presentation for managing director

13 Tips on How To Nail a Presentation To the Board of Directors

Updated: January 13, 2021

Published: December 21, 2020

In college, I always made it a point to listen intently to presentations. I knew how stressful and nerve-racking it was to present in a room of peers and authority figures.

I would nod feverishly to let presenters know I was invested in their presentation. And they knew it too. They often zeroed in on me as I became their focus point and silent motivator. The fixation felt awkward at times, but that felt like one of my small contributions to society. That, and an endless supply of cat videos.

Back then, the stakes were relatively low. But when you’re tasked with putting together a presentation to a board of directors, the pressure’s on.

But with a few tricks in your arsenal, you won’t need a sympathetic audience member to gauge how well you’re doing.

Let’s walk through some tips to prepare for your presentation and review some things to avoid.

How To Make a Presentation To the Board

• Know your audience.
• Plan ahead.
• Structure your presentation.
• Keep it concise.
• Set up early.
• Incorporate visuals into your presentation.
• Focus on results.
• Send materials beforehand.
• Build confidence with your power outfit.
• Rehearse your script.
• Don't fall into the PowerPoint Trap.
• Read the room.
• Include time for questions.

1. Know your audience.

Knowing your listeners is as important as the content of your presentation. When you understand their priorities, you can put together a presentation that speaks directly to them.

If you don't know the board well, do some research and get answers to these questions:

What does the board care about?

This will help you see from what lens they look at things. For instance, a board keen on community impact may not be drawn to a presentation focused on return on investment (ROI).

There are a few ways to find this out. You can start by looking into each board member’s professional background. If most members have a finance background, for instance, you’ll want to make sure you cover any financials as it relates to your presentation. This could be cost, expected ROI, or operating margins.

You can also get some insight into what the board cares about by looking back at your interactions with its members. Think about the conversations you’ve had: What comes up most often? Is it company culture, profit, philanthropy, innovation, or something else?

What are their main concerns?

A board of directors is responsible for making decisions that will ensure the growth and sustainability of a company. So naturally, they will be looking out for anything that may impede that process.

Common concerns a board may have are:

• Costs: How much time and money will it require?
• Timeline: How long will this project take and is that timeline feasible?
• Risks: How risky is your proposal and what is the risk-to-return ratio?

You may find that each board member has a different focus, which means your presentation should be well-rounded to tackle these issues.

Once you know this answer, you can subtly handle each concern throughout your presentation. Getting those answers will help you create a presentation that not only interests your audience but also aligns with their goals. This, in turn, will bring you much closer to accomplishing the plans laid out in your presentation.

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2. Plan ahead.

The next step in delivering a great presentation is making a plan. This means figuring out the focus of your presentation, what you’ll cover, and what you’ll leave out.

A presentation should follow the structure of any good movie, with a beginning, middle, and an end. Here’s an example outline for a presentation where the head of the marketing team is proposing course offerings as a new lead generation channel.

The middle is the meat and potatoes of your presentation. You'll likely spend time providing data, contextualizing it, and explaining your approach.

Your ending should bring together your key points and leave your audience with actionable steps. Because what good is providing the information if you have no plan for what to do moving forward?

3. Structure your presentation based on the board’s process.

Not every board of directors operates in the same way. Sure, there are standard guidelines for every meeting. However, the approach may vary for presentations.

Some may operate more like a town hall, pausing periodically to discuss the points as they come up. In this case, leave room after each section of your presentation to discuss what was covered.

Others may follow the more standard approach: presentation followed by a discussion. Studies show that humans remember best the beginning and end of what they read, hear, and see. What’s in the middle tends to get lost. With that in mind, consider sharing your most pertinent information toward the beginning and end of your presentation.

4. Keep it concise.

One thing board members aren’t known for is open availability. That said, you want to make the most of your time with them. How do you do that? Stick to the scope of the presentation.

While it’s great to incorporate storytelling, avoid getting sidetracked and wasting time. Be clear and keep it simple.

