#10 Want to Impress? Trust the Process

I’ve spent years meeting with CEOs, VPs, and upper management—both as a board member and advisor. These rooms can feel intimidating, filled with decision-makers who expect results. My role is often to help make the product or service perform better. Still, despite decades of experience, I sometimes find myself wanting to contribute something valuable right away, impressing with quick ideas without the proper research. In fact, I did it again just two weeks ago.

But I’ve learned that this urge to contribute immediately can backfire—especially in front of seasoned leaders.

Don't Try to Impress

A common temptation in high-stakes meetings is to offer (what you think is) great ideas before really understanding the problem. I’ve done this, suggesting what I thought was a brilliant feature or solution, only to be met with that knowing look—“We’ve already tried that.” It stings. And worse, it erodes your credibility.

Here’s the reality: the people in those rooms likely know their business better than anyone. They’ve seen countless ideas come and go. What they need from you isn’t an instant solution—it’s your ability to guide them to the right ones through research, testing, and iteration.

When you lead with a process-oriented approach, you offer something far more valuable than a quick fix. You show them how to continuously arrive at the right answers backed by evidence, not assumptions.

Trust the Process

You know this, but I’ll say it anyway. Your strength isn’t in having the best ideas right away—it’s in your ability to uncover the best ideas through the proper process. Here’s how to approach these conversations with senior leadership:

1. Listen first. Acknowledge their deep understanding of the business. Ask thoughtful questions and make it clear you’re there to learn before suggesting anything.
2. Frame research as the path forward. Explain how structured research will reveal actionable insights, minimize risk, and maximize impact.
3. Show the value of iteration. Emphasize that early prototyping and testing help explore ideas without heavy investment, refining solutions based on real-world feedback.

When you approach leadership this way, you demonstrate your value not as someone with all the answers but as someone who can guide the organization toward the right ones—steadily, and backed by data.

Confidence from Clarity

We’ve all felt that pressure to offer something brilliant on the spot. But true confidence comes from trusting in the process. You don’t need to outsmart anyone or impress with off-the-cuff solutions. Senior leaders respect rigor, reliability, and the understanding that validated answers take time—and research.

The next time you’re in a room with upper management, remember: it’s not about being the smartest person there, or trying to impress someone. It’s about guiding the room toward smarter decisions. And that’s exactly what your expertise as a researcher allows you to do.

And hey... if I was the only one having trouble remembering this, then at least I hope that writing it down will help ME remember it the next time I feel the urge to impress people in a high-stakes meeting.