Recently, an executive client of mine shared a scenario that will feel familiar to some.

His CEO was coaching him for an important client presentation. The CEO had scripted the entire presentation.

He then delivered it himself – demonstrating exactly how he wanted it done.

Then came the instruction:

“Do it how I did it. Word for word. Mimic me.

Not just the content.

The tone. The cadence. The delivery.”

Why This Is a Problem

My client was frustrated, and rightly so.

He knew his delivery would come across as forced and inauthentic.

Others in the team knew it too. And this wasn’t theoretical.

They had seen it before. Presentations delivered in the CEO’s “voice” that landed poorly with clients.

Because when delivery is borrowed, not owned, it shows.

The Leadership Tension

There’s a tension here that many leaders don’t fully appreciate:

• Clarity matters: leaders want their message delivered precisely

• Authenticity matters: audiences respond to what feels real

When leaders over-index on control, they often undermine the very outcome they want.

So What Do You Do?

I didn’t have a perfect answer in the moment.

Because the truth is:

Some CEOs won’t change. And some environments reward compliance over effectiveness.

Still, there are ways to handle this more intelligently.

1. Create Space Before You Challenge

Don’t launch straight into disagreement.

Ask for permission to share your perspective.

“I’d value five minutes to share a perspective on the presentation approach and get your thoughts. Is now a good time?”

This does two things:

• Signals respect

• Gives the leader time to prepare for a different view

2. Make the Case About Outcomes, Not Preference

Avoid: “This doesn’t feel natural to me.”

Instead anchor to impact:

“When I deliver in my own voice, the message tends to land more clearly and credibly with clients. My concern is that a fully scripted delivery may come across as less authentic.”

You’re not rejecting the message. You’re protecting the outcome.

3. Offer a Middle Ground

This is often where the breakthrough happens.

Instead of:

• Full compliance

• Full resistance

Propose:

“What if I stay close to your structure and key phrases, but deliver it in my own words so it lands more naturally?”

You preserve intent while reclaiming ownership.

4. Be Pleasantly Persistent

Don’t expect immediate agreement.

If needed, come back with evidence:

“I’ve thought more about this and tested a version. Could I run it past you and get your reaction?”

Change often requires more than one conversation.

The Hard Truth

Some leaders won’t adjust.

And as Jeffrey Pfeffer points out in Leadership BS:

• Leaders can behave poorly and still succeed

• Aggressive or controlling behaviour is sometimes rewarded

Which means:

You won’t always “win” these conversations.

Own the Conversation

But you still have a choice. To stay silent. Or to engage thoughtfully. To comply. Or to influence.

What difficult conversation are you currently avoiding with a senior leader?

In the next seven days, take one step toward it.

Not perfectly. But deliberately.