How to convince leadership to embrace your idea: a step-by-step guide

You’ve spent tons of time, energy, and enthusiasm building the foundation for an idea that you’re absolutely ITCHING to implement, but there’s one potential roadblock: how to convince leadership. 

One of the most difficult parts of any role is dealing with the politics of persuasion, but we’ve found a framework that will make it much easier to win over the people in your organization with the power to approve or deny your initiative. And best of all, it will get you the tools and resources you need to bring your vision to life!

Here’s a way to structure your presentation to leadership to convince them of pretty much anything (adapted from this really fantastic Twitter thread):

1. Start with your conclusion.
2. Describe the problem you’re solving, and why they should care. 
3. Describe the current state, and what the company is doing about it. 
4. What’s the benefit of getting this right? 
5. What is your proposed solution? 
6. What’s the cost of the solution?
7. What’s the cost of doing nothing? 
8. How will you execute it?
9. What are the action items? 

We’ll dive into each of these in more detail below. 🙂

1.) Start with your conclusion. 

In any presentation to leadership, clarity is key – and starting with your conclusion is one of the most effective ways to ensure your message lands. Why? Because executives often prefer to know the “what” before the “how” or “why.” Get straight to the point with a clear and confident recommendation.

Here are a few examples:

• “We should purchase a new tool for sending internal emails in order to reduce information overload, send more relevant content, and track our results.”
• “We should institute meeting-free Wednesdays in order to boost productivity and reduce burnout.”
• “We should launch a cutting-edge internal podcast series to capture employees’ attention, share valuable insights, and reinforce our brand values.”
• “By hosting our next company offsite in Bali, we’ll create an unforgettable experience that invigorates team spirit, fosters meaningful connections, and provides a fresh perspective that fuels innovation.”
• “We should introduce a comprehensive employee recognition program that celebrates outstanding contributions, both big and small.”
• “We should offer free lunches on Tuesdays and coffee socials on Thursdays as an incentive to bring people back to the office.” 

Lead with your solution in one concise sentence, and set the stage for the details to follow.

2.) Describe the problem you’re solving, and why they should care.

The leadership team won’t greenlight a solution without first understanding the problem. Lay the groundwork by explaining the challenge your company is facing, why it matters, and how it affects business objectives. Be specific, and where possible, include statistics to drive your point home.

For example, if you’re pitching a meeting-free day:

• The average employee attends 62 meetings per month and believes about half of them (31 hours) are a waste of time
• 45% of employees are overwhelmed by the amount of meetings they have to attend
• 47% of employees think meetings are the #1 time-waster in the office. Make sure you show that you understand the company’s current approach, and if you agree or disagree with it.

Pull together specific research, too. For meetings, you could calculate how expensive your biggest meeting is at your organization. Sharing generic research can be helpful to set the stage and frame the problem, but be sure you’re bringing it home to your leadership team and show that the organization is experiencing this pain, today.

Make sure you also connect these stats to your organization’s specific situation. For example: “Based on last quarter’s internal feedback survey, employees overwhelmingly cited meeting overload as a productivity challenge. And 70% of respondents said they’d prefer more structured communication to reduce confusion.”

Or… if you’re pitching an internal communications tool (👋 Workshop!):

• Share survey results that show employees feel inundated with emails (here’s an easy survey template)
• Reference an internal comms trends report or benchmark report for data
• Calculate the potential cost of communication breakdowns in your company

3.) Describe the current state, and what the company is doing about it. 

Make sure you show that you understand the company’s current approach, and if you agree or disagree with it. This is your chance to acknowledge what’s already being done, point out gaps, and position your solution as the missing puzzle piece. Show that you’ve done your homework! For example:

• “While the company has begun prioritizing meeting efficiency, there’s no formal process for evaluating which meetings are necessary.”
• “Today, we rely heavily on email to share important updates, but tracking whether employees actually read and understand the information is difficult.”

4.) What’s the benefit of getting this right? 

Picture this: increased collaboration, skyrocketing employee morale, and a boost in productivity that leaves the competition in the dust. Paint a vivid picture of the benefits that await if the leadership team embraces the proposed solution. Use real examples from companies that have undergone similar transformations and seen remarkable results. Make it clear that getting it right means unlocking a world of positive change! Examples:

• “By implementing a meeting-free day, we can create an additional 31 hours of productive time per month for employees. They can use that time for more meaningful, high-impact work.”
• “Improving internal communications by adopting a new tool could save employees an average of 1.8 hours per week, reducing frustration and helping them focus on their roles.”

