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4 Presentation Strategies for a C-Level Audience

By Rick Gilbert

When I joined Hewlett-Packard as a quality assurance training manager 20 years ago, I had zero business experience. I had been a college instructor, a consultant, and a psychologist, but I had never read an annual report or laid eyes on a spreadsheet. I didn’t know the difference between ROI and an IOU.

After six months on the job, I secured a brief meeting with the general manager and his team. I urgently needed their support for a quality training program I was launching. I strode confidently into the meeting clueless about who was going to be there and their job titles or hidden agendas. I may as well have been blindfolded; I was in the dark.

I helped myself to a pastry, and took a seat at the table—my first two mistakes. I had prepared 50 overhead slides (before the days of PowerPoint) for my 20-minute presentation, which amounted to 49 more slides than anyone wanted to see. I opened the presentation with a long story to warm up the audience. (Note to self: Senior executives do not need or want “warming up.”)

The general manager ended the meeting after just seven minutes, and I failed to get support for that critical training program. While riding the elevator down to my office after the meeting, I was haunted by a nagging question: “What just happened?” It was 20 years before I would answer that question.

Different presentation rules

If you are in middle management, ambiguity and chaos are daily realities. Additionally, you must gain approval from the people at the top to get things done. Resources are limited. To make matters worse, colleagues in finance, IT, and marketing are after the same resources. You know what works in team meetings at your peer level: stories, PowerPoint slides, one-way communication with minimal Q&A, and no interruptions.

You realize that the rules for presenting to top-level leaders are different, but what are they? If you solved this mystery, you’d be more likely to receive the project funding and support that you need.

To uncover these rules, I’ve interviewed 50 executives during the past 10 years. These leaders shared how to effectively present to the C-suite: know the people and big picture, make the bottom line your first line, deliver with confidence, and facilitate through improvisation. I only regret that I didn’t know these strategies years ago.

Know the people and big picture

Find answers to the following questions before the presentation: Who will be in the meeting? What are their titles? What are their agendas, and how do they feel about each other? Who will support you and who will oppose you? Typically, you will have a sponsor—for example, the director of human resources. That person can tell you what to expect, and can get the meeting back on track if it derails.

C-level leaders are a unique audience. They are bright, competitive, and analytical. They never have enough time in any given day, must meet their numbers, and have little job security.

An executive stays in his position for an average of 23 months. One study shows that if a company’s stock price increases after its CEO has filled the role for one year, 75 percent of new CEOs keep their jobs. If the stock price goes down, 83 percent do not keep their jobs. The C-suite is often a revolving door.

Additionally, it’s important to understand the expenses accrued from a top-level meeting. Assembling five C-level leaders from a $5 billion company costs shareholders $30,000 per hour. CEOs report that 67 percent of the meetings they attend with subordinates are total failures—resulting in a huge productivity loss for the company.

Make the bottom line your first line

“You have 30 seconds to get my attention and tell me what you are here for. If you don’t, I’m on my smartphone, and you’ve lost me,” says Steve Blank, founder and former CEO of Epiphany.

The first rule of content development for a C-suite presentation is to position the bottom line as your first line. Immediately tell the audience why you are there and what you want. If you want money, include ROI calculations so the executives will know what they’ll get for their investment in your training project.

Skip the storytelling that works so well at your peer-level team meetings. Executives simply don’t have time for it. Get right to the point, and do so with data.

Be careful with PowerPoint. Using PowerPoint in an executive meeting is a sure way to run your career into the ditch and lose support for your program. The C-suite wants a discussion, not a slide-driven lecture. In fact, Ned Barnholt, chairman of KLA-Tencor, says he doesn’t have confidence in a speaker who can’t talk without slides.

To increase your credibility with a C-level audience, decrease the number of presentation slides. When you are finished with the slides, ensure that the screen is blank—this will refocus the attention back on you.

Deliver with confidence

Strategy and content trump delivery style every time at senior meetings. Your delivery pales in comparison with the importance of your content.

