to herd cats, but the cats are highly intelligent, opinionated, and prone to spontaneous budget reshuffles. Yes, getting your executives truly engaged – not just passively attending meetings, but actively invested – is game-changing. But the path there? Oh boy.

The Holy Grail (and the Minefield) of Executive Engagement

The widely touted benefits? Well, they're not wrong. When your execs are genuinely bought in, you see:

Increased Innovation: Seriously, imagine a room where the people who control the purse strings are actually excited about new ideas. Their buy-in cuts through red tape faster than a hot knife through butter. This is where the magic happens, the kind of magic that turns a struggling startup into… well, a thriving-ish startup.
Improved Employee Morale: Let's be honest, everyone knows when the top brass is disinterested. That sense of stagnation, that "what's the point?" feeling? GONE. When leaders are visible, approachable, and interested in the day-to-day, the whole company feels a boost. Like, imagine seeing your CEO in the cafeteria, chatting with the receptionist. Game changer!
Enhanced Strategic Execution: When they get it, they get it. The company's vision isn't just an abstract concept; it's lived and breathed by the people at its helm. They're actively removing roadblocks, advocating for resources, and, you know, actually leading.

But (and this is a big BUT), the pitfalls are real. Let's be honest:

Time Consumption: Getting an executive's undivided attention is like trying to catch smoke. They're busy. Really, really busy. That "quick chat" can easily morph into three hours of meetings, and then suddenly you're late for the dentist appointment… and the dog walk… and…
Risk of Resistance: Some executives are just… resistant. They're used to being in charge, to making decisions, to… well, not being told how to do their jobs. Trying to "engage" them can sometimes feel like wrestling a particularly stubborn alligator.
Potential for Misalignment: Even with the best intentions, you can have a miscommunication or a misunderstanding. Getting everyone on the same page (with the same level of detail), is hard.

The Art, and the Mess, of Building Engagement

So, how do you actually achieve executive engagement, short of some corporate voodoo? Here's where things get interesting, and real, and frankly, a little chaotic:

1. Transparency is King (and Queen, and the whole Royal Family):

This is vital. Open communication channels, regular updates (not just the good news!), and the unwavering promise of honesty. It's a whole lot of tough conversations, and it can get messy. We're talking about weekly executive summaries, impromptu walk-and-talks, and a willingness to say, "I screwed up" (they, too, are human!).

2. Demonstrate Value:

If that exec doesn't see immediate value, you're dead in the water. Show them how their engagement directly impacts the things they care about: higher profits, better company culture, increased efficiency, something they actually want, and not just they think they should want. Tailor your messages. Speak their language.

3. Lead by Example (and Accept Imperfection):

If you're trying to get executives to participate in a town hall, you better be the first one to show up and ask probing questions. You gotta be prepared to fail, and you need to own it, and show you've learned.

4. Tailor to the Individual:

One size does not fit all. Some executives thrive on data-driven reports; others want a casual conversation. Some work best in group settings, others prefer one-on-ones. This brings the messiest aspect of it up, you have to know the people you are talking to and what they need.

Contrasting Perspectives: The "Yes, But" Brigade

Let's play devil's advocate (or, you know, get critical). Some common pushbacks regarding executive engagement and how to approach them:

The Skeptic: "This is just extra work. We're already busy." Response: "Yes, it is extra work. But consider the cost of not being engaged – stalled projects, missed opportunities, and declining morale. The investment pays off."
The Control Freak: "I don't have time for all these meetings and discussions. I need to do something." Response: "We're not talking about micromanaging. It's about aligning everyone on the same purpose; It's about getting them in on the big picture so they can help get to the finish line."

Real-Life Anecdote: The Presentation from Hell (and the Triumph)

I once worked for a company where the CEO basically lived in his office. Didn't really talk to anyone unless he had to. To "engage" him, we had to be ready to show him a value. A big value.

I spent weeks crafting the presentation. Data, charts, compelling narratives, the works. I practiced my delivery until I could recite it in my sleep. I knew this presentation would unlock the doors to a bunch of new ideas and collaborations and a sense of "we're all in this together." And his response? Basically… nothing. Blank stare. Head tilted slightly. After 20 minutes, he simply mumbled, "Interesting," and went back to his emails.

I felt… defeated. Crushed. That presentation took so much work. All that time, all that effort, and nothing.

