A continuación, te explicamos cómo puedes transmitir tus comentarios a las partes interesadas sénior de forma clara y concisa.

I agree understanding needs is key here before you present your feedback if you are aware about the bigger picture then definitely you have caught the attention of your audience.

The best way to start a collaboration with a senior stakeholder is by listening and asking relevant questions. - Listening actively will show interest and increase rapport and confidence between you and the stakeholder, and will help you understand their needs and their perspective on the topic. - Asking questions relevant to the matter at hand will show proactivity and understanding, and will help you better understand the issue or possible challenges. It's also a great opportunity to show your own knowledge on the matter and shape the direction of the project.

It is key to ensure that you connect with the Senior Stakeholders and that your point of view becomes part of the conversation . I like to start with a highly relevant question that immediately engages attention eg Do you want to know how we can double our sales on Sundays? You must have a very strong data point ready and a clear , precise point of view . You can then let the stakeholders ask you detailed questions which will allow them to lead the process of getting your feedback & ensure it is in tune with their thinking. Most Stakeholders suffer from information overload so keeping it very precise and to their point is key in my view. You can do this in written or oral form. How and Why questions are KEY to naturally engaging curiosity.

Preparation is key. Reminds me of an old sports metaphor. P'ss poor preparation leads to P'ss poor performance. Get all your info ready. Double check it, bullet point and prioritise the key areas and be confident in your delivery. Be prepared for questions and if you need too, like an interview, take a sip or water to settle yourself and give yourself time.

Always go to the meeting armed with data and plans (plural!) - Come up with possible plans/solutions ahead of the meeting. These will be more accurate and realistic the more you know about the topic in advance. Remember that "no plan survives the first contact", so be flexible and have alternatives ready. - Back up these plans with data: research the topic, gather data from previous cases, company KPI's, etc. and have them ready as a support for your suggested actions. But also keep in mind that they are a tool, not the front face of your presentation (unless you know your stakeholder is particularly dara-driven).

It is extremely important to ensure that the information you are delivering is new and fresh . Stress Test it to ensure it is genuinely relevant and interesting . Don’t use jargon or long sentences that confuse as to your meaning . Use active Verbs & rhetorical questions eg I wondered how we could answer every customer question faster ? Here is how ? Keeping things simple and then being well prepared to answer any question is the best way to really leave your mark on the conversations that the business is engaged in . Stay on topic and show your horizontal 360 thinking if you are a leader & your vertical knowledge if you are an expert .

Learning, understanding and adapting to the stakeholders' schedule can make a huge diference in timings, project progress and how you are perceived. As mentioned before, ask questions! And some of the best ones you can ask are about timing: "When is it best to call/mail/message you? How does your next weeks/months look like? Any big projects coming up? Blockers? Holidays? Which time of the day works better?" These are just some examples. Another great idea, as with any other project is to already set up regular catch-ups, but keep in mind that senior stakeholders' agendas can change quickly, so you will need to be flexible in case these catch-ups need to be moved, cancelled, etc.

Start with a question to ensure everyone is ready to hear what you have to say and be specific about the time you need. There is no better way to align the energies in the room than asking directly if this is the right moment to speak on your topic . Eg Is now a good time to talk about how we can fast track AI into our business strategy to drive double digit growth ? . It will take 10 mins to deliver the topline & then I can get all your questions and send you a detailed deck .

Impact & Brevity are Key & then let the Stakeholders ask their questions . We all have different questions & this is key to ensuring a strong connection between you & the stakeholders . No one likes monologues so build a dialogue by setting it up as a conversation . You can send the detail once you have established that you have a good point . You have to be very clear on your 3 key points as a starter to engage attention and then be fully ready to reply to any question by gaming thoroughly researched your points with a 360 perspective from other leaders included in your thinking .

This is Key . I find calling key people who attended to get a diversity of feedback is key . Dropping a one line email can also help to show how enthusiastic you are to work with the wider team on this point . Take all feedback on the chin even if it’s not what you want to hear , you can use it to develop your thinking . Most important points generate pros and cons thinking. It is important to be ready to debate

Tell them what they need to hear, not what you think they want to hear. If there is anything stakeholders value, it is feedback that will enable them to do their jobs better, no matter if the feedback makes for pleasant listening or not. It does not matter whether public sector, private sector or NGO, it’s all the same. So always be honest in what you say, without any sugarcoating. As long as you are always respectful and professional, stakeholders will always appreciate candid and honest inputs from you.