Warm Up
Discuss these questions with your partner before you start the lesson.
Question 1
Think of a leader — at work, in business, or in public life — who has real presence when they speak. What makes them different from people who don't?
Question 2
Have you ever had to present a strategy or idea to senior leaders? What was the hardest part — the content, the language, or managing the room?
Question 3
When someone challenges your idea in a meeting, how do you usually respond? Do you tend to back down, defend your position, or find a middle way?
Vocabulary
8 key words for this lesson
Gravitas
A serious, calm quality that makes people respect and listen to you. Leaders with gravitas do not need to shout — the room goes quiet when they speak.
The CMO walked into the board meeting and said nothing for a moment. Riley whispered to Marcus: That pause — that's gravitas. She doesn't need to fight for attention. She already has it.
Credibility
The quality of being trusted and believed. In a senior meeting, your credibility is built on data, track record, and the way you handle difficult questions — not just confidence.
Marcus asked: How does Riley always get sign-off so quickly? Dana said: Credibility. She never overpromises. She backs everything with numbers. When she says something will work, people believe her because she's been right before.
Executive narrative
The story a senior leader tells to explain the direction, logic, and purpose behind a strategy. A strong executive narrative connects where you are, where you are going, and why it matters.
Riley said to the leadership team: Our executive narrative this year is simple — we move from being a product company to a category leader. Every campaign, every message, every hire should reflect that shift.
Thought leadership
Being known as an expert whose ideas other people want to hear and share. Thought leadership is not about having opinions — it's about having original ideas that move the conversation forward.
Marcus said: Our CMO publishes one article a month on LinkedIn. Riley said: And that's her thought leadership strategy. She's not selling — she's shaping how the industry thinks. That's a very different thing.
Vision
A clear picture of where you want to go in the future. In a leadership context, vision is not just an idea — it is a direction that others can understand, believe in, and follow.
The CEO asked each CMO candidate the same question: What is your vision for this brand in three years? Riley said: I want us to be the first name people think of when they hear the word 'sustainable growth'. Not just known. The standard.
Authority
The confidence and right to lead, decide, or speak on a subject. Authority in communication comes from expertise, clarity, and the ability to stay calm when challenged.
After the difficult Q&A, Marcus said to Riley: How did she handle that so well? Riley said: She spoke with authority — she didn't get defensive, she didn't waffle. She answered directly and moved on. That's what it looks like.
Presence
The quality of making an impact in a room simply by being there and speaking with intention. Presence is what people feel when a leader walks in — before they've said a word.
Riley coached Marcus before his first board presentation: It's not just about your slides. Walk in with purpose, speak slowly, make eye contact. Presence is something people feel. You either fill the room or you don't.
Stakeholder
Anyone who has an interest in or is affected by a decision — including executives, board members, investors, or department heads. Senior leaders must communicate differently depending on who the stakeholder is.
Riley said: Before your presentation, map your stakeholders. The CFO cares about ROI. The CEO cares about growth and risk. The board cares about reputation. Same strategy, three different conversations.
Phrases
6 phrases and their meanings
Let me take you through our thinking on this
A confident, structured way to open a strategic presentation. It signals that what follows is not just information but a reasoned position — and that you are leading the audience through it.
Riley opened the board session: Let me take you through our thinking on this. We started with the data, challenged our assumptions, and arrived at a recommendation that we are confident in. Here is how we got there.
The narrative we are building is...
A leadership phrase used to explain the story behind a strategy. It signals that the plan has a clear thread — not just a list of tactics — and that every element serves a bigger purpose.
Riley said to the leadership team: The narrative we are building is about trust. Every campaign, every message, every customer interaction should reinforce the idea that we do what we say. That is what differentiates us.
What that means for us strategically is...
A phrase that connects an insight or data point to its real business implication. It shows you are not just reporting information — you are interpreting it and drawing conclusions for the room.
Riley said: Our NPS dropped six points in Q3. What that means for us strategically is that retention has to become the priority — not acquisition. We cannot afford to keep filling a leaking bucket.
I want to be direct about this
A phrase that signals you are about to say something important, honest, or potentially uncomfortable — without being aggressive. It earns attention and respect in difficult conversations.
Riley said to the executive committee: I want to be direct about this — the current plan will not deliver the growth target. We need to make a decision about where we are willing to take more risk, and where we are not.
My recommendation is...
The clearest, most direct way to close a strategic presentation. Senior leaders do not end with 'questions?'. They end with a recommendation and the confidence to stand behind it.
Riley closed her pitch: My recommendation is that we consolidate our three campaigns into one brand platform and invest the saved budget into performance channels. I am happy to walk through the financial model.
Let me push back on that slightly
A professional, non-aggressive way to disagree with something that has just been said. It shows intellectual confidence — you are challenging the idea, not attacking the person.
The CFO suggested cutting the brand budget entirely. Riley said: Let me push back on that slightly — short-term cost savings on brand have a well-documented long-term cost to market share. Here is the evidence.
Videos
Watch these terms used in context
Dialogue
Read the dialogue and hover the blue words for definitions
Marcus
RileyRiley, I have a board presentation next week on our brand strategy. It's my first time presenting to C-suite. I need help.
