Why do decision makers at work actually choose one person over another for a role? What actually makes them trust someone’s judgment? How do they practically decide who to approach to seize important opportunities?

For the past 12 years, I have coached high-performing employees at some of the largest and most competitive Fortune 500 companies in the world. As a result, I am a trusted advisor to the executives, C-suite executives, and hiring managers who have trusted me with their answers to all of these questions.

Over time, I’ve found that technical expertise gets you far, but your ability to communicate convincingly determines whether your opinion is actively sought or whether you have to fight to make your voice heard.

I have watched this play out across different sectors and levels. The ability to influence others can set you up for success. And vice versa. Take the intelligent subject matter expert who can’t translate his or her work into the language of decision makers, for example, or the competent but inarticulate manager who gets ignored for promotion.

Your impact and advancement at work It depends on your ability to convince others.

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Becoming persuasive does not mean resorting to manipulation, mind games, or politics. In fact, the most powerful communicators I’ve worked with are thoughtful professionals who have learned to leverage their insight strategically. They understand psychology: how people think, what motivates their choices, and how to present ideas to get seen, heard, and paid.

The good news is that persuasive communication can be learned. Here are my three favorite strategies to get started. Choose one to try today and see how differently people respond to your contributions.

1. Lead with your results

The decision makers are busy and overwhelmed. When you take too long to get to your message, you risk losing their attention and you may inadvertently signal that you don’t have a good handle on your own message.

Compare that with someone who can articulate their key point in a few clear sentences. This level of clarity suggests expertise and trust.

To be more persuasive, start with your conclusion, claim, or recommendation, then follow up with supporting evidence if necessary. It might look like:

• “I recommend pushing back the product launch until September. The three factors causing this are….”
• “We need to consider redesigning our app navigation by Q3 to stop losing users. The data shows….”
• “Can you review this report by Thursday? I need your input specifically on X and Y.”

Before your next meeting, write your main takeaway message in one or two clear sentences. This constraint forces you to filter out the unnecessary and focus on the information that matters.

2. Sell your idea as a way to solve specific problems

Persuasive communicators master the art of translation. They reframe their messages through the lens of their audience’s needs.

People in power don’t just want smart solutions. They want good ideas that directly address their pressures, problems and priorities. Establish this connection and you will gain a competitive advantage.

For example, instead of saying, “This new system will improve data processing efficiency by 40%,” you could say, “This solution will help you deliver quarterly reports three days faster, giving you more time to prepare for board meetings. »

Even when you need to delay or postpone, the same principle applies. Jazz up a simple “I’ll get back to you” by saying instead: “I want to make sure I give you the most useful answer for your quarterly planning.” May I have until Friday to gather the specific data you will need. ?”

3. Speak with authority

Small changes in your word choice can dramatically change how your message reaches, especially to high-level stakeholders.

Consider the difference between saying “I think we should…” and “In my experience…” One signals uncertainty, the other expertise.

Or how about “I’m trying to…” rather than “We are implementing…”? The first suggests a struggle, the second implies deliberate action.

Look for opportunities to exchange weak verbs with more powerful verbs. For example:

• “It was necessary” can become “decided to”, “chosen to” or “chosen to”
• “Assisted” could be replaced by “guided,” “directed,” “directed,” “advised,” or “supervised.”

Don’t get carried away with fancy words or business jargon. It’s about choosing more precise language that reflects the scale and scope of your actions.

Melody Wilding, LMSW, is an executive coach, professor of human behavior and author of “Manage: How to Get What You Need from Managers. ” Download exact scripts for saying no diplomatically at work here.

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