Whether you are an associate manager or a senior executive, what you say, how you say it, when you say it, to whom you say it, and whether you say it within the proper context are critical components of your strategic leadership potential.

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This “executive voice” is less about your performance and more about your strategic instincts and your awareness of the signals you send in daily interactions and communications. Developing an executive voice can mean the difference between success and failure in your communication and leadership style.

Executive Voice

One of the best ways to build your strategic thinking is by leveraging relationships more intentionally, with specific business goals in mind. To develop your executive voice, take time to reach out to at least one person each week outside of your immediate team or functional area. Try to learn:<ul><li>how they fit into the business as a whole</li><li>their goals and challenges</li><li>ways you might support them as a strategic business partner</li></ul>

Cultivate strategic relationships

Knowing or finding out in advance what your expected role is in a group forum or event can guide you in determining the kind of voice you need for that particular venue and can help ensure that you understand the context before you speak up.

Understand the context

Sometimes we fail to tap into an executive voice because we focus too much on our own function or role. Strategic leaders are more visionary than that, taking an enterprise view that focuses less on themselves and more on the wider organization. Another part of being visionary is developing the ability to articulate aspirations for the future and a rationale for transformation.

Be Visionary

One of the best ways to build your strategic thinking is by leveraging relationships more intentionally, with specific business goals in mind.To develop your executive voice, take time to reach out to at least one person each week outside of your immediate team or functional area. Try to learn:<ol><li>how they fit into the business as a whole</li><li>their goals and challenges</li><li>ways you might support them as a strategic business partner</li></ol>

Leading strategically with a strong executive voice involves problem solving, not just finger-pointing at difficult issues.You can show up more strategically by doing your homework and taking the lead in analyzing situations. Brainstorm fresh ideas that go beyond the obvious. Even if you don’t have the perfect answer, you can demonstrate your ability to come up with clever solutions.

Bring solutions, not just problems

Remaining calm in the pressure cooker. People with an effective executive voice aren’t easily rattled. They provide levelheaded leadership even when — in fact, particularly when — everyone around them is losing their composure. By making the necessary adjustments to your approach to participation, you can start showing up more strategically in every setting you encounter at work.

Being Calm In Difficult Situation

You can show up more strategically in meetings by doing your homework and by taking the lead in analyzing difficult situations. Bring solutions, not just problems.

Doing Homework Before Meeting

Whether you are an associate manager or a senior executive, what you say, how you say it, when you say it, to whom you say it, and whether you say it within the proper context are critical components of your strategic leadership potential. This “executive voice” is less about your performance and more about your strategic instincts and your awareness of the signals you send in daily interactions and communications. Developing an executive voice can mean the difference between success and failure in your communication and leadership style. You can show up more strategically in meetings by doing your homework and by taking the lead in analyzing difficult situations. Bring solutions, not just problems. And stay calm in the pressure cooker. People with an effective executive voice aren’t easily rattled. They provide levelheaded leadership even when — in fact, particularly when — everyone around them is losing their composure. By making the necessary adjustments to your approach to participation, you can start showing up more strategically in every setting you encounter at work.

Executive Voice

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