When a C-suite executive questions a project's timeline, it’s not just about defending the schedule—it’s about demonstrating strategic thinking. I focus on three key elements: Detailed Breakdown: I ensure that each phase of the project is clearly defined, with timelines that are backed by solid reasoning. Leverage Data: Referencing past successes under similar constraints showcases both experience and reliability. Contingency Plans: Addressing potential risks upfront demonstrates preparedness and instills confidence.

When a C-suite executive questions your project timeline, present a well-reasoned and data-backed case for its feasibility. Break down the timeline into phases, explaining the rationale for each deadline, such as task dependencies and resource availability. Reference successful past projects with similar timelines to show its realism, and offer contingency plans for potential setbacks, demonstrating your preparedness. Highlight resource allocation and how the team is equipped to meet deadlines. Use project management tools like Gantt charts to provide a clear visual, and align the timeline with the company’s strategic goals to reinforce its importance.

Start by re-establishing / reinforcing your credentials as a leader and most importantly the team you lead. It is Important to show previous programs/projects delivered including challenges, highlights, and learnings to establish that crucial credibility. Deep dive into your scope, assumptions, team capabilities, and risk management including contingency plans before taking on every concern systematically point by point for the merit it deserves. Do not ignore this step as by doing so it just establishes that you have done your estimates correctly and also are confident as a leader to back it up for achieving success. Lastly always do a project closure review and present facts including customer feedback.

I think this is where we all benefit from consultive selling techniques. Yes you are in sales! Restate the problem back to them, to be sure you understood them fully. They objected to the timeline. Too short? Too long? What does 'the right timeline' mean to them? Ask what else concerns them. You need the full scope not just the tip of the iceberg. If I can solve the timeline, does that take care of all of your concerns? Oh and resource conflicts? ROI? Don't like the color of my tie? Get it all out. Learn what they are thinking. Then, isolate each objection. You have to either change your offering or demonstrate the feature of your offering that negates each objection. One by one. Respectful, adaptive, strategic, winning approach