Good that you are starting early. First question: what is the executive narrative you want them to leave the room with?
I want them to understand that we need to shift from product marketing to brand building. But I'm not sure how to say it without sounding like I'm criticising what we've done before.
Frame it as an evolution, not a critique. Say: the narrative we are building is one of maturity. We have proven we can sell a product. Now we are building a brand that sells itself.
I like that. And how do I open? I always feel I lose presence at the start.
Open with a pause. Walk to the front, look at the room, and say: Let me take you through our thinking on this. No apology, no 'thanks for having me'. Just begin. That is gravitas.
And what if the CFO challenges me on ROI? That is where I usually lose credibility.
Have your numbers ready. When challenged, do not get defensive. Say: What that means for us strategically is that brand investment pays back over 18 months, not 18 days. Here is the data.
What if they push back harder? What if the CEO says the budget should go elsewhere?
Then you use authority. Say: Let me push back on that slightly — cutting brand now will cost us three times as much to rebuild in two years. Here is the evidence from the last cycle.
I want to be direct about this — I find it hard to disagree with the CEO in a room full of people.
That is exactly when your thought leadership matters most. You were hired for your point of view. They do not need agreement — they need someone who will tell them the truth.
And how do I close? I usually say 'any questions' and then it falls flat.
Close with your vision. Say: My recommendation is that we approve the brand investment for Q1 and review performance in 90 days. Then stop. Do not fill the silence.
Stop and let the silence sit. That is going to be hard for me.
It gets easier. The leaders who fill every silence are the ones who seem uncertain. The ones who sit in it are the ones who seem like they know exactly what they are doing.
Exercises
Complete all three exercises to see your final score
Complete the Sentence
Choose the correct answer to complete each sentence.
Choose the correct word or phrase to complete each sentence. Only one answer is correct.
1.Before the presentation, Riley mapped her — the CFO, the CEO, and the board all needed a different angle.
2.Let me push on that — the data shows a very different picture.
3.Her was clear: the company would move from product marketing to brand building within 18 months.
4.She did not fill the silence after her recommendation — and that restraint is exactly what gave her .
5.What that means for us is that we cannot keep investing in acquisition when retention is broken.
6.Thought leadership is not about having opinions — it is about having ideas that the conversation forward.
Matching
Click a word, then click its correct definition.
Click a word on the left, then its definition on the right.
Words
Definitions
Fill in the Blank
Drag the correct words from the word bank to complete each sentence.
Sentence 1
Let me take you — — — our thinking on this — we have a clear recommendation and the data to support it.
Sentence 2
She does not need to fight for attention — that pause before she speaks is pure — — —.
Sentence 3
The — — — we are building is about trust — every campaign should reinforce that we do what we say.
Sentence 4
My — — — is that we consolidate the three campaigns and reinvest the savings into performance channels.
Sentence 5
Let me push — — — on that slightly — cutting brand now will cost three times as much to rebuild later.
Sentence 6
What that means for us — — — is that retention has to become the priority, not acquisition.
Tip: Think about the meaning of each word and what makes sense in the sentence.
Multiple Choice
Choose the best answer for each question about the dialogue.
1.What does Riley say is the key to opening a board presentation with gravitas?
2.What does Riley recommend when the CFO challenges you on ROI?
3.How does Riley say Marcus should close his presentation?
4.Why does Riley say thought leadership matters most when you disagree with the CEO?
Group Activities
Role-play scenarios and discussion questions for group classes
🎯 Choose the Best Response
Read what the senior stakeholder says. Choose the best response from the three options.
Customer says
“I'm not convinced the brand budget is justified. Can you prove the ROI?”
Salesperson responds…
Customer says
“What makes you the right person to lead this brand transformation?”
Salesperson responds…
Customer says
“We've heard a lot of strategy today. What is your actual recommendation?”
Salesperson responds…
🔍 Spot the Mistake
Read the conversation. Three lines have a mistake. Can you find them?
Marcus
I want to open with gravitas — so I'll start by thanking everyone for their time and explaining my agenda.
Riley
Actually, starting with thanks and an agenda undermines your presence. Open with a pause and go straight into your thinking.
Marcus
Okay. And when the CFO challenges me, I'll say: 'Let me push against that slightly — the data shows a very different picture.'
Riley
Almost — but the fixed phrase is 'push back on', not 'push against'. It sounds much more natural.
Marcus
Got it. And I'll close by asking 'any questions?' so the room knows I'm open to challenge.
Riley
That's too passive for a board close. End with your recommendation. Then stop. Let the silence work for you.
✏️ Finish the Salesperson's Line
The marketing leader starts a sentence. Work with your partner to finish it naturally.
Customer
“I'm not sure your strategy will work in our market. It seems too risky.”
Salesperson
“Let me push back on that slightly — the data from three comparable markets shows this approach reduces risk, not increases it. What that means for us strategically is... …”
Customer
“What is your vision for this brand over the next three years?”
Salesperson
“The narrative we are building is one of category leadership. In three years, I want this brand to be... …”
Customer
“You've presented a lot of options. What do you actually recommend we do?”
Salesperson
“My recommendation is clear: we invest in the brand platform in Q1, define three KPIs today, and review in 90 days. I want to be direct about this — …”