You are about to announce a new business initiative. You know what you want to say and why it matters.
Then someone asks: “Why are you spending money on this when customers are still waiting for better service?”
Your prepared announcement may explain the initiative perfectly. Answering that question requires something more: an understanding of the concern, facts you can stand behind and a clear explanation of your decision.
This is where executive communications and spokesperson preparation become valuable. At Wave Advisory, we support leaders in preparing for the conversations that shape how their decisions are understood.
Start with the questions people care about
Preparation begins with the audience. What do they already know? What concerns might they bring? Which previous experiences could affect how they hear the announcement?
Imagine a company launching a new digital service after months of customer complaints about slow responses. Its team may want to discuss the technology. Customers may want to know whether their unresolved problems will finally receive attention.
Prepare for questions about those concerns, including the ones you would prefer to avoid. Speak with the people who handle customer feedback and understand the issues behind the announcement.
Build answers around facts
For each likely question, establish what you can explain confidently and which details still need checking.
If you say the new service will reduce waiting times, know what supports that expectation. Is there evidence from a pilot? When will customers notice a difference? How will you measure progress?
A useful answer to the spending question might explain how the initiative addresses delays, what has been tested and what the business is doing for customers who are still waiting.
Keep the language direct. People should be able to understand your answer without knowing your internal plans or terminology.
Be clear when the answer is incomplete
Some questions will involve decisions that are still being made or results you cannot yet predict.
Say what you know, what remains open and when more information will be available. If you cannot confirm a launch date, explain the steps that need to be completed before it can be confirmed.
Avoid filling the gap with a promise your team may be unable to deliver. A specific explanation of the uncertainty gives the audience more to work with.
Practise with someone who challenges you
Reading prepared answers is useful. Rehearsing follow-up questions reveals where those answers need more work.
Ask someone to question the reasoning, request evidence and point out anything unclear. Practise answering the original question before adding the wider context.
For our digital service example, the follow-up might be: “What happens if waiting times do not improve?” Preparing for that question can expose a missing part of the plan as well as a weakness in the answer.
Connect preparation with the decision itself
At Wave Advisory, executive speechwriting, spokesperson preparation and strategic communications bring a leader’s message together with the facts and judgement behind it. Audience intelligence can inform that preparation where it adds value.
The aim is to prepare leaders to explain their decisions clearly, recognise legitimate concerns and respond with answers they can stand behind.
Explore Wave Advisory to discuss preparation for your next important interview, announcement or public conversation.