You are assigned the ToughBolt business case to analyze and to provide your recommendations. Your task is to provide a report and then prepare the business presentation.
. . . to prepare it the right way.
After all, you’re performing before the directors of the Toughbolt Corporation . . . and you get one shot to get it right. Shouldn’t it be your best shot?
Your group has produced a written analysis. It’s finished.
How do you “prepare?”
“Prepare” has such a sterile sound. Almost vacuous. And yet too many students stumble over this most mundane of activities. They rush. They fumble. They grope blindly. Perhaps you grope blindly . . . and decide at the end to “wing it.”
But here is where you tuck away one of the most important gems of wisdom necessary to giving a first-rate show.
Prepare the Business Presentation
Apply the sound method of correct Preparation – the second of the Three Ps.
Your task is clear. You present your conclusions to an audience.
Your presentation is a completely different product than your written report. Let me repeat that, because it is so misunderstood and ignored.
Your presentation is a completely different product than your written report.
It’s a completely different mode of communication.
Do you wonder how this is possible, since you prepare the business presentation from a written report? How can the products differ significantly simply because one product is written and the other visual and vocal? But they are different.
It is different in exactly the same way that a film is a completely different product than a novel, even if the story is supposedly the same.
It is different in the way that a play read silently from the page differs from a play acted out on stage.
You operate in a different medium.
You have time constraints.
A group is receiving your message.
A group is delivering the message.
You have almost no opportunity for repeat.
You have multiple opportunities to miscommunicate.
In short, you are in a high-risk environment and you are vulnerable, far more vulnerable than you might be in a written report, where the risk is controllable.
Look at the chart below.
These many differences between written and oral reports are, to many people, seemingly invisible. Or, at least, they are not considered significant.
Many folks believe that there is no difference.
And this is why those same folks believe that delivering a presentation is “easy.” It consists of little more than cutting and pasting a written report’s points onto a half-dozen cramped slides, and then reading them in public.
As absurd as this might appear in print, it actually has currency. People believe this, because they’ve not been told otherwise.
Numbers Trump All?
Finance people are especially prone to this habit, believing that the “numbers tell the story.” As they prepare the business presentation, one thought trumps all . . .
The more numbers, the better.
The more obtuse the spreadsheet, the tinier the font, the more complex the chart, the more stuff packed on each slide . . . the better.
Such a vague, incomprehensible, numbers-heavy mess seems to be the currency of many business presentations.
It’s wrong, and it’s wholly unnecessary.
Part of your preparation is the crafting of clear, compelling, and on-point graphics that support your message . . . not obscure it. Rid your presentation of chart junk. Zero-in to achieve what I call über focus.
“How come I never get assigned an interesting topic?”
Perhaps you’ve said that? I’ve certainly heard it.
“How come I never get assigned an interesting topic?”
Now, whether any topic is inherently interesting or not is irrelevant to your task. It’s your duty to craft a talk that interests the audience. Cases are not assigned to you so that they will interest you.
Your tasks as a project manager or consultant don’t come to you on the basis of whether they interest you.
No one cares if they “interest” you.
That’s not the point.
We all would love to be spoon-fed “interesting” topics. But what’s an “interesting” topic?
I have found the following to be true:
The students who complain about never getting an interesting topic actually do get assigned inherently interesting topics. They don’t recognize them as interesting. And they invariably butcher a potentially interesting topic as they prepare the business presentation.
And they miss every cue and opportunity to craft a great show.
Moreover, it is your job to presenting an especially powerful and scintillating presentation, regardless of the topic.
Face it. If you don’t take presenting seriously, then you won’t prepare any differently for an “interesting” topic than you would for a “boring” topic. You simply want an interesting topic for yourself . . . not so you can do a bang-up job for the audience or client.
Let’s shed that attitude.
Great presenters recognize the drama and conflict and possibilities in every case. They invariably craft an interesting presentation whether the topic concerns tenpenny nails or derivatives or soap.
Crank up Interest
How do you generate interest? Public speaking master James Winans provides several suggestions:
[I]nterest is, generally speaking, strongest in old things in new settings, looked at from new angles, given new forms and developed with new facts and ideas, with new light on familiar characters, new explanations of familiar phenomena, or new applications of old truths.
