How to Gain an Executive's Attention
The one thing executives are predictably short of is time. Because of this, the challenge for executives is to cut through all the other information that they are being bombarded with.
Given this reality, one approach to gaining an executive’s attention is to ask for only fifteen seconds and use it to tell him that if he’ll give you an additional two minutes (or five or ten or whatever you need), you’ll provide at least two ideas he can use immediately. To ensure those fifteen seconds are effective—as well as any additional time if you’re lucky—prepare a compelling word-for-word script. Don’t even think of presenting it until you’ve internalized it.
Once you get time with an executive, have some questions ready to get him talking before launching into the purpose of your meeting. Focus on learning what the executive wants and then orient your presentation around how you can provide it. This will help you hold the executive’s attention and engage him.
If possible, see an executive alone. This is the best way to learn what’s important to each executive. If others are present, the executive whose attention you’re seeking may be reluctant to tell you what’s really on his mind.
Keep in mind that senior-level people are information junkies who are always seeking ways to get an edge over the competition. If you can offer information not available elsewhere, they may be eager to pay attention. Written methods, such as a white paper or the results of a new survey, can be as effective—and maybe even more effective—than face-to-face methods.
Whatever approach you use, skip the hyperbole and the hype. If, let’s say, you are asking for additional resources for IT security, have a well-defined plan for how the resources will reduce risk. Provide metrics and information on trends, risks, and performance. Emphasize how both the executive and the organization might suffer from non-compliance. Explain how things will play out and what measures will be necessary if they don’t act on your recommendations and worse comes to worse.
It’s ideal if you can gain some visibility with your executives before you need something from them. When the time comes that you do, remember that they know how to dive into the heart of an issue, dissect it, and ask solid questions, so try to anticipate their questions and be prepared to respond directly and succinctly. If there’s a flaw in your logic or your data, they’ll find it. And don’t expect kudos; by the time you’re done, they’ll be on the next agenda item.
What else have you found helping in gaining—and keeping—executives’ attention?
