Dear Izzy

I have been told by our new chief executive that the L&D function needs to change its approach and be much more “professional”. He wants us to act as “business partners” to the board, not just trainers. This is very different to the style of his predecessor. Where do I start?

Amanda, London

Last week I ran a ‘Selling at C Level’ programme. One delegate pointed out a major disadvantage that she faces. “You see, Izzy,” she said, putting her pretty head to one side and crossing her shapely legs, “it’s so much more difficult for someone of my age to be credible in the boardroom – I look so young…”

Becoming a business partner and gaining credibility in the boardroom is serious stuff. It’s about the way you behave, the way you look, the way you communicate and the way you demonstrate the return on investment (ROI) that your function delivers. You’re a cost centre, not a profit centre, so you must show that, for every pound spent, there’s a payback for the business.

First impressions count

How long have we known this but really hoped it wouldn’t matter? I’ve heard every excuse over the years – from politicians who wish it was all about policies to HR directors saying it’s all about who we are. Well, get over it, image matters. My young lady needed some serious feedback on dress, body language and communication style – too much cleavage gives out very mixed messages – and we got there by the end of the second day.

So would the way you look be credible in the boardroom? Ladies, ditch the elasticated skirts and open-toed sandals, and sharpen up. Make-up is essential and if you don’t know how to do it, go to a professional and get it right. Buy less, but buy the best you can afford – this is about your personal, professional branding.

Gentlemen, if you want to ‘dress down’ that’s fine but think ‘Euro chic’ not British geek – go for the best quality you can, particularly with your shoes. Do your accessories reflect your status? Cheap biros, freebie pencils from training centres? What does that say? Take the time and trouble to make sure that what you wear and the way you wear it gives out the messages you want.

Boardroom language

At a recent conference in Lisbon, I listened to the CEO of a global IT company; he was a great speaker who talked without notes or slides and still held everyone’s attention for 45 minutes. He also wore jeans (beautifully cut), a fabulous Armani jacket (I know because I asked him afterwards) and elegant tan shoes. “RPM, RPM, RPM,” he said. “That’s what it’s all about.”

Revenue, Profit, Market share. If his executive team doesn’t align what they’re doing to one or all three of those points, he really isn’t interested.

Establish what your board’s equivalent of RPM is and talk in their terms. Look at training, learning and development and what impact it has on revenue and profit, how it improves productivity or efficiency and feed back exactly how your team is helping improve the organisation. You can and should measure the impact of your work and be prepared to defend the results it delivers – in the boardroom.

The language of the boardroom is focused and to the point. If you can’t explain in 60 seconds what your team is doing and the value you’re delivering, you won’t get their attention.

Elevator pitches – have yours ready

The story goes that you step into the lift (elevator if you’re in the USA) and just as you’re about to press the button, in steps the MD/Vice President/Chief Executive/Chairman (delete as applicable) who smiles, shakes your hand and says something along the lines of: “Hi, I don’t think we’ve met before, who are you?” In the time it takes to reach the executive suite, you’ve got to get across:

• Who you are (name)
• What you do (title)
• The value you bring.

The last point is key – you want that senior executive nodding with genuine interest, leaving him or her with enough information to want to make contact with you again in the future. You need to practice, edit and rehearse until you are word perfect but natural.

In the same way as justice has to be ‘seen to be done’, we need to think about how we’re seen to be coming across. Credibility in the boardroom – we can all have it, we just have to think a little differently.

Isobel Rimmer is managing director of the Masterclass training company. She can be contacted on +44 (0)1753 676666

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