Do you feel your insights are lost in the corporate machine, unheard by those with the power to make change? This is your strategic guide with advice from CEOs, presidents, and veteran executive coaches, which will elevate your voice to resonate within the C-suite.
Discover actionable strategies these leaders have distilled into valuable snippets such as aligning your message with executive interests, as Winnie da Silva, leadership strategist and executive coach, advises, by tailoring your communication to “what matters most to them.”
Forge strategic alliances, leveraging the “champion strategy” proposed by Andrea J. Miller, CEO of LeadWell Company, to enlist influential people as your allies and amplify your voice. Or, master the art of impactful delivery, employing the rhythmic techniques espoused by Lee Jay Berman, principal consultant and executive coach, to ensure your words land with a resounding impact.
Find these, and nine more potent recommendations below, to help you navigate the intricate landscape of corporate communication, ensuring your voice will be heard.
Examine your motivations and clarify objectives
Feeling unheard at work is undoubtedly frustrating, but there’s a strategic approach to making your voice heard. Start by examining your motivations—what message do you want to convey, and why is it important?
Once you’ve clarified your objectives, focus on reframing your message or “ask” in alignment with the executive’s priorities, what I like to call “their currency.” Consider what matters most to them and tailor your communication to resonate with what matters to them.
This increases the likelihood of being heard and showcases your understanding of their perspective.
Winnie da Silva, leadership strategist and executive coach, Winnifred S. da Silva
Self-check and reframe your message
The first thing I would recommend is to check in with yourself. Sometimes, feeling “unheard” is code for “not getting what I want.” It’s possible both to be heard and to have your request declined or your idea dismissed. That’s not fun, but it is entirely fair.
Assuming that isn’t the case, then there are a few ways to address this. First, speak to your direct supervisor and share your experience and your goal or commitment. They may guide you—either by acting as a bridge between you and the executives, or by helping you to better direct your message to the right person, the best medium, or some other tip that will remove the friction and increase your odds of being heard.
The second thing to do is reframe your message so that it resonates with your audience. If your message doesn’t frame the issue in terms that matter to the recipient, it may sound like empty whining or irrelevant information. But if the message clearly addresses something that they consider a priority, they will see it in a more personally relevant light.
Executives are focused on optimizing the organization and its performance and see it through specific areas of risk and opportunity, like productivity, efficiency, revenue, customer churn, or employee turnover.
Almost every concern or complaint has business implications. But it’s our job as communicators to point out those implications. As busy executives, they are likely inundated with messages, emails, and calls. As a result, they must make quick decisions about what to read and address. Like most humans, they will scan their Slack or email and land on words and messages that resonate with their concerns and priorities.
That priority is connected to optimizing results. Connect your message (starting with the subject line) to the things that drive (or diminish) results, and they will be more likely to focus on it. Communicate the business case for why they should listen to you.
Request a specific type of response, like a reply email, appointment, introduction, or suggestion for the next steps. If you don’t do that, they may read it, reflect on it, and move on . . . and you would be none the wiser.
Amie Devero, president, Beyond Better
Identify and engage a mentor
Finding a mentor within your organization can be a fundamental change in learning how to communicate with executives effectively. A mentor who understands the company’s dynamics can provide invaluable insights and guidance.
One crucial step is identifying a potential mentor. Look for someone who not only holds a position with status but also exhibits strong communication skills, particularly with senior leadership.
Once you’ve identified this person, approach them respectfully, express your admiration for their work, and ask if they would consider mentoring you.
Explain your goals clearly, emphasizing your desire to improve your communication skills with executives.
Remember, a mentor-mentee relationship should be mutually beneficial. Be prepared to show how you can add value to their professional life as well. This proactive approach can help you navigate the corporate communication landscape more effectively.
Vivian Acquah CDE®, certified diversity executive, Amplify DEI
Listen and don’t be intimidated
To be heard, you have to listen—and think about the issues and environment from your boss’s perspective.
Be intentional with your strategy: Choose the right time and place to have a conversation, clearly and concisely articulate your concerns, use “I” statements showing ownership, come to the table with solutions/improvements, facilitate a two-way conversation, remain open to feedback, criticism, or input, and look at this as an opportunity to grow.
Recognize and respect the power dynamic, but don’t let it intimidate you. You add value to the organization—allow that to give you confidence. This strategy can foster a more open and productive working relationship.
Lisa McDonald, executive career coach, speaker, and executive presence trainer, Career Polish, Inc.
Amplify your voice through strategic alliances
In navigating corporate communication, cut through the noise with what I call the “champion strategy.” Seek a respected figure within your organization, someone with the ear of leadership, and enlist them as your advocate.
This isn’t about playing politics—it’s about strategic alliances. By aligning your message with a known influencer, you’re not just speaking up; you’re ensuring your voice is amplified and acted upon. It’s direct, it’s smart, and most importantly, it gets results.
Andrea J Miller, ACC, SHRM-SCP, CEO, LeadWell Company
Seek support and take initiative
Feeling heard is a natural need, reflecting a sense of value and care. If an employee feels unheard by executives, one vital step I feel is to seek support or guidance from a professional coach or a supportive superior who can understand their needs.
If formal support isn’t accessible, taking personal initiative becomes crucial, where employees can objectively analyze situations where they felt unheard, record these instances, and seek feedback from trusted colleagues. With this data, they can introspect without defensiveness, accepting findings for necessary action.