However, executives have no time for poor presenters. They are looking for a confident, energetic, committed presenter, but not a slick, motivational, inflated presentation. Polish your basic delivery skills: practice eye contact, vocal projection, and gestures.

Stand tall and be expansive. Not only will such body posture show executives you’re a horse worth betting on, but it also affects your biology. A recent Harvard University study shows that physically filling space has positive effects on one’s hormones: The stress hormone cortisol decreases 25 percent while testosterone increases 17 percent.

Facilitate through improvisation

According to one CEO, “Eighty percent of your success at the top is your facilitation skills. Only 20 percent is your content.”

Facilitation includes listening and improvising. Listening means not only paraphrasing what people are saying to confirm your understanding, but also “reading the room.” As you present, watch the reactions of your executive audience. Be willing to address what you observe happening, and if necessary, take action to correct it. In a word, improvise.

Below are the most common facilitation challenges and the solutions.

Time cut. Be prepared with a shorter, five-minute version of your presentation.
Disengaged executives. When people start checking their email, reconfirm that the topic is still important.
Decision maker leaves. Before this person gets out the door, ask her what to do next, such as wait until she returns or move forward with the decision.
Topic change. Be prepared to improvise the agenda and change directions.
Side talk. Refocus the audience on the agenda. Request help from your sponsor or the most senior person.
Energetic discussion. When executives are fully engaged and throwing out new ideas, capture what is said and then reconfirm after the meeting.

Lessons learned

Years ago, when I sat at the table during my first executive presentation, I implied a peer relationship with the leaders. And when I ate one of the group’s snacks, I was driving nails into my own coffin. I was a “dead man walking” before showing my first slide—and I didn’t even know it.

Learn from my mistakes. Remember that you are a guest at the C-level meeting, not a member of this high-powered club. Know who is there, and their relationships with one another. Have a sponsor to help you out of any possible meeting train wrecks. Keep your questions focused and immediate and the PowerPoint slides to a bare minimum. Finally, constantly listen and improvise.

Had I known any of this at my first meeting with the general manager, I may have received support for that critical training program. With these tools, now you can improve your chances of success.

About the Author:

Rick Gilbert is the founder and chairman of PowerSpeaking Inc., a speech communications company that has worked with Silicon Valley companies since 1985. He also is creator of the award-winning program Speaking Up: Presenting to Executives, and author of Speaking Up: Surviving Executive Presentations. Reprinted from ASTD.org

How to Recover When You Lose Your Train of Thought

By The Speaking Sherpa

At the 2012 Toastmasters International Convention, I had the great fortune to attend Jock Elliot’s educational session. Jock, the 2011 World Champion of Public Speaking, described his 35 year competitive speaking journey masterfully weaving storytelling and presentation tips.

Perhaps the most interesting insight I gleaned came while watching Jock when he lost his train of thought. There is actually something heartening about the fact that even world champions suffer the occasional memory lapse on stage. When he realized what was happening, Jock paused and said “This next part is so important that I need to read it to you.”

He then calmly strolled back the the lectern to glance at his notes making an intentionally audible “hmmm…. yes…” as he did so. He then took back center stage and continued enthralling his audience.

Although I was very impressed by Jock’s recovery technique, I was on the fence about adopting it for myself. The issue troubling me was whether or not it had crossed the authenticity line. Everyone forgets, but you should strive to recover authentically. Surely, I was not the only one to notice it was a well-rehearsed technique.

We have all seen what not to do when speakers lose their train of thought – “I… ummm… forgot what I was about to say… ummm…” In addition to Jock’s technique, are there other ways to recover?

As fate would have it, my fellow District 53 Toastmasters and I quite randomly shared a cab to Downtown Disney with Matt Abrahams. Without knowing who Matt was, we invited him to dinner with us. It turns out that Matt was leading an educational session the next day on how to overcome your fear of public speaking. In fact, he wrote the book on the subject – “Speaking Up Without Freaking Out.”