Let’s go . . .
The typical start to a presentation project is . . .
. . . procrastination.
You put it off as a daunting task. Or you put it off because you believe you can “wing it.” Or you lament that you don’t have an “interesting topic.”
Let’s say that your task is to provide a SWOT within the body of a group presentation, and your time is 4-5 minutes. What is your actual task here as you prepare the business presentation?
Think about it.
How do you usually approach the task? How do you characterize it?
Here is my guess at how you approach it.
You define your task as:
“How can I fit X amount of information into this limited time?”
In your own mind, the objective is not to communicate clearly to your audience. Your only objective is to “fit it all in.” And if you “achieve” this dubious objective, then in your mind you will have succeeded.
Unfortunately, your professor might agree with you, since many b-school professors look only for “content.” They do not evaluate whether the content has been communicated clearly and effectively.
And this is what is missing – you don’t analyze how or why or in what way you can present the information in a public forum.
If a written paper has already been produced, this complicates your task.
You feel the irresistible allure of cut ’n’ paste.
The result is less than stellar, and you end up trying to shovel 10 pounds of sand into a five-pound pail. And this result is predictable.
Your slides are crammed with information.
You talk fast to force all the points in. You run over-time.
You fail to deliver a star-spangled presentation for lack of proper preparation.
This Time, Procrustes has it Right
Take the Procrustean approach when you prepare the business presentation. This approach is named after Procrustes, a figure from Greek mythology. The Columbia Encyclopedia describes the myth thusly:
He forced passersby to lie on a very long bed and then stretched them to fit it. If they were too tall to fit his bed, he sawed off their legs. Using Procrustes’ own villainous methods, Theseus killed him.
Surely Procrustes was a villain, what with sawing off people’s legs or stretching them to fit an arbitrary standard. In modern-day parlance, it has retained its negative connotation with the term “Procrustean solution.”
“Procrustean solution” is the undesirable practice of tailoring data to fit its container or some other preconceived stricture.
A common example from the business world is embodied in the notion that no résumé should exceed one page in length.
But in this case, let’s give Procrustes a break.
Your Procrustean Solution
Take a Procrustean approach and make a better presentation. Consider this:
We have no choice in the length of our presentation. It’s four minutes. Or five minutes. That’s our Procrustean Bed. So let’s make the most of it and manipulate the situation to our benefit and to the benefit of our audience.
We’re not stretching someone or something. And we’re not hacking off legs.
We are using our mind and judgment to select what should be in our show and what should not be in our show.
And if you find the decision of what to include too difficult, then let’s do even more Procrustean manipulation. Pick only three major points that you want to make.
Here is your task now:
Pick three points to deliver in 4-5 minutes. If you must deliver an entire SWOT, then select one strength, one weakness, one opportunity, and one threat.
Why do we do this? Here’s why:
If you try to crowbar an entire SWOT analysis into a four-minute presentation, with multiple points for each category, you overwhelm your audience.
They turn off and tune you out. You will lose them, and you will fail.
Presenting too many points is worse than delivering only one point.
Especially Powerful Paucity
If you present, say, a total of 5 strengths, 3 weaknesses, 4 opportunities, and 3 threats, no one remembers it. None of it. And you irritate your audience mercilessly.
Your presentation should present the results of analysis, not a laundry list of facts on which you base your analysis. The SWOT is, in fact, almost raw data.
You want the audience to remember how you massage the data, analyze it, and arrange it. You want the audience to remember your conclusions.
You take information and transforming it into intelligence. You winnow out the chaff and leave only the wheat.
You reduce the static and white noise so that the communicative signal can be heard.
You are panning for gold, washing away the detritus so the nuggets can be found. When you buy gold, you don’t buy the waste product from which it was drawn, do you?
Do you buy a gold ring set in a box of sand? Of course not, and neither should you offer up bucketfuls of presentation sand when you present your analytic gold to your client.
As you prepare the business presentation, your job is to sift through the mountains of information available, synthesize it, compress it, make it intelligible, then present it in a way that is understandable and, if possible, entertaining.
Digest this Preparation guidance, try it out in your next presentation, and watch yourself produce and deliver the most powerful presentation of your young career.
Discover how to Prepare the Business Presentation in The Complete Guide to Business School Presenting.