When we work with CEOs to prepare for a company’s strategic planning session, we ask them to create a presentation that articulates their vision and priorities for the upcoming cycle. A question we often hear is:
“Why should I present my views at the start of the planning session? Won’t that inhibit the creativity and alignment of my senior team?”
It’s a great question—and yes, at first glance, this practice may seem counterintuitive. But we hold a strong position on this: it’s the CEO’s job to set direction.
The CEO is uniquely positioned to see the full landscape—both internally and externally—and to distinguish the signal from the noise. A strong CEO brings a high-level, relevant point of view that frames the discussion and inspires focus. In fact, the best leadership teams not only expect this—they appreciate it.
Senior leaders already assume their CEO has a perspective. Keeping it hidden only fosters uncertainty. In contrast, clear, transparent communication provides insight and builds trust. After these CEO presentations, we routinely ask teams whether they found them helpful or limiting. They always thank us for encouraging the practice.
Effective executives want clarity. They want to know what’s non-negotiable and what’s open for discussion. They want to understand the goals. When boundaries are clear and the team is inspired, the planning session becomes dramatically more productive. Hidden agendas, on the other hand, breed hesitation and confusion, and often lead to revisiting decisions that were already hard-won.
The positioning—both in words and in approach—of the CEO’s presentation is critical to the success of the planning process. It’s intended as a stake in the sand, which signals it can (and should) be moved around by the rest of the members of the strategy team. We often see teams align with about 80% of the CEO’s initial vision—but it’s the remaining 20% that’s essential for true alignment. This approach emphasizes clarity and structure from the outset, allowing teams to move efficiently from kickoff to action—without wasting time figuring things out in the room.
1. Do the Prep Work. Good strategy sessions require preparation from everyone—including the CEO. The CEO presentation serves as a forcing function: it demands clarity on priorities, challenges, and aspirations. A skilled strategic facilitator can support this process, helping the CEO refine their message and organizing input from the rest of the team. The result is a strong starting point—a “strawman” draft that focuses the session and saves valuable meeting time.
2. Set the Right Tone. A well-framed presentation might sound like this:
“Here’s my point of view. I feel strongly about these elements, I’m open on these others, and I welcome your input here.”
This tone is grounded, transparent, and respectful. It signals that the CEO takes their role seriously and values the team’s contributions.
3. Follow Through with Integrity. If you say you’re open to input, be open. If something is non-negotiable, be clear. Avoid being so collaborative that you seem indecisive—or so directive that you seem closed off. The best CEOs strike a thoughtful balance. They know that effective leadership requires both strength and humility.
The CEO presentation is not a formality. It’s a strategic move that sets the stage, minimizes confusion, and energizes the team. When done well, it becomes a cornerstone of the planning process.
Take the time to craft it carefully. With the guidance of a skilled facilitator, you’ll bring your best thinking forward—and once your vision is clearly shared, you’ll be able to step fully into collaboration with your team.
These insights are drawn from the Strategic Ascent system, which helps CEOs and leadership teams build alignment through a structured planning process that leads to action—and ownership.
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