But then – A few weeks later, one of the ideas from the presentation, a seemingly minor tweak in our marketing strategy, started showing a measurable increase in leads. And the CEO? He suddenly remembered the presentation. He asked questions. He wanted more data. He was engaged. The "secret weapon" finally kicked into gear, but in a way I never imagined.

The lesson? Be patient, be persistent, and don't expect immediate results. The "secret weapon" doesn't always fire on command.

The Future of Executive Engagement: Beyond the Buzz

Looking ahead, the future of executive engagement will be less about generic strategies and more about personalized approaches.

Data-Driven Personalization: We're already seeing the rise of HR tech that analyzes executive communication styles, preferences, and even schedules to tailor engagement efforts. Use data to figure out the best ways to reach out to each person and get them excited for new ideas.
The Hybrid Approach: The most effective engagement strategies will blend virtual and in-person interactions. Remote work isn't going anywhere, so you need to find those communication strategies for people who are not in the office and want to be involved.
Focus on Impact: Executive engagement will shift from a "nice-to-have" to a "must-have," linked directly to key performance indicators (KPIs) that executives actually care about.

Conclusion: The Messy Path to Victory

So, is "Executive Engagement: The Secret Weapon You're Missing"? Absolutely. But it's not a magic wand. It's a complex, multifaceted, and often messy process.

It requires time, effort, strategy, and a willingness to embrace the imperfections and setbacks along the way. It's about acknowledging the human element, building trust, and showing genuine value.

Ready to charge into the chaos? Because the payoff – a truly engaged executive team – is worth it. Get started today, and let me know how it goes! Remember, you're not alone in all of this… This is where you are allowed to make mistakes and learn.

Unlock Your Next Promotion: The Executive Networking Secret

How to Build a Successful Executive Engagement Strategy for Better Sales Results by Jesse Bak

Title: How to Build a Successful Executive Engagement Strategy for Better Sales Results
Channel: Jesse Bak

Alright, friend, lean in. Let's talk, because honestly, Consistent engagement with executives… it's not some cold, corporate mission; it's more like… building a really solid friendship, the kind where you actually care about what they're doing and they, well, care about you too. Forget the jargon, forget the stuffy presentations. We're going for real, here. This isn't just about climbing the ladder; it's about making sure that you (and what you bring) are valued and heard, and that the top guys get a clear view of what matters on the ground.

Why Bother, Right? (The Big Picture and the Small Wins)

Before we dive in, let's be honest. You might be thinking, “Why should I, a mere mortal, care about consistent engagement with executives? They've got their big fancy offices and their even bigger egos; what good could I possibly do?” Okay, I get it. Been there. But trust me, it’s crucial. It's about positioning yourself as someone who's genuinely invested – not just in their success, but in the entire company's.

Think of it this way: if you want your ideas to be taken seriously, if you want to avoid being blindsided by decisions that impact your work, you need to be on their radar… in a good way. This isn't about sucking up; it's about building a relationship based on mutual respect. And the small wins? They add up. A well-placed question, a thoughtful suggestion – they create opportunities. Those opportunities are where real change happens, and where you can really become a valuable asset, not just a cog in the machine.

Getting Your Foot in the Door (And Keeping It There!)

Okay, so how do you get started? It's not about stalking the CEO in the elevator (though, hey, if it works for you… kidding!). It's about strategic and authentic interactions.

1. Understand Their World, See Their World

Do your homework! Seriously, learn about their priorities, their challenges, their goals. Read their LinkedIn posts (without, you know, being creepy). Pay attention to company communications, industry news, and things going on internally that might affect them. This is not about pretending to know everything. Instead, it’s about being informed enough to understand what they care about, why they care, and how you can help, even if you are asking them.

2. The Art of the Thoughtful Question (And the Active Listening)

Forget generic, predictable questions. Instead, ask things that will get their attention. "I'm reading about [industry trend]. How are you thinking about that in relation to [our company/their department]?" Or, after a presentation or meeting, “I'm curious, what's the one thing that keeps you up at night regarding [specific topic]?" Be ready to listen. Genuinely listen. Make eye contact. Nod. Don’t interrupt (unless it's a long, rambling answer, then, okay, maybe a quick "That's really interesting…" to get them back on track). Take notes, even if it’s just a quick word or two. Show you’re engaged, not just present.

3. The Power of the Concise, Impactful Update… (Be the Anti-Slides-Filled-With-Nothing)

Nobody likes a long email with a mountain of fluff. Learn to summarize, distill key information, go straight to the point. Executives are incredibly busy. They need to know what happened, why it matters, and what they need to do, fast. Be clear, be concise, and, when possible, highlight actions and accomplishments that make them look good as well. (Without being over the top).