Based on my observation of Jock, my conversation with Matt, and excerpts from Matt’s book, here is how to recover gracefully:

Method 1: Make It Look Planned

This is what Jock Elliot did by pausing, saying “This next part is so important that I need to read it to you,” consulting his notes, then starting up again. One key lesson here is that you should always have your notes easily accessible. I keep mine in my pocket as a safety blanket; I rarely need them, but having them there sure makes me feel good.

Method 2: Paraphrase Your Previous Content

From Matt’s book: “You will have to excuse me, but I am so passionate about my topic that I sometimes get ahead of myself. Allow me to review my previous point.” Nine times out of ten, retracing your steps will help you find the path forward.

Method 3: Ask Your Audience A Thought Provoking Question

Matt’s recommendation is “What seems to be the most important point so far?” I feel that this technique would work better in presentation that is highly interactive to begin with. However you can use this as a rhetorical question to either buy time with a long pause or to precede a review of your previous content (i.e. a lead-in to Method #2).

Method 4: Review Your Overall Speaking Purpose

Every speech should have a central theme – preferably encapsulated in a three to twelve word catchphrase. Repeating your theme is always welcome by your audience so a memory lapse is a reasonable time to throw it back out there.

Try It Out!

Unfortunately, you are going to experience a memory lapse at some time. In fact, the older you get, the more frequently it is going to happen. However, fear of memory lapses should not prevent you from sharing your ideas with the world. If Jock Elliot can lose his train of thought, then so can I. Pick one, just one, of these methods and have it in your back pocket the next time you need it.

‘ConOps’ Can Make Complex Concepts Easier to Understand

By Mike Parkinson

Do you need to communicate complex information quickly? Is your presentation hard to follow? Then take a page from the U.S. government (yes, I said U.S. government) and use the ConOps approach.First I want to define ConOps for those readers unfamiliar with the term: Concept of Operations (ConOps) is a presentation or graphic that communicates the characteristics of a proposed solution or system from the stakeholder’s perspective (those who will use the solution or system).

ConOps can be a combination of quantitative and qualitative characteristics, and it shows how a set of capabilities may be employed to achieve desired objectives or an end state. Most ConOps solutions are complex, multidimensional and multivariable.Frequently, ConOps explanations are requested for Government proposal submissions. When done right, the audience quickly understands, at a high level, what the solution is and how the pieces work together.

Follow these three steps to clearly explain your ConOps in a way that will help your presentation succeed where others fail.

Step 1: SimplifyWhy? Because your audience is not an expert with your information. Explain it in a way that the reader understands. Your presentation wasn’t created for you and your team to read; it’s intended for your audience.

Do not include content, acronyms and abbreviations that may confuse your audience. Keep it simple and clearly identify any benefits, outcomes and discriminators (things that set your solution apart from your competition).

Step 2: Use a compelling graphicWhy? Because good graphics are easier to understand and remember than text alone. Additionally, graphics uncover omitted parts. For example, missing a step in a process is obvious when shown in a process diagram but might be overlooked on a bulleted list.

ConOps graphics are often a combination of multiple graphic types. The audience, content and message drive graphic type selection; however, most ConOps graphics fall into three graphic categories (see more samples at GetMyGraphic.com):

1. Graphic types that show how parts relate to the whole process or system.Use this approach as a roadmap throughout your document. Highlight each element and explain each in greater detail at the beginning of relevant sections throughout your document (see the temple graphic below). The following are two examples of graphics that show parts relating to a whole:

2. Graphic types that literally show the system in use.

These graphics use photographs, drawings, schematics, floor plans, models and other visuals that remain true to reality to depict your ConOps. The following two examples illustrate how each system functions in a real-world scenario:

3. Graphic types that show process.Show how your system combines data, structures workflow, allows for continual improvement, manages risk or offers a unique process flow using these graphic types. The following graphics illustrate the process through which the final outcome is reached:

Add other graphic types with your ConOps graphic as needed. For example, consider gauge graphics to show quantitative data (below):

Step 3: Validate your solution

Why? Because subject matter experts often miss or miscommunicate part of a solution due to over familiarity. Ask someone who is similar to your target audience to review and explain your ConOps graphic to you. Do they understand it well enough to articulate the presented solution? If so, you are on the right path. If not, use their feedback to improve your ConOps graphic.

