7 Sentences That Make You Sound Like a Leader in English
Boardroom-ready language for Latin American executives
Junior professionals explain what they do.
Senior professionals frame what happens next.
Leadership isn't about having all the answers—it's about how you structure your sentences. These seven patterns come from real executive conversations and can be adapted to any business situation. Master these, and you'll sound like someone who makes decisions, not someone waiting for them.
"Based on [X], I recommend we [Y]."
Based on the Q3 results, I recommend we reallocate 20% of the marketing budget to direct sales.
The Strategy
You demonstrate data-driven thinking and take ownership of the recommendation. The structure shows you've analyzed the situation and reached a conclusion.
Making recommendations, presenting analysis, proposing changes
The Script
Maybe we should consider possibly looking at...
Too many qualifiers weaken your authority.
Pause briefly before "I recommend"—this signals you've given this serious thought. Keep your voice steady and matter-of-fact, not tentative.
- • Based on [X], the best path forward is [Y].
- • Given [X], we should [Y].
- • Based on what we're seeing with [X], here's what I propose: [Y].
"Let's align on [X] before we move to [Y]."
Let's align on the core features before we discuss pricing models.
The Strategy
You're guiding the conversation's structure without being directive. "Let's" includes everyone while you control the agenda.
Meetings getting off track, when people skip important steps, scope discussions
The Script
Wait, we need to talk about X first.
Sounds reactive and controlling.
Use "align on" instead of "agree on"—it's more collaborative and less confrontational. Your tone should be facilitating, not commanding.
- • Before we discuss [Y], let's make sure we're aligned on [X].
- • I want to ensure we're aligned on [X] before moving forward with [Y].
- • Let's lock down [X], then we can address [Y].
"Here's what I'm hearing: [brief summary]. Is that accurate?"
Here's what I'm hearing: You need the system live by Q1, but you're flexible on which features launch first. Is that accurate?
The Strategy
You demonstrate active listening while maintaining control. Summarizing shows you understand the big picture, and asking for confirmation positions you as the one validating understanding.
Complex discussions, conflicting requirements, before committing resources
The Script
So you're saying...
Too passive—sounds like you're just repeating, not synthesizing.
Your summary should be shorter and clearer than what they said. End with a slight upward inflection on "accurate?" to invite confirmation without sounding uncertain.
- • Let me make sure I understand: [summary]. Do I have that right?
- • If I'm hearing you correctly: [summary]. Yes?
- • So the core issue is: [summary]. Is that fair?
"The tradeoff is [X] vs [Y]. I believe [Y] is worth it because [Z]."
The tradeoff is speed vs customization. I believe speed is worth it because we need to test market fit before building custom features.
The Strategy
You acknowledge complexity while providing clear direction. This shows strategic thinking—you understand there's no perfect solution, but you can prioritize.
Budget decisions, timeline discussions, resource allocation, when clients want everything
The Script
Well, we could do either one...
Indecisive—makes you sound uncertain.
State both options neutrally, then use "I believe" with conviction. The "because" is critical—it shows your reasoning is sound.
- • We can optimize for [X] or [Y]. Given [context], I'd prioritize [Y].
- • The real question is [X] or [Y]. My recommendation is [Y] because [Z].
- • This comes down to [X] vs [Y]. [Y] makes more sense given [Z].
"I'll own [X], and I need [Y] from you by [Z]."
I'll own the technical architecture, and I need the final feature list from you by Friday.
The Strategy
You define accountability clearly—what you're responsible for and what you need from others. This prevents confusion and establishes you as someone who manages execution.
Delegating work, project kickoffs, clarifying responsibilities
The Script
Can you maybe get me the feature list sometime soon?
Vague and weak.
"I'll own" is more powerful than "I'll handle" or "I'll do." Be specific about deadlines—"by Friday" beats "soon."
- • I'm taking responsibility for [X]. To make that happen, I'll need [Y] from you by [Z].
- • I'll handle [X]. On your end, I need [Y] by [Z].
- • My commitment is [X]. What I need from the team is [Y] by [Z].
"That's not feasible, but here's what is: [alternative]."
Launching all features by Q1 isn't feasible, but here's what is: core functionality by Q1, advanced features in Q2.
The Strategy
You say no without just being negative. You acknowledge the request, explain why it won't work, and immediately offer a path forward.
Unrealistic requests, scope creep, timeline pressure, budget constraints
The Script
No, we can't do that.
Sounds like you're not solution-oriented.
Keep your tone matter-of-fact, not apologetic. The key is the immediate pivot to "but here's what is"—don't let silence sit after saying no.
- • [X] isn't realistic given [constraint], but we can accomplish [Y].
- • I can't commit to [X], but I can deliver [Y].
- • That won't work because [reason]. What we can do is [alternative].
"Going forward, we'll [X] to prevent [Y]."
Going forward, we'll require sign-off on scope changes to prevent timeline delays.
The Strategy
You're implementing a solution, not just identifying a problem. "Going forward" signals you're taking action without dwelling on past mistakes.
After mistakes, process improvements, preventing recurring issues
The Script
Maybe we should try to avoid this next time.
Too vague and tentative.
Use "we'll" with confidence—this is a decision, not a suggestion. "To prevent" connects the action to a clear benefit.
- • Moving forward, the process is [X] to avoid [Y].
- • To prevent [Y] from happening again, we're implementing [X].
- • The new approach is [X], which eliminates [Y].
Robert Cushman
I help Latin American tech professionals communicate with executive-level confidence so they can close bigger contracts, command premium rates, and advance their international careers.
After coaching 200+ professionals from Smarttie, Grupo Kopar, Terramar Brands, and Sourceability, I know that what separates good from great in high-pressure meetings isn't vocabulary—it's leadership communication.