How to deliver challenging insights to important people
Here’s what I learned about communicating knowledge from my work as an analyst .
Your job as an analyst looks like this:
- Gather knowledge, information, and relevant data as broadly as possible. (This is called “research,” and it’s much more intensive than what people mean when they say “I did my own research.”)
- Synthesize that knowledge into a point of view on decisions real people need to make.
- Put your insights in writing, as briefly and pointedly as possible.
- Communicate your insights to people who need to make decisions.
Let’s talk about the last part.
How to communicate insights
A leader who needs to make a decision asks your opinion. (In the analyst world, this is called an “inquiry.”)
Here’s what you do:
- Briefly restate the question to ensure you correctly understood it.
- State your recommendation.
- Succinctly describe the research and analysis that backs that recommendation. This is easier if you’ve taken the time in advance to write your analysis down.
- Ask the decision-maker if that knowledge helps; respond to any additional questions they have.
That’s what you do if the decision-maker is an ordinary business person.
How is this different if the leader is, say, the CEO of a multibillion-dollar company or a senior government leader?
It isn’t.
You never change your analysis based on who is hearing it. You communicate respectfully, briefly, and effectively to all leaders, regardless of how senior they are. You look them in the eye and tell them the truth as you see it, even if it contradicts their worldview or threatens their business.
When I was in this position, I did make one change based on the audience. I would say “Thanks for asking for my opinion, Mr. Stringer,” before sharing exactly the same analysis in exactly the same way as I would with anyone else. The “Mr.” or “Ms.” communicates respect immediately and shows that you understand the importance of their position. (These people don’t appreciate folks they just met saying “Okay, Howard, let’s get into it.”)
But the analysis and language do not change at all.
Here’s what I learned from being in that position from time to time.
First, that the more senior a leader is, the more they appreciate a respectful statement of the truth that’s not sugar-coated for their benefit. Leaders want an honest perspective, and very few people will deliver it to them. They appreciate and value well-researched analysis, even if it challenges their beliefs — in fact, especially if it challenges their beliefs.
Second, that it’s a lot easier to deliver consistent analysis that doesn’t vary based on the audience. It’s easier to research, analyze, and package insights if they stay consistent. Not only that, having a consistent point of view boosts your confidence. You may feel a little intimidated by the person across the desk, but once you shift into “delivering analysis” mode, that usually passes, and the conversation shifts to logic, facts, and strategy.
And third, that once you get used to delivering succinct analysis to important people, you can deliver it the same way to everyone. That makes you sound like someone worthy of respect. It’s a habit worth developing. Never look down on anyone.
I once was in a meeting at the headquarters of a significant technology vendor when a man arrived about 15 minutes late. He was not well dressed, had an unsophisticated accent, and continually interrupted and asked provocative questions. I shot looks at my hosts, who were senior strategists at the company, as if to say, “Who is this guy? Why is he disrupting this meeting?” When they could get a word in, they introduced him.
He was, of course, the CEO. I had no advance notice that he would be coming; he just showed up.
Because I was used to delivering the analysis briefly and in an unbiased way, I gained respect from him, even though I started with no idea who I was talking to. He challenged me, and I think he valued hearing from somebody who challenged him as well.
In future interactions, I used “Mr.” in front of his name before replying. That’s all I ever changed. Truth is truth, regardless of the audience.