The next time you need to share complex information, consider a ConOps approach and use these three steps to more clearly explain your solution.

About the Author:

Mike Parkinson is an internationally-recognized visual communication expert, trainer and multi-published author. Visit Billion Dollar Graphics (http://www.BillionDollarGraphics.com) and Get My Graphic (http://www.GetMyGraphic.com) for helpful presentation tools. Mike also is a partner at 24 Hour Company (http://www.24hrco.com), a premier proposal and presentation graphics firm.

7 Tips for Powerful Sit-Down Presentations

By Dianna Booher

Whether it’s answering an offhanded query, “How’s the project going?” or selling your ideas for conducting a new employee survey, every presentation you make is an opportunity to establish an executive presence and move up in your organization. Consider these tips for improving both the substance and style of your next presentation so that you can speak up with confidence and authority.

Don’t “Let Down” for Sit-Down Presentations

In a business setting, you may make presentations to only a few people seated around a conference table or desk. Although there is no correlation between audience size and importance of the outcome, consider several issues in light of the informal setting.

First, consider the group’s expectations. Do not assume that because the audience is small, its members do not expect a formal presentation—visuals and the works.

Second, because you are seated around a desk or table—at eye level with the group—you must convey your enthusiasm, assertiveness and authority at “half mast,” through your facial expressions, posture, and voice. Sitting down may tempt you to slouch, but don’t. Sit comfortably erect, leaning slightly forward in your chair to show attentiveness and enthusiasm for your subject. Sit back in your chair to convey openness to questions.

Position yourself to maintain eye contact with everyone in the room. Do not get stuck between two listeners so that you have to turn your head back and forth with each point, as though you are watching a game of table tennis. If possible, remove any physical obstacles that block vision or create “distance” between you and your audience.

Sitting down or standing up—decisions count either way.

Never Let Facts Speak for Themselves

Facts need interpretation. According to Mark Twain, “There are three kinds of lies: lies, damned lies, and statistics.” If you don’t believe this, tune in to the next political campaign. People can make facts and numbers mean almost anything. Interpret yours so that your listeners draw the same conclusions you intend.

Make Statistics Experiential

People digest numbers with great difficulty. Graphs and charts help. But if you can go beyond these common visuals, do so. For example, one manager speaking before his peers at IBM about his budget being cut dramatically yanked off his jacket to reveal his white shirt—with great big holes cut out of the sides and back. Amid the laughter, he made his point dramatically and memorably.

To demonstrate the cost of absenteeism to your organization, have your group complete a worksheet on “Employee Ed” who misses six days a month three times a year. Then increase those absences per warehouse in each division as the audience calculates on their worksheets. The numbers will come alive as they themselves work with the changing results.

Use Metaphors, Similes, and Other Analogies to Clarify and Aid Retention

A metaphor is a word or phrase substituted for another to suggest similarity. For example: “My friend is my Rock of Gibraltar,” “Time is money,” “Kill that idea,” “That question will be the litmus test,” “This new product line will be our insurance policy against obsolescence.”

A simile compares two things with the actual words like or as in the analogy. Recently, I’ve heard business presenters use examples such as these:

“Trying to process these data with your computers is like trying to mow your lawn with a pair of scissors.”

“Your files are like athletic socks and dress socks; you don’t need both every day. Access should determine how you should store them.”

“This new legislation before Congress is like throwing a nuclear bomb at an ant hill—and missing the ant hill.”

The more complex the idea, the more important it is to simplify and illustrate by comparison.

Use Analogies to Provide a Consistent Framework

Think how many times you have heard the functioning of the human eye and its parts compared to the working of a camera—an excellent analogy for clarifying a complex process. Or how often have you heard complex routers referred to as a telephone switchboard—with each part of the equipment explained as it compares to a small telephone system?

Probably the best-known analogies and allegories are Biblical parables and Aesop’s fables. “Concern over the unrepentant means leaving the 99 sheep to look for the lost one.” “The tortoise runs a slow but steady pace and crosses the finish line a winner.”

