【本田CR-V赤霞红外观图片】本田CR-V

Here’s the hard truth I’ve learned from years of coaching C-suite leaders:?

There’s a world of difference between reporting on performance and strategically influencing what those reports mean.

Too many CFOs and COOs sit at the board table with spreadsheets and dashboards, thinking that data will speak for itself.

It doesn't.

Boards don’t just need to see what's happening in operations or finance—they need to understand how your people, processes, and resources are driving (or derailing) strategic goals.

Your role isn’t just to reflect performance. It’s to interpret it.

That’s where real influence begins.

One of my clients, a high-performing COO, was revered internally for her precision and efficiency. Her numbers were flawless. Her performance reviews were impeccable.?

But at board meetings, her voice was barely registered.

She came to me frustrated: “I know this business inside and out—but I don’t feel like I’m part of the strategic conversation.”

Through our coaching, we pinpointed the gap: She was sharing results, but not relevance.

Together, we reframed her approach. Instead of walking into the room with a results update, she walked in with a strategic insight:

“Here’s what our operational performance tells us about how our investments in people and systems are tracking against our growth strategy.”

In other words, she didn’t just report outcomes.

She connected the dots. She told a story. She made the data mean something.

The transformation was instant. She wasn’t just “updating the board” anymore.

She was influencing direction.

So, if you’re a COO or CFO looking to grow your strategic voice with the board, here’s where to begin:

1. Translate Operational Visibility Into Strategic Meaning

Use your unique lens on operations or finance to speak to enterprise priorities. Don’t just report what is—connect it to where you’re headed.

2. Lead With Interpretation, Not Just Information

Frame your reports with a point of view: “Here’s what we believe this means for our strategic focus.” Boards are listening for insight—not summaries.

3. Invite Conversation, Not Just Conclusion

Instead of ending with a slide, end with a question:

“What implications does this raise for our growth bets this quarter?”

“Where might we be overinvesting relative to strategic return?”

Remember: Strategy isn’t just in the numbers. It’s in the narrative you build around them.

The executives who lead with influence don’t just present data—they shape direction, spark discussion, and become trusted thought partners.

So let me ask you:

Are you presenting reports or leading strategic conversations?

If you're ready to elevate your influence in the boardroom, let’s talk. This shift could change everything.