Earlier quoted context omitted.
> I believe that one of the most underappreciated skills in business is the ability to string a coherent narrative together. I attend many meetings with extremely-talented engineers who are incapable of presenting their arguments in a manner that others (both technical and non-technical) can follow them. Yes, but the arguments they need to present are not necessarily the ones they used to convince themselves, or thei…
To give a brief example of this -- a college asked why an exec had listened to my argument but not theirs recently, despite "saying the same thing". I explained that my argument contained actual impacts: actual delays, actual costs, an actual timeline when the impact would occur -- rather than nebulous "there will be problems". Everyone comes to execs with hypothetical problems that all sound like people dressing up…
Developing software is very different and many nontechnical execs still refuse to understand it, so the clever engineers learn to make up numbers because that makes them look good.
Realistically, you simply come across as more competent and the exec compressed all that talk about the details into "this guy is quite serious about not recommending going this way - whatever their true reason and gut feel, it's probably okay to go their way, they are a good asset in the company, I trust that someone who can talk like this is able to steer things to success". And the other guy was "this guy seems to actively hide his true reasons, and is kind of vague and unconfident, perhaps lazy or a general debbie downer, I see no reason to defer to him."