“I will keep repeating that this program is a powerful tool in your hands, and I can’t stress enough how much of a difference it can make for you. You might think I’m pushing you to go ahead with this just to sell the program… and you’re right, that’s exactly what I’m doing!”
Those were my exact words during a call earlier today with the COO and CBO of a valued client—a company with several decades of experience in the professional services industry.
Some time ago, my team designed and delivered an interactive program for the senior leaders of their global offices during their Annual General Meeting in Nicosia. The goal of the program was clear: to effectively communicate the organisation’s core values, help align the group for the future, and empower the senior leaders to become ambassadors of these values.
Based on the feedback we received, the program was a success. That’s why I’ve been recommending that the leadership roll out a similar program—tailored to audience, culture, and local needs—across all of their offices worldwide.
It took several meetings, Zoom calls across different time zones, and many emails to engineer a plan that would: (a) convince local leaders of the program’s value from a cost-benefit perspective, (b) ensure that key messages were delivered in a safe training environment while respecting local cultural sensitivities, and (c) address concerns about the cost of designing, delivering, and traveling to offices in far-flung corners of the world.
Today, we resumed talks, and I reiterated how passionate and confident I am about the impact this program can have in helping them achieve fundamental objectives—culture integration, multi-jurisdictional alignment, team building across offices, and addressing key pain points.
After a passionate, goal-oriented discussion, we agreed to start the project in the Athens office.
Was I persistent and even a bit pushy?
Yes. But often, not being “pushy” enough—or being too soft—can be perceived as lacking confidence or conviction in what you’re offering.
So, what do you think, dear reader?
To what extent should we be bold and persistent when selling a service we believe in?
Philippos