© CITI Limited, 2014. All rights reserved.

Bernard Murray-GatesPrincipal Consultant at CITI

Difficult conversations with senior managers

© CITI Limited, 2014. All rights reserved.

‘Leaders’

“It was my fortune, or misfortune, to be called to

the office of Chief Executive without any

previous political training.”

“An extraordinary affair. I gave them their

orders and they wanted to stay and

discuss them.”

General Ulysses S. Grant The Duke of Wellington.

Anatomy of a senior manager?

• Time poor• Wider business agenda• Outcome and value driven• Calm?• Analytical?• Curious listeners?• Confident?• Risk takers?

• Time poor• Wider business agenda• Outcome and value driven• Calm• Analytical• Curious listener• Confident• Risk taker

Changing focus of a senior manager

Seniority

Technical knowledge and skills

Business outcomes and benefits

Organisational strategy, values

‘Foc

us’

Project delivery implementation

Following months new ways of working

Success is viewed differently over time

project efficiency

impact on the end user

direct business and organisational success

Alignment with future strategy

Future statethe way we do things around here

© CITI Limited, 2014. All rights reserved.

Four key attitudes and behaviours

1. Be clear: they own the outcomes

2. Always approach from a business perspective

3. Act as a partner in delivering change

4. Display confidence

© CITI Limited, 2014. All rights reserved.

Structuring your conversations

RelevanceWhy is this a ‘burning issue’?

AssumptionsWhat factors are in play?

What is the evidence?

PerspectivesWho needs to be involved?How might others see this?

ImpactsWhat are the business implications? Are there any other related issues?

PrioritiesWhy now? How important is it?

Amy Cuddy’s TED talk

A recommendation

© CITI Limited, 2014. All rights reserved.

Questions?