10 Tips for Making a what youve presented before being asked to - PDF document

Fundamentals // Presentations to C-level executives are renowned for their high visibility, reputation to make or break a career, and ability to create nerve-wracking anticipation. Executive- suite audiences have a short attention span, a “show-me” attitude, and no problem interrupting your carefully crafted words. Learning professionals must be prepared to deliver presentations uniquely tailored to this audience’s characteristics and needs. In my presentation skills training work, C-level executives tell me that, too often, presentations do not persuade them for three key reasons. Presenters • provide too much detail • don’t link to corporate objectives • can’t answer challenging questions. As a result of inadequate presentations, trainers can damage their professional credibility, their department’s reputation, and ultimately, the business goals at stake. So how do you deliver a senior- level presentation and keep your composure, confidence, and career intact? Here are 10 tips for making your C-level presentations outstanding. 1| Analyze your audience Know how the people in your audi- ence like to receive information. Does Speaking Up: the CFO, for example, need time to analyze the financial implications of 10 Tips for Making a what you’ve presented before being asked to make a decision? Does the CEO prefer to see an agenda before C-Level Presentation the presentation? Uncover this information by analyz- ing previous presentations you’ve made to this audience or by asking for insight What do bungee jumping and presenting to C-level from colleagues who have presented executives have in common? Both typically strike fear to them. Understanding C-level needs helps you to structure your presenta- into the hearts of the people daring to attempt them. tion to address them and minimizes By Kathy Reiffenstein unpleasant surprises. May 2010 | T+D | 33 Photo by Veer

Fundamentals // 2| Link to C-level challenges knowledge about how your audience I want to now cover the final two benefits and overarching business issues prefers to receive information, you will of this proposal so that you will have all of Every audience, no matter how senior, have to experiment with this balance the information you need to make a deci- asks the “What’s in it for me?” questions: between concepts and details. sion,” or, “We’ve generated some great Why should I listen? What benefit will I ideas here. I’d like to use that last point as It is far better to get from this presentation versus all of a springboard to tell you about the next allow the audience the other things I need to do right now? phase of the implementation.” Use transi- Clearly show how your message is rel- to interrupt you and tional statements such as these as bridges evant to issues the audience is focused between what’s been discussed and the discuss something on, be it corporate strategy, profitabil- next point in your presentation. in your presentation ity, revenue, or ROI. Don’t leave it up to 7| Anticipate tough questions them to figure this out. Demonstrate the that interests them business links through specific state- Difficult questions can be a huge land- than to stick rigidly ments, examples, and metaphors. mine in senior-level presentations to your script. If you because most presenters don’t spend 3| Start with conclusions have sparked a lively adequate time preparing for them. When C-level audiences are results focused. you are preparing your presentation, discussion, your Start with the conclusions of your presen- write down every question you can think audience is engaged. tation, and then support those conclu- of that might be asked. Look at your ma- sions with the necessary details and facts. terial through the executives’ eyes: 5| Beware of too many slides • What might not be clear? For example, begin your presenta- • What might she disagree with? tion with the following information: Keep slides to a minimum, keep them • What are his hot buttons? “Approximately 50 percent of our busi- clean and simple, and use them only ness currently comes through referrals where they can add value or further ex- Play devil’s advocate. What might be from existing customers. The referral plain what you are saying. Favor charts the arguments on the other side of the training and tracking program I am rec- and graphics more than bullet points. issue? Then, prepare your responses. ommending will increase that number You want the audience focused on When faced with challenging questions to 70 percent and increase our revenue you—your expertise and your passion— or opposing points of view during the by $500,000 annually. The benefits will not the screen. presentation, you’ll be ready. include a greater number of prospects The following techniques are useful 6| Expect and for the salesforce and higher customer in handling questions: welcome interruptions • Redirect. It may be perfectly satisfaction scores. Let me show you how this will work.” When you are interrupted, either you’ve appropriate to ask if someone You’ve told your audience the bottom sparked an idea that the audience in the audience would like to line, clarified their expectations, and wants to talk about, or you’ve confused comment on what’s been asked. • Rephrase or confirm. Ensure that outlined briefly the benefits they can them and they are seeking clarification. expect. Now you can proceed to sup- Strive for the former. you have understood the question port your recommendations with more Be attentive to your audience to correctly and are therefore detail, linking back to the conclusion as determine what they want to pursue providing the correct answer. For you move through the presentation. further, and when. It is far better to example, clarify by saying, “So what allow the audience to interrupt you I hear you asking is…” 4| Beware of too much detail • Resist the fear of saying “I don’t and discuss something in your pre- know.” You will get far more Senior-level executives think more sentation that interests them than to strategically than operationally. When stick rigidly to your script. If you have respect by admitting that you don’t considering a topic, they want to un- sparked a lively discussion, your audi- know an answer than by trying to derstand pretty quickly what the impact ence is engaged. bluff. But always follow up with is on the big picture without wading The key to comfortably managing the answer or clarifying details through a pile of details. interruptions is to know your material after the presentation. Structure your presentation around forward and backward so that you can 8| Use stories and examples high-level concepts, but be sure to have determine when a spontaneous discus- lots of facts and supporting data ready sion is productive, when it isn’t, and Stories, examples, anecdotes, and so that you can fill in the gaps with ex- how to get back on track. metaphors humanize flat facts and amples, figures, and analysis when your You can corral a chatty audience by figures, making them more engaging audience wants them. If you have little saying, “This has been a great discussion. and your message more memorable. 34 | T+D | May 2010