5.) What is your proposed solution?

Jump straight into it. Is it a meeting-free day every week? Once a month?

• “I propose we institute meeting-free Wednesdays across all departments, allowing employees one uninterrupted day each week to focus on deep work.”
• “I recommend adopting [specific tool] for internal communications. This platform allows for personalized messaging, better analytics, and streamlined updates, improving efficiency and engagement.”

This isn’t a time to get feedback or have a large group brainstorm; this is the part where your expertise shines! Lay out your proposed solution with confidence and clarity. Explain how it directly addresses the identified problem and supports the organization’s strategic objectives. Share success stories from your own experiences or those within your industry, showcasing how similar solutions have led to triumph.

6.) What is the cost of your solution? 

Sometimes, you can solve a problem with a zero-cost solution. But remember: this is not just about money…it’s about the overall cost of time to implement the solution, changing habits, etc. Be transparent about the financial and resource implications of implementing your proposed solution. Break it down and provide practical examples, such as investments in training, technology, or internal resources. But don’t forget to balance it out! Your overall presentation should strongly demonstrate how the long-term value and returns far outweigh the initial costs.

• “The tool would cost $10,000 annually, which breaks down to $10 per employee per year. It also requires a 2-hour training session, which we can schedule during team meetings.”
• “A meeting-free day doesn’t require any financial investment, but it will involve adjusting workflows to ensure critical updates are handled in other ways.”

7.) What is the cost of doing nothing? 

Could those problems get worse? Sometimes, doing nothing can cost more than we realize. Here’s your chance to shed light on the consequences of maintaining the status quo. Highlight the risks, missed opportunities, and negative impacts on employee morale, company culture, or even the bottom line. Paint a realistic picture of the potential losses that could occur if change doesn’t happen. It’s a gentle nudge to emphasize the urgency and importance of action. Try it like this:

• “If we don’t address meeting overload, we risk burnout among top talent, leading to higher turnover rates and reduced productivity.”
• “Without modernizing internal communications, employees may continue to miss critical updates, which can delay projects and create frustration.”

Frame this in terms of lost opportunities, declining morale, or inefficiencies. The goal is to show that action isn’t just preferable – it’s necessary.

8.) How will you execute it? 

Show leadership that you have a realistic plan to roll out your idea. You don’t need a full project plan, but provide enough detail to demonstrate you’ve thought it through. You can suggest an overall timeline and a few key milestones, as well as any potential challenges. 

• “To implement meeting-free Wednesdays, we’ll communicate the plan in an all-hands meeting, distribute guidelines for teams, and set a 3-month trial period to measure success.”
• “The Workshop rollout will include a one-week setup period, followed by two training sessions for team leads, with full implementation by the end of the quarter.”

9.) What are the action items from leadership? 

Be clear about exactly what you need from leadership. Approval? Agreement? They should play an active role in supporting the initiative and exemplify the meeting-free days for themselves, as well. 

• “We need leadership to model meeting-free Wednesdays by avoiding scheduling conflicts and reinforcing the importance of focus time.”
• “We need leadership to approve the budget and actively support the training rollout.”

Once you’ve presented your arguments, listen closely to the objections from your boss and/or colleagues. If they have reservations or worries about it, chances are the rest of the company will, too. This is a good time for you to take note of those and be sure to include them in your rollout plan.

Key takeaways: how to convince leadership of your idea

Convincing leadership doesn’t have to be an uphill battle. By structuring your presentation with this framework, you’ll:

• Show that you’ve thoroughly considered the problem and solution.
• Connect your idea to company priorities.
• Demonstrate the risks of inaction.
• Leave leadership with a clear understanding of what they need to do next.

Armed with this practical list, you’re well-equipped to conquer the challenge of persuading leadership teams to embrace change. So go out there, make your case, and ignite the transformative power of change within your organization. Here’s to warm conversations, optimistic journeys, and a future brimming with success!

Next steps: discover why Workshop is worth pitching!