> don’t talk like an engineer, talk like a leader one thing that's important to remember in general is to stay on topic. an executive won't care to a certain e

> don’t talk like an engineer, talk like a leader one thing that's important to remember in general is to stay on topic. an executive won't care to a certain extent about the technology choices or the day to day work. figure out his goals within the company and only bring to attention topics that can actually impact those, those might be technical of course but most likely than not they will be about people and resources scheduling, deadlines met and missed or possibilities for raising the team efficiency and other cost savings that might impact the bottom line. if you bring up a major technical point it must be something that actually impact the company strategy, otherwise if it's within your responsibility to call the shots, then call the shots. for example we are going to change our multi-tenant strategy, now that I had to bring up for consideration because it impacts the running cost per client, each client cost per scalability unit and has wide effects on how we package, deliver and deploy each client customization projects that's on top of our products offering; still you talk about how all of this would enable independence between each other delivery team and what you lose in term of increased costs for parallel development, not about the technicalities of the task per se, that's what you talk with your team, albeit if you want an happy team you let them figure out from a very accurately described problem statement, because that what engineers like to do. you don't need to drop the engineering lens. you just need to stay on topic and focus on talking about what's important to your other conversation party, and that doesn't just apply to management and it's not "talk like a leader" per se.