Ask Visibility Co: How do I gain support for my projects from senior executives?

With more than 50 years’ combined experience in leadership, strategy, culture and communications, there’s not much we haven’t seen or helped other leaders work through as their “second brain” advisors. So we’re inviting you to share your challenges, sticky spots or opportunities with us. Think of us like Agony Aunts for purposeful leaders who want to solve important problems, but are a bit stuck for solutions.

This month’s question comes to us from Marie*, a senior leader in government.

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I’ve been working for months to gain buy-in from another branch of our department on a sustainability training program which could transform how we manage environmental issues, but requires a leap in thinking. I’ve had great feedback on how I’ve consulted, with particular emphasis on my listening skills.

We have a meeting tomorrow to green-light the project but a senior executive of that branch just emailed saying I’ve overstepped and he’s recommending they pull the program. I feel completely blindsided. Should I go ahead with the meeting?”

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Ahh, the old eleventh hour power move… a classic in bureaucracies everywhere!

As hard as you’ve worked on consultation, it’s clear you don’t have support at more senior levels. You need to get to the heart of why.

We recommend pausing for breath. Reply to the executive and seek clarity about his concerns. Be curious and non-defensive and consider these questions before emailing him:

• What are his likely concerns? Reputational? Strategic? Power?
• What might have happened to lead him to block this project? Map potential scenarios and use empathy to understand his reaction.
• Do your research. Approach allies who know him; find out into what drives him, his style, and how to gain his trust.
• Suggest a conversation (phone, in person or on Teams, depending on his preferences) to listen to his concerns and make clear you’ll pause the project until this happens.
• Enlist the support of people he trusts to elicit his concerns and, if appropriate, advocate for you and the project.
• When speaking with him, ask good questions. Avoid the temptation to force decisions or push it forward.
• Later, take time to reset and focus on “what’s in it for him”. Then position the project to meet his needs, and seek his feedback at every step. When people feel safe, heard and understood they’re  more likely to support you - even senior executives with a lot of power.

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KEY TAKEAWAY

Influence isn't about you - it's about understanding your audience and demonstrating how you understand their needs and can help solve their problems.

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Find yourself in a sticky spot, or needing fresh eyes on a challenge in your organisation? Get in touch to find out more about our Second Brain advisory, across leadership, strategy, culture and communications. Email us at hello@visibilityco.com.

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