Stop me if this sounds familiar.
You craft a marketing strategy that checks all the boxes: Bold, data-driven and designed to actually achieve the crazy results the broader executive team wants.
The team loves it. You can already see the impact it will have. You’re cheesin’ while you see it.
Then you pitch it…
And just like that, the highest-paid voice in the room dismisses it without a second thought. Not because it’s a bad idea. But because it’s different.
Great ideas don’t always win. Safe ideas do.
And when those safe ideas fail, executives rarely take the heat. The team does — the very people who knew better.
How do you change that? How do you get leadership to hear good ideas and support them — even when they challenge the status quo?
The one that got away
When I worked for a large automotive company, I built what I still believe was the perfect campaign for a brand-new vehicle launch. The strategy was simple: erase all branding from the car and push the question — “What car is this?!” — through billboards, commercials and digital ads. We’d drive FOMO and curiosity, making consumers guess which brand the car belonged to. I even bought the landing domain whatcaristhis.com.
We had already tested this in focus groups. People assumed it was a luxury brand when, in reality, it wasn’t. We knew we could tap into consumer perception data to build intrigue, increase perceived value and drive massive attention leading up to the big reveal.
Everyone loved the idea—the marketing team, other departments—the momentum was there. Then, I pitched it to my boss.
The second I finished, my boss — just two levels under the CMO — shut it down immediately.
No discussion. No debate. Just “No, that’s too ambitious.”
We had the budget, the data and the creative energy to pull this off. However, the idea was too different from what leadership was used to, so it never had a chance.
I still think about how incredible that campaign could have been. And if I had approached the pitch differently, I might have gotten the buy-in I needed.
Dig deeper: How to secure leadership buy-in for digital marketing initiatives
Why good ideas die in conference rooms
Decisions are often made based on who is speaking, not on the strength of the idea itself. If leadership has a vision in their heads, anything that challenges it feels like a threat — even if it’s backed by data.
Fear of change
Executives aren’t rewarded for taking risks. Executives are rewarded for avoiding failure. It’s frustrating, but that’s how it works. Instead of betting on something new, they default to what feels safe.
The ‘we’ve always done it this way’ problem
If an idea doesn’t fit into the mold of past campaigns, it’s easier to reject it than to explore its potential.
Lack of personal accountability
If leadership-approved messaging flops, the team takes the blame. If it works, leadership takes the credit. This removes the incentive for executives to take risks on anything unfamiliar. Again, whether you like it or not, it’s just a fact. For the record, I do not like it one bit.
How to get leadership to say yes to ideas that work
You already have a gut-wrenching conviction of what works. You’ve invested time, gathered data and built a better strategy than the safe, watered-down alternative. But none of that matters if you can’t get leadership to support it.
The ideal outcome stems from having a great idea. However, the real goal is to make that idea undeniable to those who control the budget and final approval. Here’s how you can do it.
1. Sell the idea before you pitch it
The worst way to introduce a new idea is by blind-siding leadership in a meeting. Suppose executives aren’t warmed up to the concept beforehand. In that case, their first reaction will be skepticism, not curiosity, especially if they have an ego problem and view you only by your title.
Start planting the seed early instead of walking in and unveiling a fully formed strategy. I’ll use examples of what I wish I had done years ago.
- Socialize the core insight before the pitch: Instead of leading with your idea, introduce the data that supports it in casual discussions. “We’ve been looking at some interesting trends in consumer perception. People actually think this car is a luxury brand. Could be something worth leaning into more purposefully.”
- Gauge reactions: If leadership pushes back early, that’s a signal to refine how you frame the pitch. If they’re intrigued, you already have their attention before the ‘game-day’ meeting even happens.
- Find subtle ways to reinforce the idea: Don’t be like me and hide it until the grand reveal. Mention it in emails, offhand comments or team discussions leading up to the pitch. When you formally present it, it won’t feel like a radical proposal.
2. Frame it the right way
Executives approve what feels strategic and safe, not what feels new and different for the sake of it.
- Lead with business outcomes, not creative execution. “We’ve found that consumers already see this car as a luxury brand. If we tap into that perception, we can increase our perceived value and create more excitement before we launch.”
- Make it about risk reduction: Show them why ignoring the idea is riskier than trying it. Classic FOMO play.
- Show how this aligns with ‘their’ (key part) past wins: Reference as many previous strategies that worked to make the new idea feel familiar and more aligned with things they’ve already experienced wins from.
Dig deeper: 5 steps to marketing innovation with creative problem-solving
3. Make executives feel like it was their idea
This is so much harder than you’ll ever think, but it’s usually the only way to see your idea come to fruition. People fight against ideas they feel are being forced onto them, but they support ideas they think they have a hand in shaping.
- Ask leading questions that guide them toward the thinking you need. (Hello, Chris Voss!)“Our data shows that most people think this car is a luxury brand. How do we take advantage of that perception before launch?”
- Let them connect the dots: The goal is for them to say your idea out loud before you do. If you’re looking for an ego stroke, then your priorities are in the wrong place. You need to be looking to achieve the team win and humility is the path to success.
- Validate their input: If they repeat something close to your idea, reinforce it like it’s the coolest thing you’ve seen since being employed there.
4. Position it as a low-risk test
A huge campaign or idea can come across as high risk. A small test pilot, however, sounds more reasonable. It may not be what you dreamt of, but it could be the path toward realizing the dream.
- Frame it as a test, not a full-scale campaign: “Let’s test this approach in two key markets first. If the data is strong, we can scale up. We can partner with our top-performing dealers to help with distribution.”
- Show them a clear path to making adjustments.
- Have a backup plan: Give them an easy way out if they’re on the fence so you don’t quickly become the problem.
5. Build support before the meeting
If leadership is hearing an idea for the first time in a pitch, you’ve already lost half the battle. Anyone who’s worked with me knows I love to throw the box out the window before I start thinking, but this is the only path toward the outcome you want.
- Get key team members on board early: If you can get even one influential person to vouch for the idea, the room will feel very different when presented.
- Use pre-meetings to build alignment: If leadership has heard part of the idea before the official meeting, they’ll be more receptive.
- Find someone leadership trusts to endorse the idea.
Dig deeper: 5 secrets to cross-functional collaboration in marketing
Final thoughts
Having the best idea isn’t enough. You must ensure the right people see its value before it reaches the pitch stage. You may be in marketing, but you’re always in sales. It’s too late to convince leadership by the time the meeting starts.
The people who win these battles don’t push harder, either. They push smarter and play the game. They read the room, frame ideas in ways leadership already understands and set the stage for success long before the conversation happens.
If you want leadership to back ideas that work, meet them where they are, but lead them where they need to go. It won’t be easy, but I can promise you it will feel better seeing your idea in action than only seeing it in your head.
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