It’s surprising how many technical specialists believe their presentation to senior leaders will tip the decision one way or another. The truth is that most high-stakes decisions are worked out in advance, and the open presentation is often more “window dressing” than a defining moment. That’s not necessarily bad news. It means there’s usually less pressure than we imagine, and that the real work happens long before the meeting begins.

Some Good Reasons Board Decisions Are Pre-Planned

Complex and uncertain issues take months or even years to unfold. They're discussed repeatedly across multiple meetings and informal conversations. Boards rely on a small circle of trusted gatekeepers, and by the time the official vote occurs, most members already know how they'll decide. Making sure behind-the-scenes work is done and that everyone is on the same page is a natural part of how experienced leaders manage risk and continuity.

Some Not-So-Good Reasons

Of course, not every reason is positive. Technical professionals often advocate behind the scenes for their own perspective rather than helping the broader team make the best call. Senior managers often focus on protecting their division’s interests rather than the organization as a whole.

For boards and commissions, presentations can become “checkbox” moments designed to avoid embarrassment or controversy rather than to engage in real debate. And elected officials are sometimes subject matter experts with deep insight, but many others simply believe they know more than their staff or advisors.

Don’t Sweat That the Decision Has Been Made

The takeaway? Don’t lose sleep over advocating for big decisions; they're usually predetermined. You won’t change that reality at the podium. Instead, invest time in understanding how the political and organizational winds are blowing before you present. Be true to the data and know what questions are likely to be asked. That preparation—not persuasion in the moment—is what separates professionals who communicate with FINESSE.

JD Solomon writes and speaks on decision-making, reliability, and communication for leaders and technical professionals. His work connects technical disciplines with human understanding to help people make better decisions and build stronger systems. Learn more at www.jdsolomonsolutions.com and www.communicatingwithfinesse.com.

The elements of the FINESSE fishbone diagram® are Frame, Illustrate, Noise reduction, Empathy, Structure, Synergy, and Ethics.