If you’re showing data, only share one highlight per data graph. There are several reasons for this:

• Data itself doesn’t tell a story. You, as the presenter, do. As such, you have to explain what it means and why it matters. Let’s say lead generation at your company has plateaued in the past year across all channels. That’s all the data says. But during your research, you realize it’s due to a shift in how your audience is consuming information. Your role is to present the data and explain the "why" behind the plateau along with a solution.
• You want to prevent information overload. Share the piece of data that best supports your points and has the most impact. For instance, if a new lead generation channel is the focus of your presentation, diving into the specifics of another channel may not be worth your time. Tools like Diligent Boards can help ensure directors receive a complete yet concise view of information directly pertinent to them, so you’re not overwhelming them with unnecessary details.

If you leave it to your audience to make sense of the data, they might reach a conclusion that doesn’t align with your message.

5. Set up early.

There’s nothing more awkward than silence during a technical difficulty.

Everyone’s looking at you while you’re figuring out why technology has forsaken you. The more time the issue takes to resolve, the more panicked you get. We’ve all been there.

To avoid this, set up early and do a run-through before your scheduled presentation time. It’ll give you time to get familiar with the space and any technology you’ll need to run during your presentation.

6. Incorporate visuals into your presentation.

When choosing between words and media, pick the latter.

Visuals help us make sense of information at a much quicker pace than words do. We’re also better at remembering what we see versus what we hear by 55% – it’s called pictorial superiority .

It’s also beneficial to keep your visuals simple. If you have too much going on, your audience will be confused. But if it’s too bare, it will take too many visuals to paint the picture. So, pull your most significant data and use data visualization tools to design intuitive graphics.

7. Focus on results.

A board of directors typically focuses on big-picture decisions that will have a long-term impact on the company.

In this vein, every piece of your presentation should get you closer to answering these questions:

• " Why does this matter? "
• " What is the long-term impact? "
• " How does this bring the company closer to its goals? "
• " Any potential roadblocks? How will you address them? "

Incorporating these answers into your presentation will set you up for a smoother Q&A session.

8. Send materials beforehand.

Depending on what you’ll be covering in your presentation, it may be helpful to send the board materials to review in advance. This should only be supplemental information that would be too time-consuming or distracting to cover in a presentation, like reports and demos. This way, the focus during the presentation will be on the "why" and not the "how."

The one material you don’t want to send is your presentation, as you want to be the one to contextualize it. Otherwise, the board might form an opinion based on limited information.

A week before the meeting is a good rule of thumb, leaving room for you to respond to initial comments or feedback.

Think of this process as an advantage. You get insight into what the board members may bring up during the meeting and more context to prep. Secondly, it ensures everyone is on the same page ahead of the meeting. That way, you can dive straight into key points during your presentation without covering minute details.

9. Build confidence with your power outfit.

Building confidence is one of the less concrete tips on the list to implement. But the good news is, there are research-backed techniques you can use to achieve it. One of them is right within your reach: clothing.

Many of us can relate to the feeling of trying on clothes in a fitting room and feeling like a million bucks. It tends to put us in a better mood and shift our perspective.

Well, turns out there’s a reason for this. In 2012, two researchers coined the term " enclothed cognition " to refer to the impact clothes can have on the psyche. They found that the clothes we wear can shift our perspective.

In that spirit, put on your best blazer or suit the day of your presentation. That outfit may be just the boost you need.

10. Rehearse your script.

During a presentation with a board of directors, you want to avoid the Michael Scott approach at all costs.

Instead, go the exact opposite route: practice. Practice is the cure to presentation jitters and the formula for seamless delivery. The more familiar you become with your content, the better the presentation will be.

If it’s been a while since your last presentation, start by practicing in the mirror. You’ll immediately notice any mannerisms that may be distracting to your audience. Recording yourself also works great.

Then, practice in front of an audience. And, unfortunately, your dog won’t cut it for this one. Practice with family or friends who can give you feedback on how to improve.

And remember: You’re the only one who knows your speech and presentation. So, if you mess up or forget to mention something, you’re likely the only one who noticed.

11. Don’t fall into the PowerPoint trap.

You’ll likely use a tool like PowerPoint to guide you during your presentation. Yet, it’s important that you don’t overly depend on it.

