A presentation to the Executive Committee or the Board can be intimidating, but some smart audience analysis and prep can make sure you reach your goals.
- Know your audience. While Boards and Executive Committees have a common business purpose, they are all different in style, format, and interests. Ask others about the group’s style and common focus areas. Identify any executive team members who may require unique preparation or a one-on-one touch base. This upfront audience analysis will ensure your materials and presentation format fit the situation.
- What’s your goal—Inform, Review, or Approval? Your purpose will drive your presentation and how you manage your time. An ‘inform’ topic is typically shorter, simpler, and with fewer questions than a request for approval. Approvals often require more extensive pre-reads or supporting material. Share your purpose and desired outcome upfront.
- Allocate time for questions and discussion. If you have 30 minutes, plan content for 15 minutes. Assume you will be asked questions and allow discussion time. If you have 15 minutes, don’t plan to cover 25 slides. Managing your time is essential to reach your outcome. One of the most common mistakes I see is presenters who plan to fill their allotted time with their presentation and forget to plan for discussion time.
- Tailor materials to your audience and their likely questions. For example, a Board is responsible for fiduciary oversight and limiting risk rather than operational execution. As a result, your content may need a complete redo for this unique audience. An Executive Committee may also be more interested in business outcomes and assume the “how” will be determined by others. An executive audience often asks, ‘How do you know?’ and ‘How did you reach that conclusion?.’ Ensure your recommendations have sound facts & reasoning ready to back you up. Don’t use the same operational presentation you used with your team for this very different audience.
- Be ready for tough questions. Be prepared for questions on the business impact, risks, and investment requirements. Create a likely question list in advance and prepare. Common questions include:
- What will the business impact be if we move forward?
- What investment is required to act on your recommendations? In terms of budget, resources, or leadership time?
- Why now? (relative to other priorities)
- What is the ROI of this program?
- What overall metrics or measures will you use to evaluate success?
- What do you need from us? (you should share this even if they don’t ask)
- Make sure pre-read materials are stand-alone—no voice-over required. Most Boards and Executive Committees expect pre-reads before their meetings. Your materials must be self-explanatory without any voice-over to be easily understood. This doesn’t mean you must include every point you’ll make in the presentation, but pre-read materials should stand on their own.
- Know your materials cold. Practice your presentation with a timer. Anticipate the hard questions. It’s always easier to ‘think on your feet’ and handle tough questions when you know your materials backward and forward. Prep time will increase your confidence – even if it’s content you know well. Don’t use prep time to be rehearsed or inflexible – but so you are ready for questions and use your time wisely. Preparation breeds confidence.
- Bring your best facilitation game. This is the most common pitfall for executive audience presenters, as there is a balance between responsiveness and strategically covering your content. Questions can derail your short timeframe, so plan your time accordingly. Use a few smart communication strategies to best use your time. Examples include:
- “I have more detail in the Appendix on pg 20. Please let me know if that will be sufficient to answer your question or if I can set up a follow-up meeting with you.”
- “Great question. I plan to cover that next if we can pause on that question for a minute.”
- “We only have 10 minutes left, and I want to ensure we discuss your greatest areas of interest. Would you like to spend the last few minutes on A or B? I can send you follow-up information on anything we don’t have time to cover in this meeting.”
- “We only have a few more minutes, and I want to be sure we get to the cost analysis on slide 12. I’ll move forward to that, and then you will have these materials to review afterward. And please let me know if I can answer any follow-up questions.”
- Headlines first. Details if needed. Start with the big picture and go down to more detail as needed. When asked a question, start with a simple, clear, top-line answer and give more detail only if there is interest and time. Don’t begin with detail and work up to the headline. You don’t have time. Headlines come first. Use supplemental materials afterward to provide more detail for those interested.
- If you don’t know, say you don’t know. It’s better to commit to following up with more information than guessing and giving wrong information that you may have to follow up to correct anyway.
An executive audience is made up of just people – with roles and responsibilities on behalf of the company. And, if you are presenting to an executive audience, you already have impressive experience and knowledge to share. Don’t let their role cause you to lose your confidence. And I even think a few nerves can elevate performance.
Good luck with your presentation. It’s a great opportunity!