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 calm, serious quality that makes people respect you.
She spoke with real gravitas, and the room went quiet.
Credibility
The quality of being trusted and believed.
Clear numbers give your plan more credibility.
Executive narrative
The main story a leader tells to explain a plan.
His executive narrative explained why we need to change.
Thought leadership
Being known for expert ideas that others want to hear.
Her blog posts show strong thought leadership.
Vision
A clear picture of where you want to be in the future.
Our vision is to be the top brand in Europe.
Authority
The confidence and right to lead or decide.
He speaks with authority about digital marketing.
Presence
A strong, confident effect on the people around you.
She has great presence when she presents.
Stakeholder
A person who is affected by a decision or cares about it.
Every stakeholder must agree before we start.
Phrases
6 phrases and their meanings
Let me take you through our thinking on this
A clear way to start explaining a plan.
Let me take you through our thinking on this new campaign.
The narrative we are building is...
A way to explain the story behind a plan.
The narrative we are building is simple: we make work easier.
What that means for us strategically is...
A way to explain why a fact matters for the plan.
What that means for us strategically is that mobile comes first.
I want to be direct about this
A way to say you are going to speak honestly.
I want to be direct about this: the campaign did not work.
My recommendation is...
A clear way to say what you think we should do.
My recommendation is to spend more on video.
Let me push back on that slightly
A polite way to disagree a little.
Let me push back on that slightly; the budget is too small.
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 — …”