The Dilemma Around How to Create “Value” in Conversations

In today’s corporate environment, one of the most critical leadership skills is the ability to create value in conversations — especially when engaging with senior stakeholders such as CEOs, Board Members, and executive leadership teams.

Recently, I was in conversation with a senior leader who shared his ongoing struggle: despite his experience and domain expertise, he felt unsure whether he was truly adding value in every discussion with his CEO and Board Members.

His perception of creating value was rooted in authority.

He believed that because the organization had hired him for his years of experience and subject matter expertise, he needed to demonstrate that expertise in every conversation. In his mind, value creation meant speaking confidently, sharing insights, offering solutions, and showcasing knowledge at every opportunity.

His intention was genuine and positive. He wanted to contribute meaningfully, impress senior stakeholders, and support them in every possible way.

Yet, something wasn’t working.

When Good Intentions Backfire

Although he regularly offered advice and suggestions, the outcome was not what he expected.

Instead of appreciating his inputs, the CEO became frustrated.

This left the leader confused and disheartened.

During our discussion, he had an important realization: the challenge was not with the quality of his ideas or the CEO’s intent. The real issue lay in his interpretation of what creates value in leadership conversations.

He recognized that he was offering suggestions without being asked.

And that made all the difference.

Why Unsolicited Advice Often Fails

To truly create value in executive conversations, a leader must first create readiness in the listener before offering advice.

Unsolicited suggestions — no matter how insightful — are rarely received well. Instead, they can unintentionally lead to resistance, disharmony, and strained professional relationships.

Many leaders, especially subject matter experts, fall into this trap.

They believe that value comes from showcasing expertise. As a result, they begin to overwhelm others with ideas and solutions. In doing so, they often forget to pause and understand:

• What is the other person really struggling with?
• What challenges are they facing right now?
• What outcomes are they trying to achieve?

When people feel misunderstood, a disconnect emerges. Even the best recommendations can start to feel like bulldozing rather than support.

Effective stakeholder communication begins with understanding — not advising.

Shift from Specialist to Consultant

One powerful way to improve leadership communication is to shift from wearing the hat of a specialist to that of a consultant.

A specialist provides answers.

A consultant asks questions.

Consultative leadership is built on curiosity, empathy, and exploration. It involves asking thoughtful, open-ended questions that help uncover the real issues beneath the surface.

There is tremendous value in asking questions such as:

• “What’s your biggest concern right now?”
• “What outcome are you hoping for?”
• “What options have you already considered?”

These exploratory questions encourage reflection and clarity. Often, they help the other person gain deeper insight into their own challenges before any solutions are discussed.

This approach strengthens executive presence, builds trust, and deepens connection with senior stakeholders.

Let Them Invite Your Expertise

When leaders adopt a consultative mindset in conversations with CEOs or Board Members — probing first and advising later — something powerful happens.

Eventually, the other person says:

“This is where I need your help. Please advise.”

At that moment, your expertise is not imposed — it is invited.

And that is where real value is created.

Not through constant problem-solving, but through presence, listening, and intentional questioning.

Creating Value Is About Connection, Not Correction

Creating value in conversations isn’t about proving how much you know. True executive presence starts from the inside out.

It’s about understanding before responding.
Listening before advising.
Connecting before correcting.

Strong leadership communication is rooted in empathy, awareness, and stakeholder alignment. When leaders master this, they elevate not only their executive presence but also the quality of every professional relationship.

Reflection

How do you create value in your conversations with senior stakeholders?

Do you lead with solutions — or with curiosity?

Sometimes, the most powerful contribution you can make is simply asking the right question.