Whether the feeling is grounded, it’s essential to take responsibility. This may involve self-improvement or engaging with individuals who may undervalue them, aiming to understand views and enhance relationships.
Ultimately, the focus is on assuming control, analyzing, and responsibly acting to improve and find satisfaction, allowing individuals to take ownership of their experiences and future outcomes.
Sudhir Kulkarni, senior advisor, NamanHR
Align your message with executive interests
Sadly, it is not unusual for employees to feel unheard by executives. Executive leaders are often overly busy and distracted by their priorities, not to mention the pressure from shareholders and owners.
As such, I recommend two key strategies for employees to increase the chances of getting their message through. Consider how your message or insight aligns with the executive’s priorities and interests. Doing so can position your message to “help” or “serve” the executive’s needs.
Then, be patient yet politely persistent. Finding the right time to reach out or follow up will increase your odds of connecting. The end of the month or quarter, or late in the budget season, are examples of when you may not want to reach out. If the first time your message doesn’t get through, try another time or try another channel (email, text, notes, in person).
Essentially, what you are doing is sending the right message at the right time via the right channel. For example, if you notice a process is inefficient because an old piece of equipment keeps breaking down, you could share that the company could reduce overtime expenses by getting a new machine. Here, you are aligning your concern—frustration with all the downtime—with an executive’s likely priorities to keep expenses down.
Brent Hafele, M.A., ACC, president and executive coach, Vibrancy Unlocked
Use the ‘hold the ping-pong ball’ method
I’d like to focus on delivery. But before I do, it’s important to say that when someone isn’t listening or doesn’t hear you, that is on them. Period. Full stop. It’s a missed opportunity if you don’t look in the mirror and ask yourself what you could do to help other people hear you with more impact.
While assigning blame to them is perhaps correct, it does nothing toward reducing your frustration and other reactions to not feeling heard. Try using your voice more dramatically, coupled with eye contact. Change pace and cadence when you have something you need to land with them. Conversation can take a rhythmical pace. It differs by culture, but listening to Americans talk is like hearing a ping-pong game—“ping-pong,” back and forth in a rhythm.
For more impact, stop the game, hold the ball for a few moments, and break the rhythm. That will get their attention and stop them from formulating the next thing they plan to say. Let them see your face thinking and processing. That will build more anticipation for what you’re about to say. It gives you power. It makes your next statement land with impact.
Even better if you respond with an impactful question, so you’re directing the conversation from there. Restate briefly what you just heard them say, and then ask a question to direct their attention to where you want to take the discussion next. Perhaps something like, “I like the way you’ve given a lot of thought to how this aligns with our core values. What have you thought about how the implementation will affect our employees?” That can be so much more impactful and game-changing than, “I’m concerned about how the employees will react,” which can get lost in the shuffle in a busy or hurried conversation.
This “holding the ping-pong ball” method allows them to feel heard, acknowledged, and relaxed enough to have more space to hear what you’re about to ask them next. The active listening piece is really important in creating the shift—the question alone could sound argumentative.
Lee Jay Berman, principal, leadership consultant, and executive coach, Leadership Development Partners
Build support among teammates
It’s unfortunate when leadership doesn’t show employees they’re heard and that their opinions and ideas are appreciated. But you also don’t get to choose who your boss is, so look to the people around you for support.
Share ideas with trusted teammates who can show their support and offer encouragement and appreciation. Having deep, trusting work relationships outside of your direct manager can help minimize the negative impact of a poor manager.
Your teammates can also become your greatest advocates. They can help you pitch great ideas and put the power of numbers behind your input. Sometimes, leaders who aren’t great at listening “hear” better when multiple voices echo the same thing.
Robert Kaskel, chief people officer, Checkr
Frame ideas in financial terms
When one of my clients struggles with getting their ideas heard by senior leadership, I recommend they use the language that resonates with those leaders: that of dollars and risk.
Like most people, senior leaders first connect emotionally with a message, but to ensure that they have their attention, I advise clients to talk about opportunity costs, savings, regulatory risks, reputational risks, etc., when they frame their proposals.
Alice Schulte, executive coach, LaNasa Coaching
Insist on regular executive meetings
Feeling unheard by executives is nothing new for most middle managers. While managers are in the trenches with employees and customers every day, executives spend most of their time with other executives and people outside the business.
It’s not their fault. That’s life in the corner office. A manager who finds themselves unheard has only one choice—to manage up. Insist on a weekly or biweekly meeting with your executive and have an agenda.
Don’t waste their time, because they don’t have any. In under 30 minutes, you should be able to review key projects and KPIs, identify the resources you need, and point out specific team members who have performed at a high level. The next day, send a summary by email. Now you’ve been heard.
Jason Scriven, coach for first time people managers, The Accidental Manager
Understand and adapt
Feeling unheard can lead to frustration and, worse yet, lack of engagement. To get back on track, the employee can engage in conversation with trusted colleagues and mentors to ensure they clearly understand the corporate culture and expectations.
It may be that what they are saying, or how they are saying it, is not “endorsed” by the executive team. Flexing or modifying their message and its delivery in terms of language, tone, or style may lead to a shift in feeling heard and acknowledged for their contributions. Why not give it a try?
Karen Spofford, executive coach, Powerful Execution