You have changes you want to make to your role.
Maybe you want more responsibility, or to become more strategic. Do you want to attend leadership meetings or maybe launch an internal assistant network? Perhaps you would like to have sole control over the calendar, to implement daily catch up meetings (or morning prayers as we call them) – or a myriad of other things.
The best place to start is to make the business case and talk about what’s in it for your executive and the business – not what’s in it for you.
Why?
Well firstly, however much they might love you, they don’t really care what’s in it for you. This is business which means making a business case.
By highlighting how the change will benefit your executive or the company, you demonstrate an understanding of the business, which immediately shows your business acumen.
So frame the change in terms of benefits—such as improving efficiency, reducing costs, or enhancing decision-making capabilities. In so doing, you directly address their interests and concerns, which will help garner their support.
Focusing on the broader impact rather than personal benefits shows professionalism and a team-oriented attitude. It positions you as a strategic thinker who is interested in the collective success rather than just personal advancement.
By ensuring that your reason for change is business-focused and tailored to the needs and priorities of your executives, you increase the likelihood that your initiatives will be implemented and successful. This approach not only benefits the business but also enhances your reputation as a valuable and strategic member of the team.
