Big Picture Thinking: How to Engage Executives Using Completed Staff Work

Tired of walking into executive meetings only to leave with more questions than answers? Here’s how to break that cycle and start offering solutions that get decisions made, using the principles of completed staff work. By mastering this method, you’ll position yourself as someone who brings high-level, actionable recommendations to the table, helping executives focus on what they do best: making big decisions.

What is Completed Staff Work?

Completed staff work is a strategic method used in military and business settings where, instead of presenting a problem for decision-makers to solve, you offer a fully thought-out solution. The expectation is that you’ve already done the analysis, weighed the options, and now you’re seeking the executive’s decision—not their help in figuring it out.

This concept ensures that when you bring something to the executive’s attention, you’re presenting a solution, not a problem. Here’s how you can apply this mindset in your next executive conversation.

What do Executives Want

Executives are outcome-oriented. To engage them effectively, start your conversation by framing the big picture and connecting it to the company’s strategic goals.

. Start with the Objective: Frame the Big Picture

Executives are outcome-oriented. To engage them effectively, start your conversation by framing the big picture and connecting it to the company’s strategic goals.

Instead of saying, “We have an operational bottleneck,” try something like this:

“Our goal is to improve operational efficiency by 15%, which directly supports our strategy to increase market share in the next quarter.”

This immediately shifts the focus from the problem to the desired outcome, setting a strategic tone for the discussion. The executive can now focus on the result you’re trying to achieve rather than getting bogged down in details.

2. Present Recommendations, Not Problems

One of the key principles of completed staff work is that you don’t come to the executive with a problem—they expect you to bring a solution. Your recommendation should be well-thought-out, and you should have considered multiple options before presenting the best one.

For example:

“I recommend option A, which reduces operating costs by 10% while maintaining service quality. I’ve also evaluated two alternative options, but A strikes the best balance between risk and reward.”

Here’s a quick way to frame your recommendations:

• Option A: Reduces operating costs by 10% with minimal risk.

• Option B: Higher risk, but potential for greater reward.

• Option C: Minimal upfront cost, but slower to implement.

This approach shows that you’ve already done the legwork. You’ve presented alternatives, but more importantly, you’ve framed the conversation for a decision.

How could you apply this in your next meeting? Start thinking about how you can walk in with well-considered options rather than raw issues.

3. Keep the Conversation Strategic

Executives operate at a high level, so your conversation should, too. Focus on the strategic fit of your recommendation rather than overwhelming them with granular details. Completed staff work assumes that you’ve already done the deep dive into specifics—what the executive needs to hear is how your recommendation aligns with the company’s long-term objectives.

For instance:

“By streamlining operations, we can improve profitability by 15% and increase our ability to scale efficiently.”

Notice that you’re keeping the conversation focused on outcomes like profitability and scalability—key drivers that matter to executives. The focus remains on the larger impact, not on the technical details.

Think about it: Have you recently delivered too much detail in a meeting? How could you refocus that conversation around outcomes next time?

4. Structure and Clarity Are Essential

When engaging with an executive, clarity is everything. Your recommendation should be front and center, and your supporting details should be concise and easy to follow. Keep it simple, use straightforward language, and avoid jargon or overly technical explanations.

For example:

“This solution will save us $2 million annually, enhance customer satisfaction, and align with our long-term strategy to scale operations.”

By keeping your message clear and to the point, you ensure that your recommendation remains top of mind for the executive. Simplicity sells.

What’s the most complex proposal you’ve had to present? How could simplifying it lead to quicker decisions?

5. Anticipate and Address Executive Concerns

Part of completed staff work is thinking ahead—anticipating the questions or concerns an executive might have and addressing them proactively. Executives are primarily concerned with the impact on profitability, scalability, and long-term strategy. Acknowledge any potential trade-offs or risks upfront.

For instance:

“While there’s an upfront cost to implementing this solution, it will result in a 20% increase in operational efficiency within 12 months, positioning us well for future expansion.”

By acknowledging potential challenges but framing them within a broader strategic benefit, you’re showing that you’ve thought through both the risks and the rewards. Prepare to handle objections before they arise—this shows foresight and professionalism.

6. Consider the Emotional Dynamics

Beyond the facts and figures, emotional intelligence plays a big role in executive communication. Executives are busy, and their priorities shift constantly, so be mindful of their time and current concerns. If they’re pressed for time, get to the point quickly and allow space for them to ask questions.

For example:

“In brief, I recommend moving forward with option A because it aligns with our Q4 objectives and delivers immediate cost savings.”

Additionally, pay attention to body language and tone—are they engaged, or do they seem distracted? If they’re pressed for time, focusing on the bottom line and being succinct can help your recommendations land more effectively.

7. Drive the Conversation to a Decision

Ultimately, the goal of completed staff work is to lead the executive to a decision. Once you’ve presented your recommendation and its strategic context, be direct about asking for a decision.

“Given the analysis and its alignment with our strategic goals, do you agree with implementing option A?”

This keeps the conversation action-oriented and ensures that it ends with a clear outcome, moving the decision-making process forward.

How often do you conclude meetings without a clear decision?

Reflect on how you can use this method to push for more decisive outcomes.

Conclusion

Applying the principles of completed staff work demonstrates that you’ve done the thinking, analyzed the data, and provided solutions that align with the company’s big-picture objectives. Executives want to make decisions—not solve problems. If you can guide the conversation toward actionable solutions and frame your recommendations strategically, you’ll find your executive conversations are not only more productive but also far more impactful.