How do you communicate with company leaders?

[mbarba]

Many executives under-appreciate the work operations leaders perform.

How do you communicate the value of your work and get buy-in from company leaders on your proposals?

Share a story or technique in the comments below!

[Francesca_sl]

Since I started in RevOps, I’ve focused on aligning Marketing and Sales through clear KPIs and basic lead generation processes. I also unified our work tools, ensuring that all teams have access and can collaborate efficiently.

When I present my work to leadership, I use data to demonstrate how this way of working gives us a global view of our operations as a team. The KPIs and processes have helped us analyze more accurately what we’re doing well and what needs improvement, leading to more effective and evidence-based strategies.

[SVanZyl]

Understand Their Perspective

Be Concise and Structured

Speak in Data and Outcomes

Tailor the Message to Their Style

Provide Solutions, Not Just Problems

Foster Open Dialogue

Use Storytelling

Follow Up with Actionable Next Steps

[KellyHaan]

How to communicate value and get buy-in: 

• I start with pre-socialization, ensuring I speak to key decision makers whenever possible prior to the meeting.  I'd also suggest a pre-read to fit different learning styles, allowing for comments. 
• I agree that emails need to be bullets, and I like the Monroe model (I usually was using Situation-Complication-Resolution with an ask at the end).  
• In the meeting before diving in, it's critical to get agreement that this is the right problem to solve, and that it's a top priority to solve (and prove that through the presentation if you are pitching it). 
• Having a clearly articulated problem and plan to address, while also providing options that you've vetted to go along with your recommendation help leaders see the thought you've put into the recommendation while also allowing them to ask more questions and get aligned. 
• Data wins hearts of execs when it's clear and easy to understand.  I've also worked in situations where data is sparce, so in these cases I'll lean on user interviews/surveys to share user sentiment and direct frontline input to highlight the issue. 
• Finally, post-meeting, a regular cadence of check-ins and updates to maintain that buy-in throughout the project. 

[nivea]

To communicate the value of operations work and gain leadership support, I focus on demonstrating the financial and strategic impact of proposals. For example, I identified revenue losses caused by inefficiencies in the CRM. I presented clear data showing how improvements, such as automation and data cleanup, could increase lead conversion by 20%, resulting in significant revenue growth. I used simple visuals to illustrate the problem and potential ROI and aligned with stakeholders beforehand. This approach ensured quick approval and measurable results, reinforcing the importance of operations work.

[KirSahu]

1) Current State

2) Gaps 

3) Actions to be taken

[YFujiwara]

I translate the values of my points into dollars and cents, achieving better results when I clearly articulate the opportunity cost in financial terms. The challenging part is quantifying aspects like customer loyalty and satisfaction. Additionally, office politics often complicate straightforward, logical discussions, as decisions are already shaped before the real input is made available to them. In such cases, prewiring can be helpful, though it's essential to recognize the timing of when to present my ideas influences how it effectively reaches to leaders and influence their actions.

[GGomesdosSant]

I'd like to start the presentation bringing all the data that will make the background in awareness for the upper manager, and then work on how these data are connected with each other. Furthermore, presenting a way to change this dynamic in order to increase sales rate, efficiency, and all of these kind of things. Then, it's possible to conclude my presentation forecasting how the metrics would be positive affected with the proposed change. 

[KimTenove]

I like to communicate via a Need-Sandwich:

1) Current State

2) Needs (Gaps/Opps)

3) Ideal Outcomes

[JDZawaydeh]

Historically I have found that first getting high level proof of concept without too much executive buy-in, then presenting my findings and making my ask to be rather successful. 

Essentially, I identify a problem and create a hypothesis about what will solve it (not through A3, but I'm sure that will help when I implement it.) Then, I will see if there is a solution out there (a tool or process, perhaps) that I can use to address the issue. Since PLG is starting to become more common (free trial or limited features for a trial period), I can start to build the process, dashboard, or metric that I need for free. Then, once I am confident that it works and would address the problem, I create a presentation, present the issue, several potential solutions, and then highlight my solution and provide preliminary evidence that it has been successful in alleviating the issue from the work that I did with the free trial. 

Of course, a limiting factor can be the free trial, in which case, this A3 model will very much help. I am looking forward to implementing this into my revops process!! 

[NVIJ]

To get buy-in for RevOps proposals, focus on what matters to company leaders. Showing how my work boosts revenue and cuts costs using clear numbers and graphs to prove my point. Will explain how my ideas help different teams work better together. Presenting real examples of how similar plans have worked before. Laying out a step-by-step plan that fits the company's big picture. Keeping it simple and showing the money impact is the best way to communicate your worth.

[AshwiniIyer]

Communication with the leaders is completely personality-dependent. I had the COO whom I was reporting, she had the patience to listen to the plan and would add valuable insights to the discussion. For the others who have clear objectives,  My go-to solution has been keen listening and coming up with a resolution. It has always proven beneficial for both. I would not offer a resolution immediately if they are not ready to listen. Just take time if it is not a time-critical problem do your research be organized in offering a solution and think of contingency plans.

[CBlandini]

Short and too the point statements that alleviate pain points in out company. 

[JessicaHead]

Small statements quickly addressing the problem, and how I plan to solve it. 

[CLobo1]

I usually avoid long prose as executives today are busy and won’t read everything.

Instead, small statements and graphical charts are used whereever possilble. If absolutely necessary to include text, its in short sentences or bullet points. As simply, management won’t spend time reading through the long emails, so shortening it is the best way to get around communicating the ideas

[mlg]

In january we started using the Situation, Complication and Re-solution model (SCR-Model) in the Rev.Ops team, to help us tell the story and to enhance our chances of obtaining buy-in from decision-makers.

It is partly what the A3 Template do, and I think we will enhance the SCR-model to also contain the "Plan" and "Follow-up measures". 

The SCR model have helped us communicate effectively, demonstrate value, and secure buy-in.

[Dip1]

First identify the needs,set the goals,plan and action

[DanielaZepeda]

detected needs, then seat a goal, plan, action

[TSanni9]

Clearly articulate your message in a concise manner. Avoid unnecessary jargon and provide relevant details to ensure your leaders understand your point.

[DMondal7]

i first set up a tone for communication followed by taking valuable in puts 

[Dyrrachium]

Let’s illustrate it with a hypothetical situation:

The company is experiencing frequent stockouts, leading to delays in order fulfillment and customer dissatisfaction. However, the executives are hesitant about investing in a new inventory management system due to budget concerns. The operations leader proposes the implementation of an advanced inventory management system that offers real-time tracking, demand forecasting, and automated replenishment.

During a presentation to company leaders, the operations leader strategically frames the proposal:

Attention: Opens with the real-life scenario of the recent stockout situation and its impact on customer satisfaction

Need: Highlights the critical need for a more efficient and accurate inventory management system, emphasizing how it directly affects customer experience and overall sales

Satisfaction: Introduces the proposed solution, detailing its features, such as reducing excess stock, minimizing stockouts, and automating reorder processes

Visualization: Uses data and projections to illustrate the potential outcomes, such as a significant reduction in stockouts, improved order fulfillment times, and ultimately, increased customer satisfaction scores

Action: Clearly outlines the steps required for implementation, estimated costs, and the expected return on investment. Emphasizes how the proposed system aligns with the company's strategic goals of enhancing customer experience and operational efficiency.