Such visual or emotional analogies help audiences follow a lengthy presentation step by step.

Remember that Timing Indicates Emphasis

In general, a good rule of thumb for allocation of your overall time is to spend 10 to 15 percent of your time on the opening, 70 to 85 percent on the body, and 5 to 10 percent on the closing. This allows slightly more time up front in the introduction to grab attention, “win over” a hostile or uninterested group, and establish credibility than to close the presentation.

If your presentation includes an involved action plan, that section most likely should be part of the body of your presentation, and your close should focus on the final persuasive push toward the decision to act.

On the other hand, you may discover that you need to cut. In doing so, always keep the audience’s preferences in mind. Think of your presentation as a roadmap. If your audience wants to take only interstate highways to their destination, do not pencil in all the farm-to-market roads along the way. This merely clutters the map.

With regard to information overload, as John Brockmann so aptly put it, “Most houseplants in the U.S. are killed by over-watering.”

Never Ramble on Past the Point of High Impact

Anything you say after your polished point of close dilutes your impact. Do not ramble on with anticlimactic drivel. Say it and stop.

About the Author:

Dianna Booher works with organizations to increase their productivity and effectiveness through better oral, written, interpersonal, and cross-functional communication. Clients of her communication skills training firm, Booher Consultants, include IBM, Northwestern Mutual and Lockheed Martin, among many others. For more information, visit www.booher.com

6 Tips for Presenting With a Team, As A Team

By Lisa B. Marshall

Presenting in a team may seem like a daunting task, but there are benefits too. You’re not alone! Someone can come to your rescue, if you need it. Teammates also can contribute their unique perspectives and experiences which adds dimension to a presentation.

For your next team assignment, try incorporating these tips and techniques to deliver an unforgettable presentation:

1) Mutual Understanding

Often when working in teams, the presentation material is divided into small sections and distributed among members. Then everyone runs off and only learns their required area.

For a presentation to be really professional, everyone should understand all of the material, possibly even be able to present all of the material. Take the time to make sure each group member has a solid grasp of the subject and material.

2) Use the PEP Model

The PEP model (Point, Evidence, Point) teaches speakers how to support their ideas and make their points interesting and credible. Whenever you make a point, you should also provide evidence (such as an analogy, story, comparison or example) for that point. Then make the point again, but using different words.

To use the PEP model in a team presentation you divide the P-E-P. The first (or main) speaker makes a point, a different speaker provides evidence, and the first speaker summarizes the point again.

3) Know your Role

Before you present, make sure everyone is clear about their role. Will you present together? Will you take turns as lead speaker? How will you transition from speaker to speaker?

It doesn’t matter what you decide, but you need to decide ahead of time. It’s also a good idea to mark who is supported to be speaking in your presentation notes.

4) Practice…and Practice Again.

Practice early and practice a lot! You’ll want to practice two, maybe even three times more than you would if you were giving a presentation alone. Every member should at least understand all of the material – and that takes time!

5) Be Supportive

Remember, you’re in this as a team, as equals. This is not a competition between you and your co-presenter, it’s a collaboration. When your partner is speaking you should give him or her your full attention. Listen actively to what is being said. If they say something funny, then laugh; in fact, laugh generously. And if a teammate makes an important point, you can nod your head slightly in agreement.

6) Tackling the Q&A – Together

Try to distribute the questions evenly so all presenters have an opportunity to provide an answer. If the audience is favoring one person, the favored partner should include the others by redirecting questions. “Tim, what you do think about that?”

The opposite also needs to be considered. If one member of the team is having difficulty providing an answer, the other team members should lend a hand – or in this case, a voice.

About the Author:

Lisa B. Marshall has been sharing her enthusiasm for communication for over 12 years. Her web site, The Public Speaker, provides free and fun practical tips to improve your personal and professional success. Lisa is also the author of Ace Your Interview [Macmillan Audio], and is currently working on her second book, coming to bookstores everywhere in 2011. For more tips about team presentations visit www.lisabmarshall.com/blog