Stand Up
Seven years into my career, I led product marketing for a direct-to-consumer subscription brand. Customers receive the latest product release monthly—think Bark Box, a book club, or a meal delivery service like Factor, Blue Apron, or Hello Fresh. As we prepared for our newest launch, which would soon arrive on customer doorsteps and bring in 7-figure revenue on the first day, I spotted a problem with the package design. Moving forward without a change would likely result in customer complaints, but simply flagging a concern without a well-supported rationale wouldn’t hold muster with senior leadership and would have been a passive, ineffective approach.
Informing my leader of the concern, I acknowledged that the required changes would lead to revenue delays and additional expenses—a tough hurdle. Compounding the challenge, the organization’s president led through fear and intimidation. His team trembled when he walked down the hall—and he seemed to like it that way, often barging into offices unannounced. Addressing this issue with him would not be easy. So, I prepped a business case—outlining the necessity of the change, estimating its costs, and evaluating the potential impact of inaction, with a plan to share with my leader.
When the president stormed into our office area unannounced, he caught everyone off guard. He marched straight over to me, raising his voice as colleagues and my direct leader looked on. I sat at my desk when he blurted, “I understand you have a problem with our new product set to release next week. What’s wrong with it?”
I felt my heart race and my breathing quicken, but my brain quickly recalled my business case notes. Calmly and clearly, I relayed that the illustration of the main character on the packaging would upset customers. They would complain, overwhelm our call center service lines, and limit our team’s outbound sales calls.
Before Harvard professor Amy Cuddy published her best-selling book Presence: Bringing Your Boldest Self to Your Biggest Challenges, I recognized I needed to shift my posture as he loomed over me. So I stood up, meeting him at eye level. I took deep breaths. I spoke with confidence. I framed my argument around what was at stake for the brand’s reputation and potential subscription cancellations. I presented the case from a business perspective, not an emotional or philosophical one. I made it clear what this meant for his business.
He fired back with questions, challenging me at every turn. But I didn’t flinch. I responded with passion but not aggression while feeling everyone else’s gaze in the room. It was mano a mano, toe to toe.
Finally, after a tense exchange, he announced, “Do you realize this change will cost me $25K and delay the project by a month?” I responded, without an apologetic expression, that I did. He waited for a beat and ordered the marketing assistant to call the production facility and change the design. Then he left the room. At that moment, I rose in stature—both in the eyes of my colleagues and within myself.
When faced with difficult conversations, how you present yourself can make all the difference in whether or not your position is heard or dismissed. Confidence and composure can dictate the outcome, no matter how intimidating the situation. Here are key strategies to keep in mind when advocating for change in a high-pressure environment:
Key Takeaways:
Build a solid business case – Present facts and figures, not just opinions.
Lead with the bottom line – What’s in it for them? What’s at stake for the business?
Stand up—literally. Shifting your posture can boost confidence in a meeting or on a call.
Be transparent – Articulate your point succinctly.
Be concise – Avoid unnecessary details; get to the point.
Be respectful – Confidence does not require aggression.
Ground yourself when you’re having intense conversations. Standing up, both physically and figuratively, can transform how others perceive your leadership and how you perceive yourself.
