It's the time of year for executive presentations with topics like handling the increase budget, allocating the bonus pool, budgeting for next year, doing more with less and/or introducing change.
Anyone who's done their share of these meetings can tell you that no matter how short your time allocation, it's wise to picture yourself in an episode of ABC's "Wipeout" while you plan your meeting. Not because there is built-in hostility, but because you will discuss problems and present solutions to your executives that are inevitably costly or awkward to handle publicly. Executives will expect you to respect the position they are in, and will show limited patience if you do not.
Your reception depends heavily on how well you handle the time allotted you -- and even more important, how well you smooth decision-making for the executives. They are looking for a sound, tight business case from you that will help streamline their own thought process.
Because these meetings are so important to you, I am pleased to pass along a recent Harvard Business Review (HBR) article called "How to Blow a Presentation to the C-Suite." It's very wise advice that I received as a apprentice consultant, so it's great to be able to pass it on to you.
I have seen every one of these happen, typically blindsiding presenters who thought they had a great presentation. It's not that the presenters didn't prepare; sometimes they were national experts. But what often happens is that the presenter has toiled over the ideas for so long, s/he has stopped understanding that her/his problem/solution are not the main thing on executives' minds. Without realizing it, they lose connection with their audience, and it doesn't become apparent until s/he is in the midst of the presentation.
Here's a chance to skip the fun experience of screwing up in front of executives without seeing it coming! Check out this list of what to avoid -- a la HBR -- along with a bit of guidance from me, too:
Trap #1 -- An Idea Without Its Problem -- Execs are eager for a solution but that can't be the only information you offer. You need them to understand, confirm and buy into the problem. Your presentation should also create context, identify pain points and provide insight into why the solution you're proposing can't wait.
I had a client who went into a C-Suite meeting to propose market testing salaries for highly experienced technology professionals. Slam dunk, right? The execs did not agree with the pain points described. End of project.
Solutions -- Realize that you need to inspire an emotional urgency as well as intellectual interest in you presentation. Spend the first quarter of the presentation on the problem and its fallout. If at all possible, prior to the presentation meet individually with each of the executives expected at the meeting to discuss their observations on the context and urgency of the problem.
Trap #2 -- An Idea Without a Clear ROI -- Okay, so you've defined the problem, but how important will it be to solve it? And is it just about spending money or will there be a return?
Solutions -- Execs will want to know how your project will grow the business. Brainstorm beforehand about ways the project could grow revenue, improve productivity, reduce recruiting costs or turnover to give the execs a solid case. Also be ready to talk about how the project will position the company in the marketplace or against the competition.
Give this part of the presentation the second quarter of the time allotted. Make it crisp and complete. Think through what the exec's automatic questions could be and build the answers into the presentation.
Trap #3 -- A Presentation Without Interaction -- You should be able to tie up loose ends in the time you've been allotted. That's why it is wise to give a full 50% of the time allotted over to questions and discussion. "Rapid fire, blunt questions are a sign that executives are interested in your idea. They're processing what you said, testing various angles and hypotheses, and generally want to know more."
Solutions -- If you've been able to interview execs ahead of time, you're likely to be well positioned for this part of the presentation. You will go in with insight into each exec's priorities and concerns. Either way, go into the meeting prepared with up to three questions to seed the discussion, although your executive team will probably need no prodding.
Trap #4 -- Data Without Attention to Detail -- If there is a mistake in the presentation, or if you can't answer a question succinctly using data from your presentation, you and your presentation will lose credibility. If you don't know the answer to execs' questions, just indicate that you will look into them and provide an update.
Solution -- Always test out your presentation beforehand. Ask trusted colleagues or staff to let you role play the presentation. Ask them to take notes on their recommendations, areas needing clarification and places to expect questions. Remember to work within the time allotment, and edit the presentation if you can't. Finally, have your team review the refined presentation to make sure you've covered all the revisions needed to make it an engaging presentation.
Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans. Earlier, she was a Principal at Willis Towers Watson. A former Board member for the Bay Area Compensation Association (BACA), Margaret coauthored the popular eBook, Everything You Do (in Compensation) Is Communications, a toolkit that all practitioners can find at https://gumroad.com/l/everythingiscommunication.
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