You can always learn. I was watching a webinar on how to conduct “Executive Briefings”. It was coming from a sales perspective. The very clear message is that they were the equivalent of an “Executive Defibrillator”. That is, a briefing that addresses a current problem, or problems, the executive is facing.

While this webinar was designed to help salespeople, the approach and content was completely relevant for every one of you influencing the executive team. You are doing your best to solve their problems. Some they know about, some they don’t know about, and you need to let them know about them. And some are not a problem yet, if they act soon.

Because it was targeted at salespeople, the webinar reminded me of one of the first times I ran my Trusted Adviser Program that is now called my Persuasive Adviser Program . I boldly stated to the participants, mostly risk and compliance people, that “You are salespeople”.

The push back was brutal. They hated it. They said things like – “I’m no two-toned shoes salesman.”

The truth, the uncomfortable truth for some, is that everyone in an internal advisory role is in sales. You want the executive to “buy” your advice. To take, and act, on your advice. You need to care as much as the salesperson whether or not your audience takes your advice.

And if you care that much you will learn to stand in their shoes, paint them a picture, tell them a story and make them believe through your incredible credibility. These four steps make up my Pathfinder Model. Here is a link to a paper introducing the model. And here is a link to my Persuasive Advising book if you want to go deeper.