1. Anchor the Business, Not Your NervesMost high performers walk into senior meetings thinking: “Do I belong here?” Executives walk in thinking: “What decision will move us forward?” The moment you focus on yourself, you contract. The moment you focus on the decision, you expand. Not to mention, if you are in the room you don’t need to earn the right to be there, you need to justify their choice. They already believe you belong, prove them right. The Business Anchor MethodBefore any senior meeting, run your input through this filter: Risk → Business Impact → Recommendation Not updates. Not activity. Not effort. Instead of: “We’re making progress, but there are a few challenges.” Try: “If we don’t address X, we risk delaying revenue by a quarter. My recommendation is we reallocate resources now to protect the launch.” This is what I did differently in the second board meeting. I didn’t wait to defend the strategy. I pressure-tested it out loud before anyone else could. That’s ownership. 2. Don’t Wait to Speak, Take Space Before You Are ReadyIn senior rooms, silence is rarely neutral. It is interpreted as agreement, or lack of perspective. None of those help you. Especially if you have something to say. But I know it’s scary to speak. You’re thinking: what if I say something stupid? What if they don’t agree? Those are possible scenarios, but that’s part of being an executive. Driving a meaningful discussion. To roughly quote Leila Hormozi: the best executives are those who question your thinking. They shift your perspective or belief and make you reevaluate. It’s not those who agree with you all the time. The First 3 RuleIf you are too worried about being the first to speak, but you want to avoid missing your chances, follow the rule of 3. Be the third person to speak. It takes of the pressure of being first, you can see where the discussion is going and tailor your pitch. But it’s not too late that the room is convinced and there’s nothing to add. Being specific about your place in line also forces you to speak early instead of waiting for an opening. In my second board meeting, I didn’t wait to be asked. I volunteered to speak. That one decision changed the entire energy. 3. Anticipate Objections Before They SurfaceOne of the biggest differences between shrinking and holding your ground? Preparation. Shrinking can be a byproduct of uncertainty. When we don’t know how people will react, whether we’ll get support or push back we choose to avoid the conflict altogether. The result? Shrinking. That’s what I did in the first board meeting. I stayed quiet hoping they won’t ask me tough questions. The second time, I expected them. And answered them before they were asked. Instead of hiding I chose to prepare and confront. That’s what executives do. Practical Shift: Pre-Wire the TensionBefore a high-stakes meeting, write down: - The three toughest objections you might face.
- The data or logic that addresses each one.
- The tradeoffs you’re willing to acknowledge.
Then speak to those proactively. “Some of you may be wondering about X. Here’s how we’re thinking about it.” When you surface tension calmly, you signal control. That’s executive presence in action. The Real Identity Shift To Stop ShrinkingHere’s what changed for me more than anything: I stopped entering rooms to be evaluated. I started entering rooms to elevate the quality of the decision. Employees protect themselves. Executives protect the outcome. If you are still shrinking in senior rooms, it’s not because you’re incapable. It’s because part of you is still trying to survive the room instead of lead it. And that’s an identity decision, not a skill gap. Choose to make it. |
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