You have reached the final step with that proposal. Now, it’s time to pitch it to your C-suite leader. You know that sweet talkin’ the C-suite isn’t enough. What will you do? What’s the plan to get their buy-in, support and commitment for your programs? Let’s talk about it because your struggle in connecting with C-suite is over.

When learning and development (L&D) or other leaders get a seat at the table, they can’t always handle the heat. It’s not enough to get a seat at the C-suite table: You need to know how to handle the opportunity.

Knowing the language of C-suite involves the ability to speak in 3D: data, dollars and decisions. Convincing and persuading the highest level of leadership is not to be approached as you would any other audience. They operate at a different level in the organization. They have a different lens with a broader focus. They have a different level of responsibility attached to their buy-in.

Beyond having the ear of executive level leaders, you need to have a game plan. Being intentional about what you do before, during and after will be your recipe to success. There is the preparation which includes doing your homework regarding your target audience. Within the content, your goal must include the data, dollars, and/or decisions applicable to what you are presenting. Incorporating a “4Cs model” sets the stage for you to be taken seriously as a credible L&D leader, as well. A few follow-up actions can seal the package for you.

Prep for Your Seat at the Table

Before anything else, recognized author and speaker Simon Sinek has drilled into many to “start with your why.” Communicating with the C-suite isn’t any different. Establish the “why” and the goal to be achieved with your presentation. Two key steps before your talk or presentation are preparation and practice.

You need to do your homework to understand your audience. Identify which C-suite leader(s) will be included in the presentation and if you have the right audience. This includes finding out what they’re responsible for in their business area and what potential resistance they may have to what you are presenting so you can incorporate that into your presentation. Research to learn their preferences for reviewing data, reports and other details.

Another important step is finding out what their priorities are and how what you are presenting connects to them. It’s up to you to make that connection and communicate it. If you are presenting with a team, determine the roles and responsibilities in advance. Take the time to learn more about the C-suite leader’s world, their priorities, their needs and how they think.

You’ll also want to create a plan for responding to questions you can’t answer. This means you need to be ready to listen, and this is done with your eyes and your ears. Knowledge of the organization and a level of business acumen are areas of focus for the preparation needed as well.

Finally, practice doesn’t have to make it perfect — but be sure to do it anyways and ask for someone to provide you with feedback.

Getting Down With the Data

Ensure your data tells the right story that communicates your intended message. Reportedly, issues with poor quality data costs the U.S. up to $3.1 trillion dollars each year according to IBM. Options for data visuals might include a table, pie chart, histogram, bar graph, trend lines or an infographic. The selection is based on consideration of the audience, the type of data, and your message to be communicated. As a result, the selected data visual has to be one that the presenter (if it’s not you) can explain to the audience. While every piece of data, metric and detail are not to be included, you’ll want to give consideration to the results from doing your homework on the audience as you determine which data is to be included and how to present it visually to tell a compelling story.

If It Doesn’t Make or Save Dollars, It Doesn’t Make Sense

Advancements in technology and globalization are two areas requiring leaders to make decisions driven to dollar-based and people-based impact. What is the investment cost? What type of profit can we expect and when? How much of a reduction will we see in expenses and how soon? What are the risks involved? These are just a few “dollars questions” that you will be expected to make sense of when presenting your training proposal(s) to a C-level audience.

Executive leaders have a different view of the organization which almost always involves the bottom line related to potential profit or cost savings. It is up to you to make this apparent. Show them the money maker — or the money saver.

Dealin’ Up to a Decision

One study found that 97% of business leaders want help from data in making their decisions. Your job is to convince them to make the decision you are selling based on the problem or circumstances you have presented. In doing this, there are five decision-making styles characteristic of C-suite level leaders according to Korn Ferry. Review the styles and descriptions in the table below.

Recognizing the type of decision maker in your audience is going to guide how you tailor your training presentation for the desired outcome. State a case that drives a decision.

The 4Cs Model

The three Ds can’t do the work alone. There are four Cs that are critical to your communication success at this high leader level: Credibility, Confidence, Clarity and Connection.

• Confidence: Attitude of believing in oneself and one’s abilities.
• Clarity: Communication of a message with understanding and removal of ambiguity.
• Connection: Building common ground and removal of barriers between you and the audience.
• Credibility: Believability of pure intentions and best interests at heart.

In the presence of executives, you have to be ready to showcase your expertise with executive presence — not arrogance. Compelling data and visuals are not the only things needed but you need confidence that depicts your assertiveness and belief in what is being communicated. Ensure you have a clear and concise message which is not buried in unnecessary details your audience doesn’t need. Use the knowledge gained from your homework and the story you tell with the data to connect with your audience. This connection can also be instrumental in establishing your credibility for the best intentions at heart. Consistency in your delivery of the 3Ds with application of the 4Cs throughout the presentation is how you must play in order to win. Any follow-up materials and/or answers to questions can be provided following the presentation if applicable. It’s time for you to nail your next C-suite conversation so use these 4Cs to do it.

Apply the practical steps in this article to help you leverage your leader value proposition in making a successful pitch to your C-suite. Money talks and so does big data when it comes to decisions.