Succeeding at the Highest Levels (OPINION)

It’s one of the great social equalizers. That is, the anxiety that comes with making a presentation of some kind.

By social equalizer, I mean it’s something experienced by those throughout the business world no matter their title or place on the organizational chart. Throw in the idea of making a presentation to an executive group and some will even waffle about whether they would rather face death or the presentation. More than a few surveys put speaking before an audience as something feared by people more than death itself.

My observation in working for 20 years with all levels in developing presentation and communications skills is that few are “born communicators.” The ones who are most effective work at it. They also understand several things about executive level audiences and factor them into the planning and delivery of their presentations. Here are just a few of them.

Be aware of the responsibility of senior executives — It is a good idea for all presenters to assess the backgrounds and interests of their audiences. It is particularly important when presenting to executive audiences. There are two aspects I would specifically mention.

First, bear in mind that the overriding responsibility of executives is to protect the enterprise. They will vet recommendations and proposals against how they support — or compromise — the success of the business.  Presenters should do the vetting first. Second, consider the backgrounds of the executive audience. If they have a legal background, you can expect questions from that frame of reference. A financial background might indicate another perspective and primary interest. And so on. These perspectives should inform your preparation process.

Relate recommendations to organizational objectives — One way to a senior executive’s heart is demonstrating that you are aware of and focused on the goals of the business plan. In and of themselves, recommendations can seem to be well-conceived and expertly presented.

But unless your recommendations and proposed actions support the business plan, they can seem like just another cost without the promise or potential of a return.

Prepare for challenging questions — The more senior the audience, the more likely you are to receive direct, challenging questions. The key is to not consider a direct question, even one posed less than tactfully, a personal confrontation. Decisions at the senior level have significant ramifications for the organization and its leadership. Executives have a responsibility to ask hard questions so that they can make smart, informed decisions.

To that point, it’s always a good idea to “run against yourself” before you go into a presentation, especially those at the senior level. In other words — knowing all that you know about the topic, its upsides and any downsides — what questions would you not want to get? Which ones would be most difficult to answer? Being prepared for those is a key to success.

Answer, then elaborate — This is perhaps the single most-important aspect of addressing questions in any presentation, but especially at the executive levels. And it’s simple. Answer, then elaborate. Many presenters make the mistake of “elaborating and then answering.” They feel compelled to provide supporting information as they lead up to the answer itself. The result is that they and their answer often get lost in a “data blizzard.” Executives will become impatient if they sense that you are dancing around their questions.

Be prepared for the “inaction question” — “What if we did nothing?” Now that’s a direct question. But it’s a good one and one that you should expect from a senior-level audience. What they want to know is if anything would be lost if they didn’t accept your recommendation or proposal. Would any opportunity be lost? Would any harm come to the organization or its stakeholders? Assess your recommendations against inaction and be prepared to speak to the ramifications.

Fewer presentations are “won” than “lost” in the Q&A. As much time and consideration should be given to what issues and questions may come from your audience as is given to the presentation itself. Keeping these points in mind will help ensure you come out on the winning end. And reduce some of that anxiety. 

Richard McKeown is senior vice president and chief public relations officer for CJRW, a marketing and public relations firm with offices in Johnson and Little Rock.