What do you do if your business strategy ideas aren't getting through to senior executives?

I would want to question whether there is misalignment around overall goals. If the ultimate goal and direction for the business has previously been agreed and everyone is on the same page then this shouldn’t happen, unless something g has changed or perhaps you are not communicating clearly. Ask questions, get their feedback on why they don’t agree and be prepared to make changes.

When business strategy ideas aren't resonating with senior executives, I pivot my approach. Firstly, I tailor my communication to align with their preferences, whether it's through data-driven presentations or concise summaries. Secondly, I seek to understand their concerns and perspectives, adjusting my proposals accordingly. For instance, I may provide real-world examples or case studies to illustrate the potential benefits. Additionally, I collaborate with colleagues to gather support and present a unified front. Flexibility and persistence are key in navigating these situations effectively.

Alignment. Relevance. Communication. These three words should guide each proposal you make. Are your ideas in line with the organization's objectives? Have you used a language that resonates with managers? Has the timing of your presentations been judiciously chosen? Are data supporting your strategy impeccable? It is crucial to ensure that your ideas are not only innovative, but also pragmatic and relevant compared to broader commercial objectives. Think about your approach. Refine it. And above all, do not be afraid to return to the drawing board if necessary.

Alignment. Relevance. Communication. These three words should guide each proposal you make. Are your ideas in line with the organization's objectives? Have you used a language that resonates with managers? Has the timing of your presentations been judiciously chosen? Are data supporting your strategy impeccable? It is crucial to ensure that your ideas are not only innovative, but also pragmatic and relevant compared to broader commercial objectives. Think about your approach. Refine it. And above all, do not be afraid to return to the drawing board if necessary.

If your business strategy ideas aren’t resonating with senior executives, tailor your communication. Understand their priorities, challenges, and how they prefer to receive information. Present your ideas clearly, concisely, and relate them directly to the organization’s goals or pressing issues they care about. Use data and examples to demonstrate potential impact and ROI. Consider timing and context for your pitch—find moments when they’re more receptive. If direct approaches falter, build consensus among influencers or peers who can champion your ideas. Effective communication isn’t just about what you say; it’s about ensuring your message is heard and understood within the strategic priorities of your audience.

Executives are always looking for strategies that will help drive the business forward, but if you're not presenting it in the "language" they are using, then your message won't have the impact that you think it will. Each executive has responsibilities and expectations that are placed on them by themselves or board members. If your strategy isn't addressing those specific responsibilities, no matter how thoughtful the ideas are, it's likely that the presentation won't resonate well. Of course, the best execs will likely point you to someone who may be more receptive to the ideas, but you may need to pass through another several management layers to have the strategy refined by those with more experience or insights.

Quite often we rely on formal channels of communication to convey ideas. Identify and use the informal channels to build the groundwork of support. It is important the communication answers the question, "what is in it for me" for each target audience, group or individual to resonate. The idea and its communication should help alleviate their concerns.

Politics are an inherent part of every organisation, and you need to position yourself adjacent to sources of power within an organisation in order to help you drive your initiatives forward. Something to remember is that job title is only half the story: not everyone in the C-Suite has the same amount of power and influence, find those who have power & influence and align yourself/your initiatives in ways that contribute to their goals and objectives.

It is important to identify opinion leaders within the organisation across levers. Do not conflate opinion leaders with those with titles, they may not be the same, sometimes organisation dynamics could work to the contrary. An alliance with these opinion leaders can help propagate the idea through the informal channels of the organisation.

Sometimes, ideas struggle to convince senior leaders due to timing issues, with certain proposals being ahead of their time. It's important to respect their opinions while seeking support from your network to build consensus. Consider refining the proposal in simple terms and breaking it down into manageable stages, starting with a pilot phase to demonstrate feasibility.