You're facing skepticism from a new C-suite executive. How do you earn their trust?

The executive board of a company normally has a disproportionate amount of expectation from a new C-suite executive for variety of reasons - could be past challenges, interview process, validation of company growth trajectory etc.. This usually means that they are looking for a team which understands her / his vision, outcomes she/he is after and work collaboratively with constant feedback loops, towards achieving the goal. This means that it would entail a lot of questions, deep dives, hence patience and transparency of intent and facts are key.

Comprender las preocupaciones de un nuevo ejecutivo de alto nivel es crucial para ganarse su confianza. Es probable que estén bajo presión para tomar decisiones impactantes rápidamente. Al mostrar empatía, reconoces los desafíos que enfrentan y demuestras tu disposición para apoyar su transición. Escucha activamente sus puntos de vista y brinda tranquilidad destacando tu propia experiencia y compromiso con el éxito de la empresa. Este entendimiento forma la base de una relación de confianza, allanando el camino para la comunicación abierta y el respeto mutuo.

Para ganarse a un ejecutivo escéptico, asegúrate de que tus objetivos estén alineados con su visión estratégica para la empresa. Tómate el tiempo para comprender sus metas y cómo miden el éxito. Luego, articula claramente cómo tu trabajo apoya estos objetivos. Al demostrar que tus prioridades están sincronizadas, no solo aliviarás sus preocupaciones, sino que también te posicionarás como un valioso aliado para lograr objetivos compartidos. Esta alineación es clave para fomentar un sentido de asociación y confianza.

An effective C-Suite engagement (email, calls, one.on ones etc ) should address 2 aspects : 1) why is this important, 2) what are the consequences of inaction / benefits of action. A lot of times junior executives inundate the C Level with a lot of details, and don't get to the point, in the hopes that their.command of the subject establishes their bona fides. the opportunity to address a C Level executive is in itself an endorsement and they are seeking your inputs to the 2 points above.

La comunicación clara es esencial cuando se trata del escepticismo de un nuevo ejecutivo de alto nivel. Manténlos informados sobre tus proyectos, la lógica detrás de tus decisiones y los resultados esperados. Utiliza un lenguaje libre de jerga y sé conciso en tus explicaciones. Esta transparencia ayudará a desmitificar tu proceso y le asegurará al ejecutivo que tienes el control y un plan de acción claro. La comunicación efectiva es una piedra angular de la confianza y te ayudará a generar credibilidad con el nuevo ejecutivo.

Top down. What are their goals or concerns? Don’t try to answer immediately. If you need to plan a roadmap, engage with your reports and counterparts to build one that addresses their goals. Outline the risk, effort and ROI. Show you are meticulous. Strategy is slow. Tactical action is quicker. Choose wisely.

Trust is earned. While you can point back to successes, most executive leader I've worked with wants you to prove it. Communicate your strategy and how it aligns to theirs and then execute like there is not tomorrow. Because if it fails, there isn't.

Para combatir eficazmente el escepticismo, debes demostrar el valor de tu trabajo. Comparte los éxitos pasados y cómo han tenido un impacto positivo en la empresa. Proporciona ejemplos concretos de cómo tu experiencia y esfuerzos han dado lugar a resultados tangibles. Destacar tu historial es una forma poderosa de demostrar que eres competente y confiable, dos cualidades esenciales para ganarte la confianza. Cuando un ejecutivo ve los beneficios reales de tus contribuciones, su escepticismo a menudo dará paso a la confianza en tus habilidades.

Here are some strategies to help you communicate effectively and demonstrate your value: 1.Prioritise clear communication. Be transparent, provide regular updates, demonstrate accountability 2.Understand the new executive's priorities, seek alignment, ask for feedback, show willingness to adapt in the larger interest 3.Showcase your expertise, highlight your contributions, their hitherto impact on the organization, position yourself as a knowledgeable industry resource 4.Foster collaboration, build relationships, create a cohesive work environment 5.Be a proactive problem solver, identify opportunities 6.Be authentic, build trust, deliver on your commitments, show you are dependable Approach disagreements with calmness and composure

I would start by helping them clearly define and prioritize their key issues. Be very honest and open about which ones I can help them to solve and which ones are less in my control - but offer some insight into these as well, where possible. Then, identify and propose some quick wins that directly address these priorities, and provide clear, actionable plans. This way, I'll demonstrate my value in alignment to their goals, and build trust. Hopefully!

skepticism is mainly out of UNABLE TO TRUST at deeper levels. This could come from Bias, Perception, Judgement, some negative facts from past that you don't know about past relationships to same role but this new CxO know as part of handshake. Taking a direct approach can be better than indirect (left to guess work). This direct approach needed to be well researched for potential reasons for skepticism as preparation for such direct and yet polite n assertive talk. Shying away from past negative experiences don't help, its ok to acknowledge in order to move forward, share measures in place or mitigated already in past to to build better perception. Don't take advantage of CxO'S current issues / future challenges.

With any new C suite executive you need to first understand them as individuals knowing their background and past experience, likes dislikes, aspirations and goals,etc. Then get to know the factors underlying the skepticism (like perception based on some influence, visual appeal, insecurity, personal views or any other). The natural tendency of humans is to keep distance and stay away from skepticism. Do exactly the opposite and stay closer to them as much as possible to know them better and be aware of their thought process. Respond to the above factors with an open mind so that the C exec sees your alignment with value and their personal and professional goals through your interactions. It’s all easily said than done.

I see this often: active listening and seeking to understand their concerns and priorities still works wonders in earning trust. Demonstrating genuine interest and respect for their perspective can be practiced. It builds rapport and show that you are committed to aligning your efforts with their vision and goals.

Skepticism reasons could be more mainly Trust, Transparent communication, past experience IIT any, believe in perceptions and all. Trust could be built over a period of time by demonstrating results, confidence and commitment with a clear transparent communication and actions. Once mutual Trust is there I believe lot of other aspects will be addressed automatically to remove skepticism

A Marketing Director and the CEO of a mid-sized tech company disagreed over the direction of the company’s new marketing campaign. The CEO focused on traditional advertising methods, while the Marketing Director wanted a digital-first approach which would yield better results. The disagreement was controlled and resolved by staying calm and professional, keeping discussions constructive, patient listening to absorb the contrasting perspectives, sharing goals to find common ground, stay solutions oriented with a hybrid strategy to leverage both approaches with regular check-ins to monitor the campaign's progress and do necessary tweaking. The successful outcomes reinforced the trust between the Marketing Director and the CEO eventually