Leadership 22 LSM

Managing Change – Influencing the C-
Suite
(Session 22 -PGP- LSM 04 Term III – IIM Kozikode)
10th March, 2024
Dr Pallab Bandyopadhyay
hrpluspallab@Gmail.com , +919148157039
Understanding the C suit Executives
Types of Business Type Characteristics Things that tick Ways to engage
Personalities them off
Drivers :Likes logic Determined, direct, Small talk, waiting, Be logical, clear,
and deep analytic, pragmatic, indecisiveness, self unemotional;
examination of aggressive; tends to putdowns recognize their
systems Be brief; focus on goals over achievements and
get to the point. feelings of others leadership abilities
Pioneer: Likes Adventurous, Structure, Explore their ideas;

variety and creative, verbal, moderation, emphasize freedom
possibilities with enthusiastic, process, details, and autonomy;
boundless energy to novelty-seeking, repetition, limits, present imaginative
pursue them independent moralizing materials, more
theory, fewer details
Types of business Type Characteristics Things that tick them Ways to engage
personalities off
Integrator: Likes to Big-picture thinkers, Confrontation, Listen actively; be

connect on a intuitive, aloofness, friendly, authentic
personal level and supportive, interruptions, and personal; think
figure out how the empathic, aggressiveness contextually and
pieces fit together consensus builders long term; offer
support; talk about
people
Guardian :Likes Respects (often Excessive Present concrete
concrete reality rules) social theorizing, intuitive facts, proven
hierarchy statements like “I principles,
Conscientious, suspect” or “I feel” established
orderly, persistent, practices;
industrious, fond of emphasize the right
rules and facts, way to do things,
cautious, socially make plans and
networked stick to schedules
Communicating with C level executives for
influencing
Communicating with the C level Executives
Leave The Discovery Questions At The Door
The quickest way to put off a senior leader is show them you
didn’t do your homework. C-level executives don’t want to be
bogged down with minutiae, especially if you’re asking questions
that quick research could’ve answered.
Speak directly to their pain points and demonstrate that you have
a working knowledge of their business, the industry, and how you
fit into the equation. Before you approach them you should
already know:
• How important this issue is to him/her?

• What his/her opinion in similar issues?
• What your industry-leading competitors are doing on this issue?
• What will be your biggest challenges in convincing him/her
about this issue
Draft Talking Points That Are Goal-Oriented
When you over or under-prepare for a meeting, you run the risk of:
a)Building an agenda that is too jam-packed with talking points to
take in information as it flows from your prospect, and b)Missing
key points that are important to your prospect and coming across
as unfocused.
Winging it is never a good idea, but it can be catastrophic in the C-

suite. Being unprepared shows a lack of respect for the executive’s
time. Rather than drafting an agenda that speaks to general talking
points, hone in on your goals for the meeting. This allows you to
guide the conversation along toward your ideal ending point.
Keep your meeting on track with relevant points that keep the
discussion moving but focused. This is exactly the way a decision
maker wants to spend their time: addressing problems with real
solutions and moving on once those problems are solved.
Be An Active Listener
Executives are used to being respected, and that means when they
talk, you listen. Offer your respect in the form of silence and deep
consideration.
When you’re truly listening, there’s more opportunity to be

flexible with your talking points, which means finding
opportunities to address an issue they raise that you may not have
rehearsed for.
If you steamroll the discussion, not only are you dissolving your
best chance at building rapport with your prospect (and risk
coming across as rude as you do it), but you may be ignoring the
opportunity to learn about and address their real concerns.
Remember: You’re There to add value

It’s your job to lend value to the conversation and deliver value in
the form of industry insights, improved processes, streamlined
communication, enhanced client relations, and more.
Whatever solutions you offer, it’s up to you to show your prospect

how you can add value to their business.
The conversation is a dialogue — not a monologue. Listen, show

respect, come prepared, and get to the heart of the matter, and
you’ll master connecting with the C-suite in no time at all.
6 Surprisingly Simple Ways to Influence Your C-
Suite Executives
1. Do Your Research and Showcase Your Expertise

Long before you think about compiling a pitch to your C-suite
or requesting budget for your revenue cycle improvement
initiative, you should be comfortable speaking as an expert
both in your department and in the industry as a whole.
2. Leverage Data Analytics and Reports, But Don’t

Stop There
Know your data backward and forward to support your
claims. Understand how your programs are faring, where your
weak spots are, and how your proposed solutions will help.
Suite Decision Makers
3. Create a Strategic Roadmap
Show your executives how your idea will help the
organization achieve its overall business goals. The C-suite
lives at this highest tier of strategic thinking, so you have to
rise to their level.
4. Leverage Others
Think of others you can involve in your cause, either in the
background for research purposes or as a figurehead for
support. Look for people who will add value to your story and
champion your cause. Some figures to consider may include:
Suite Decision Makers
5. Leverage the External Consultant’s expertise

While influencing your C suite Executives , ask your external
consultant for help crafting your pitch. He/She will be more
than willing to provide you with materials, statistics,
screenshots, and talking points to guide the conversation.
After all, your win is his/her win.
6. Remember you can make all the difference

Remember to be confident and show passion for your cause.
Be willing to take ownership of your new initiative and
commit to being the driving force that ensures its success.
How do I overcome my vulnerabilities as a
leader to influence others

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Managing Change – Influencing the C-

Pioneer: Likes Adventurous, Structure, Explore their ideas;

Integrator: Likes to Big-picture thinkers, Confrontation, Listen actively; be

• How important this issue is to him/her?

Winging it is never a good idea, but it can be catastrophic in the C-

When you’re truly listening, there’s more opportunity to be

Remember: You’re There to add value

Whatever solutions you offer, it’s up to you to show your prospect

The conversation is a dialogue — not a monologue. Listen, show

1. Do Your Research and Showcase Your Expertise

2. Leverage Data Analytics and Reports, But Don’t

5. Leverage the External Consultant’s expertise

6. Remember you can make all the difference

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