Many presenters—especially technical experts—approach the C-Suite focused on their data and slide deck, but the reality is that the most challenging aspect of executive presentations isn't the content; it’s being savvy about managing a dynamic, and sometimes challenging, dialogue.

Senior leaders rarely want a one-way presentation; they want a dynamic, real-time dialogue. Navigating that shift from "presenter" to "facilitator" is a crucial skill that too few professionals think to develop, yet it is exactly where your influence is earned.

During a recent PowerSpeaking Live!, I was joined by executive panelists Joan Collar, Marsh McLennan, Gillian Fox, Gillian Fox Leadership Development, and Bianca Wong, FedEx, to share insights into the subtle social and psychological dynamics that happen in senior leadership meetings, and how to manage these high-stakes discussions.

In this blog, I’ve included our top insider tips. With them, you’ll be better equipped to understand the executive mindset, prepare for the meeting, handle questions and challenges, and more.

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Recognize What Drives the Pressure

Yes, the outcome of your ask—whether or not you get a “yes” on funding, for example—is a big source of pressure. But beyond that, other drivers come into play, whether you’re making a pitch to internal or external decision makers.

I love the points Joan makes in this clip from our Live! discussion.

“Your brand reputation, your firm's reputation, your team's reputation . . . lie on that potential final moment that you're presenting to these senior executives.” — Joan Collar

Know Your "Power Players"

Joan also reminded us that you can’t be everything to everybody in a meeting with executives who often have different or competing interests. So, it’s wise to identify the key decision makers. Focus your engagement efforts on the stakeholders who actually move the needle, rather than getting distracted by those on the fringes relative to your goal.

Set the Intent Early and Explicitly

Bianca emphasized that facilitation starts before you even show a slide. By being explicit about your intent—whether you are there for a decision, for feedback, or for alignment—you set the rules of engagement. This creates a psychological contract with the executives, making it much easier to pull them back to the main topic if the conversation drifts too far.

Bianca elaborates in this clip from the Live!

Distinguish Between the Detour and the Destination

Once in the meeting, don’t be surprised if an executive veers from your topic.

Gillian shared a perspective that can change how you view interruptions. She noted that when an executive takes an "unexpected detour," it isn't always a lack of focus. Because they think fast and have a wider lens on the business, that detour might be their way of connecting your project to a larger strategic worry. Before you try to "rein them in," listen for a moment to see if the detour is actually the conversation you need to be having to get a "yes."

Listen to Gillian expand on this strategy.

“Don’t jump in too quickly. Listen, because sometimes that small detour gives you an insight into what they’re really worried about.” — Gillian Fox

Watch for the Silent Objector

One of the most dangerous things in an executive meeting isn't the person challenging you; it is the person staying silent. Bianca pointed out that silent participants often have hidden opinions or a lack of buy-in that can derail a project later. Don't be afraid to explicitly invite them in. Using phrases like, "I haven’t heard from an operations perspective yet," ensures that when you walk out of the room, you have true alignment with the whole executive team.

“Being explicit and not letting the conversation be dominated by a few participants is extremely important.” — Bianca Wong

When Challenged, Lean Into Curiosity

When an executive pushes back, a presenter’s instinct is often defensiveness. Gillian argues that curiosity is the most underrated skill in these moments. By genuinely wondering why a leader is reacting a certain way, you move away from trying to be "perfect" and toward being a partner who solves the real problem.

“Curiosity is your friend in those moments,” Gillian says. “Because when we are genuinely curious, the whole tone of the conversation shifts. You stop trying to be this person who has the perfect answer, and we start paying attention to what's really going on. What are they really worried about? What are they reacting to? What's sitting behind all of this that I need to know that's going to help me better?”

Avoid Feeling Sidelined

Here’s a common scenario: two senior leaders start debating a topic amongst themselves, and suddenly you feel like a spectator in your own meeting. Bianca recommends listening closely to the side conversation. If it’s irrelevant, respectfully ask whether, given your goal, it makes sense to move it to a "parking lot" and address it in another way. If it is relevant, ask how it connects to the meeting’s intent. Don’t reinforce that you’ve been sidelined by staying quiet; engage with the pivot.

Use Questions as a Reset Button

If you feel the energy in the room dropping, a well-placed question can serve as a useful reset. Gillian calls this a "disruptor." It shifts the spotlight from you back to the executives, making them accountable for an answer and giving you a vital moment to breathe and recalibrate your strategy.

Disrupt the Pattern in Virtual Meetings

Reading a room and keeping people engaged is difficult enough in person, but online, it’s even tougher. I’ve found that pattern disruption is essential. For example, if you are presenting a deck, take it down once it’s time for dialogue. When the screen view returns to attendees’ faces again, it changes the dynamic. Even a well-timed pause as you’re talking can bring distracted eyes back to the camera.

Find an Ally for Hybrid Hurdles

Hybrid meetings—where some people are in a room and you are on a screen—are arguably the most difficult format. The consensus from our panel was clear: you need an ally. Whether it’s a peer or a sponsor, having someone physically in the room who can text you what’s happening "off-camera" or help pull you back into the conversation is a game-changer.

Take Absolute Responsibility for Setbacks

Joan shared a personal story about a 3-million-dollar IT project loss that was a masterclass in executive-level accountability. In brief, Joan took responsibility for the faulty assumption that caused the loss, rather than blaming circumstances or others. The executives in the room respected her for that and appreciated that she could tell them how she and her team would move forward to fix the problem. Executives don't expect perfection, but they do expect the leader of the project to be the one where "the buck stops." And this is where you can make or break your reputation with them.

Final Thoughts

Navigating these kinds of discussions is a journey of constant learning. As Joan so beautifully put it during our session, even the most senior leaders make mistakes. What matters is the agility, confidence, business savvy, and emotional intelligence you bring to the table when things don’t go as planned.

If you’d like to get more invaluable insights and advice from senior executives like Joan, Gillian, Bianca, and more, I encourage you to download our 2025 executive insights report, Influence Amplified: Strategies for Engaging and Influencing Today’s Leaders.

And if you’d like to level up your team’s executive-level presenting and communication skills, we’re here to help. Let’s talk.

More Resources

How to Present to Senior Executives (23 Proven Strategies)

How to Present Complex Scientific Data to Executives