4. Find Your Champion (Or Create One)

This takes time, but it's worth it. Identify an executive who seems open and approachable (observe, don't just assume!). Build a relationship, even if it is small. Offer to help on a project. If they are open to it, just say "I'd like to help". Share your insights or even just your observations of them in regular meetings (with their permission, of course). This person can become your internal advocate, helping to open doors and champion your ideas.

Don't Be a Robot! (Authenticity is Key)

Look, I’m not saying you need to become best friends with all the execs. That's probably not realistic, and it’s definitely not the point. But what is crucial is being yourself. Authentic engagement is about showing genuine interest, asking thoughtful questions, and sharing your own perspectives.

A Quick Anecdote (That I'm STILL Mortified By, Sometimes)

Okay, total honesty moment: early in my career, I was terrified of executives. I'd trip over my own tongue, over-prepare for every interaction, and generally act like a nervous wreck. One time, I was giving a presentation to a senior VP on a project I’d worked on, and I got so flustered that I accidentally referred to the company’s main product as “that thing-a-ma-jig." Yep. I said that. The thing-a-ma-jig! Mortifying! But guess what? The VP actually laughed. And in that moment, I realized that being human, making mistakes, and not taking myself too seriously actually made a much better connection than trying to be some perfect, polished robot.

After that awful, embarrassing day, I leaned into it (sort of, but slowly). I began to ask questions that I genuinely didn’t know the answer to. I started offering the simple things I could bring to the table and let them know about my own experience in my own words. I tried to be more relaxed, I tried to offer my own experiences, to lighten the tone. It worked. We had a good working relationship for a while, and I learned something valuable: being real is more valuable than being perfect.

Common Pitfalls (And How to Dodge Them)

Talking Too Much, Listening Too Little: You’re not there to give a lecture. You’re there to understand and contribute.
Being a "Yes" Person: This is a slippery slope. Express your opinions, even if they're different, as long as you do it respectfully.
Assuming You Know Everything: Humility goes a long way. Admit when you don't know something, and show you're eager to learn.
Ignoring Feedback: Pay attention to what executives say, both explicitly and implicitly. Adapt your approach based on their preferences.

Consistent Engagement Isn't a One-Time Thing: The Long Game

Let's be real, Consistent engagement with executives isn’t something you achieve and then… done. It’s an ongoing process. It requires consistent effort, a willingness to build relationships (and sometimes repair them!) and to adapt to different personalities and styles. It calls for a dash of bravery, a sprinkle of vulnerability, and a whole lot of genuine interest. And I'm betting that the rewards–the opportunities, the influence, the feeling of being heard–they’re well worth it.

Conclusion: So, What Now? (Get Engaged)

Don't just read this and think "huh, good points." Start today. Pick one of the strategies above, and try it. Maybe it's sending a quick, thoughtful email to an executive you admire. Or maybe, it's just asking a clarifying question in the next meeting. The point is: act. Consistent engagement with executives is about building bridges. It's about understanding what and why, and getting your ideas, experience, and voice heard. So get out there, be human, be authentic, and start building those connections. You've got this! And hey, if you stumble a bit along the way, just remember… the thing-a-ma-jig story. We've all been there. Now, let's go make some waves!

Unlock Global Success: Mastering Cross-Cultural Leadership

3 ways to create a work culture that brings out the best in employees Chris White TEDxAtlanta by TEDx Talks

Title: 3 ways to create a work culture that brings out the best in employees Chris White TEDxAtlanta
Channel: TEDx Talks

Executive Engagement: The Secret Weapon (You Probably Procrastinate Using) – FAQ (and Rants!)

Okay, so what is Executive Engagement, really? Sounds fancy. Is it just glorified schmoozing?

"Schmoozing" suggests a casual thing. Executive Engagement? No, it's more like… a calculated dance of respect, understanding, and strategic communication. Think of it as building a bridge to the people who hold the keys. It's *not* just buttering them up (though, let's be honest, a little charm goes a long way!). It’s about understanding their priorities, knowing their blindspots and proactively helping them. Imagine building a Lego castle. You wouldn't just throw bricks together haphazardly, would you? You'd build from a plan, brick by brick. Executive engagement *is* the plan.

**Anecdote Alert!** I remember this time… It was my first big project, and I was terrified. The CEO, Mr. Henderson, was... intimidating. So I went above and beyond, not just to deliver a good outcome but to ensure he received all the information he needed, presented in a way that would speak to him. I thought I was brilliant! Turns out, he *hated* overly complicated presentations. I learned that the hard way. The point is, understanding their communication style is KEY.

