What Leaders Really Want to Know During Project Implementation

What Leaders Really Want to Know During Project Implementation 

When a change initiative moves from planning to implementation, leaders often seem disengaged—or, at least, disinterested in the details that consume the project team. But that’s not because they don’t care. It’s because what leaders really want to know is simple: 

👉 Is the change on time? On budget? And will it deliver what we promised? 

They don’t want to see spreadsheets full of metrics. They don’t want to listen to the noise of team frustration. And they certainly don’t want a lecture on how they’re not playing their role in communicating expectations. What they do want is clarity, risk visibility, and confidence that progress is being made. 

Or, as we like to say—remember the radio station everyone listens to: WII-FM—“What’s In It For Me.” 

Leaders interpret progress through their own lens: impact on cost, schedule, and business outcomes. The sooner we communicate in that language, the sooner we earn their attention and support. 

A Real-World Example: When Data Got Leadership’s Attention 

In one change project, our team was integrating an acquired company’s employees into the parent organization’s Microsoft 365 environment. The transition had to be completed before the end of September—otherwise, the acquiring company would be billed for another full year of licenses, a substantial expense. 

Weekly reports showed that the IT department was transitioning employees at a steady pace—but not fast enough. When we plotted the throughput numbers against the deadline, the data told a compelling story: at the current rate, the project would miss the deadline by several weeks. The bottleneck wasn’t resistance—it was capacity. 

When leadership saw this data, presented clearly and visually, they immediately acted. Additional resources were allocated, priorities were reshuffled, and the risk was mitigated. No emotional appeals. No long reports. Just facts and context that connected directly to their priorities. 

The Power of Data + Story 

The lesson? Leaders don’t react to noise; they respond to evidence. 

To capture their attention and sustain their support, combine quantitative and qualitative insights: 

When paired, these two forms of intelligence tell a complete story: the what (data) and the so what (human impact). 

Charts, dashboards, and visuals translate complex data into accessible insights. Real stories give that data meaning. Together, they allow leaders to make informed, confident decisions—fast. 

Practical Ways to Paint the Picture 

To keep leadership tuned into the right information, focus on meaningful visibility rather than exhaustive detail: 

• Use heat maps to show where adoption or readiness risks are highest. 

• Display progress dashboards that track both change milestones and business outcomes. 

• Translate impacts into business terms: “This delay could cost X dollars or postpone delivery by Y weeks.” 

• Pair visuals with short narratives: A one-sentence “headline” for each data point helps leadership grasp the takeaway instantly. 

• Highlight solutions, not symptoms: Replace “We’re behind” with “Here’s what we need to stay on track.” 

The LaMarsh Global Perspective 

At LaMarsh Global, we coach change practitioners to balance empathy with evidence. Leaders don’t need more reports—they need insights that reveal the risk of inaction and the path to success. 

Our Managed Change™ methodology equips practitioners to blend the art of storytelling with the discipline of measurement—communicating in ways that resonate with both hearts and minds. 

If you want to strengthen your ability to engage leaders with data-driven insight and people-centered storytelling, join our next Managed Change™ Workshop. 
👉 Learn more at www.lamarsh.com/workshops 

In Summary 

Leaders don’t want noise—they want navigation. 

Show them where you are, where the risks lie, and what support is needed to move forward. 

When you communicate through data and story, leaders stop tuning out—and start leaning in.