Executive Communication: Influence Senior Stakeholders [EN]

This course contains the use of artificial intelligence.

The proposal was correct. The analysis held up. It was declined anyway, or deferred, which amounts to the same thing by the end of the quarter.

Senior people rarely reject a good idea. They reject an idea presented in a currency they do not use.

Why competent people stall at this level

You describe the work; they are listening for the economics. You present a benefit; they need a number they can compare against three other requests. You bring a problem and an analysis and no financial framing, so the whole thing reads as a preference rather than a case.

Then a colleague with a weaker argument gets approved, because they opened with what it costs, what it returns, and by when.

Language, then arithmetic

Thirty-nine lessons. Seven on the shift from speaking for a function to speaking for the business: what the world-class version of that role looks like, building strategy embedded in business priorities, presenting data at board level, which metrics a chief executive and an investor each want, leading transformation, and the trusted advisor relationship where you become the person a chief executive thinks aloud with.

Then twelve on business finance. The operating model, business modelling, how models evolve from start-up to corporation, process inefficiency, goal-setting people believe, the strategy pyramid, budgeting that supports decisions, indicators across four dimensions, Lean Six Sigma, scaling and what follows efficiency. That is a third of the course, and it is deliberate: you cannot argue in a language you do not speak.

Credibility, communication and the room

Then eight on the person making the argument, because at this level the message and the messenger are not separable. Active listening as technique, empathy, navigation, influence, courage, integrity, networking before you need it, advising people who did not ask, and admitting an error out loud — which costs far less than defending one and buys more than any slide.

Then six treating communication as a designed process: audit, goals aimed at decisions, segmenting an audience by what each person is measured on, channel choice, delivering unwelcome news, and measuring whether behaviour changed.

And six on facilitation, which is the difference between a senior meeting that discusses and one that decides: choosing who is in the room, opening properly, holding focus, prioritising, assigning owners, handling the participant who challenges everything, and closing with something agreed.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals, presenting to boards that had no obligation to be interested.

What is included

• Lifetime access to all course materials

• Active instructor support in the Q&A section

• Udemy Certificate of Completion

• Practical assignments and real business cases

• A section with additional courses, tools and resources

A test for your next proposal

Take the last thing you proposed and write the single sentence a chief financial officer would use to describe it. If you cannot, that is why it stalled — and it is a language problem rather than a merit problem, which makes it fixable. Enrol now and start the first lesson today.