Why is it so important? I'm busy! And frankly, talking to execs scares me a little.

Look, I get it. Fear is a natural thing. But here's the brutal truth: If you want your ideas heard and actually *implemented*, you need the executive team on your side. Their buy-in unlocks resources, removes roadblocks, and gives your projects the green light. It’s also about protecting yourself. If you don't understand their objectives, you could unintentionally shoot yourself in the foot.

Also, it saves you time! Seriously. Wasting time and spinning your wheels on projects that go nowhere is a soul-crushing experience.

What are the best ways to engage with executives? Give it to me straight, no fluff.

Alright, buckle up.

Research: Find out what gets them excited. What are their goals? What are they afraid of? What do they read?
Know Your Audience: Some like data dumps, some want a quick summary. Tailor your communication.
Be Proactive: Don't wait for them to ask for updates. Provide them useful information.
Speak Their Language: Avoid jargon. Cut the BS. Stick to the point.
Underpromise, Overdeliver: Always a winner.
Be Respectful of Time: Show you value it as much as they do.
Actually Listen This is the BIG one. REALLY listen. Take notes. Ask questions. Pretend you care.
Be Prepared to Change If they give you feedback, listen to it and adapt. (Unless their feedback is terrible.. then, tactfully challenge it.)

Okay, but… what if they're just… difficult? How do I deal with a challenging executive?

Ah, the million-dollar question! Let's face it: some executives are… well, they're challenging. They might be arrogant, impatient, demanding, or just plain hard to read. But here's my take (and feel free to disagree, I'm not a therapist):

First and foremost, stay professional. Second, try to understand their perspective. Do they have unrealistic deadlines? Are they stressed? Are they just bad at communicating? Whatever it is, learn to *manage* your working relationship with them. They may have a management style that's simply too aggressive. Third, document everything. Fourth, find a mentor who has experience dealing with challenging executives.

**Rambling Time:** I once dealt with an exec who would change his mind on a whim and berate anyone who didn't anticipate his every thought. It was brutal. Exhausting. I'd spend hours preparing, and then... nothing. I learned that if you're in that situation, you have to anticipate the pivot and build a safety net. Also? Find a good therapist. No joke.

What are the biggest mistakes people make when trying to engage with executives?

The biggies? Here we go:

Not doing their homework. Seriously, research them!
Talking too much. Let them talk. Listen more than you speak.
Over-complicating things. Executives are busy. Get to the point.
Ignoring feedback. Even if you don't like it, acknowledge it.
Being unprepared. Always know your stuff. They can smell unpreparedness from a mile away.
Bad-mouthing a "superior" to another superior. Don't do it!
Not being honest. Don't lie. Ever.

Can you give me a specific example of a situation where Executive Engagement saved the day?

Absolutely. This one still makes me sweat a little. We were launching a new product. A BIG product. Months of work, huge investment, the whole shebang.

The CEO at the time, let's call him "Bob," (because I'm still afraid he'll read this) was notoriously hands-off until things went sideways. Then, he'd swoop in and… well, it wasn't pretty.

I was running the launch. My mistake? I only provided updates to Bob when they needed them. I'm talking about the *bare minimum*. I was busy, I assumed he didn't *need* to know everything. WRONG.

And then the launch hit a (minor) snag. And BOOM. Bob was *furious*. The whole team were being yelled at! I was terrified.

I realized I needed to get out in front of this, so I did my best to get the information he needed, so that he could protect us all and not just burn us at the stake. I wasn't sure how, but I had to get the information to him. I figured out a way to communicate strategically, proactively, and in a way he could understand and act on. I knew what he wanted to know, when he wanted to know it, and the context he needed to make decisions.

I'm not saying it was all rainbows and unicorns. But by proactively communicating, anticipating his questions and framing the situation in a way that reflected his priorities, I managed to limit the damage.

How do I measure the success of Executive Engagement? Seems a bit… squishy.

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Title: Consistent Action Creates Consistent Results destinationworkplace leadership shortsviral shorts
Channel: Betsy Allen-Manning- Destination Workplace Expert
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The SaaS Advantage Continuous Improvement Through Consistent Engagement by The Customer Wins

Title: The SaaS Advantage Continuous Improvement Through Consistent Engagement
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Executive Engagement: The Secret Weapon You're Missing