For instance, packing your slides with heavy text or bullet points is a surefire way to lose your audience. In fact, 40% of respondents in a 2018 study by Prezi said it caused disengagement and made it harder to retain information.

So, stick to one key point on each slide. It’s easier for your audience to remember and prevents information overload.

12. Read the room.

Even if you follow every tip listed above, you might hit a point in your presentation where there’s a disconnect between you and your audience. You might notice confused looks or a shift in body language. If that happens, that’s your cue to pivot.

If your audience seems confused, dive in a little bit deeper on your point. If you sense disagreement, tackle those concerns head-on.

Let’s say you’re proposing a new initiative for the company, and you sense some pushback on the timeline.

You can address it by saying something along the lines of, " You may have some concern regarding the timeline and whether it’s feasible given our current projects. While the timeline may seem tight, we have factored in X, Y, and Z, and, given our past initiatives, we believe this timeline will account for A, B, and C ."

A response like this can mitigate the situation while still keeping you on track.

13. Include time for questions.

As a foodie, dinner for me isn’t complete without a good piece of chocolate. Whether it’s a KitKat or a chocolate cake, having chocolate after dinner feels like the perfect ending. Q&A sessions are kind of like that. It’s the audience’s chance to ask questions and discuss the presentation.

Be ready for questions regarding the data and solutions you presented. The length of the Q&A session will vary depending on the length of your presentation, the size of the board, and other factors.

Additionally, it’s your opportunity to address any looming concerns and re-emphasize your key points. Not sure what to do if you don’t have an answer to something? Here are a few responses:

• "That’s a great question. I don’t have an answer for you at the moment, but I will follow up over email by end of day."
• "I don’t have much experience in that X [topic/department/]. However, I will reach out to X and get back to you within a week."
• "We haven’t explored that yet, but what I can tell you is …"
• "That’s a great point we hadn’t considered before. My team and I will reconvene and strategize on the best way to approach this."

When the stakes are so high, a presentation to the board can seem daunting. By incorporating these tips into your strategy, you can remove the stress and focus instead on your delivery.

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Board of directors presentation: The all-in-one guide

Learn how to craft a persuasive pitch, deliver your presentation with confidence.

Raja Bothra

Building presentations

When it comes to presenting to your board of directors, it's not just another run-of-the-mill presentation. You're facing a unique audience with high expectations and critical decisions to make.

In this guide, we'll delve deep into the art of creating impactful board of directors presentations. Whether you're a seasoned presenter or just starting out, these insights will help you shine in front of your board members.

Art of presenting to your board of directors

Presenting to your board of directors is a skill that can significantly impact your organization's success. It's a chance to convey your ideas, strategies, and achievements in a way that aligns with the company's goals and values.

Board of directors: The pillars of governance

The board of directors, often referred to as the "board," plays a crucial role in steering the company. They are responsible for major decisions, overseeing company performance, and ensuring it stays on course. Understanding the dynamics of the board is key to a successful presentation.

Board members: Your audience

Your board members are a diverse group with varying backgrounds and expertise. They bring their unique perspectives to the table. Addressing their specific needs and concerns is essential to a successful presentation.

Slide design: Crafting visual impact

In board presentations, slides are your canvas. Use them to create a visual narrative that complements your verbal communication. Avoid overcrowding slides with text. Instead, focus on concise, visually appealing slides that enhance your message.

Board meeting dynamics

Board meetings are structured events where presentations are made, decisions are taken, and strategies are discussed. Understanding the flow and purpose of a board meeting is crucial to your presentation's success.

Purpose of a board of directors presentation: Why do we need one?

Why present to the board.

Every board of directors presentation serves a distinct purpose. Whether it's a quarterly performance update or a strategic proposal, your presentation should align with the board's needs and expectations.

The long-term value proposition

Remember, your presentation should not just be about the here and now. It should convey the long-term value your strategies and initiatives bring to the company.

How to structure an effective board of directors presentation

A well-structured presentation is like a well-organized roadmap. It guides your board members through your ideas, helping them understand and appreciate your perspective.

1. Title slide :

• Start with a compelling title that summarizes the purpose of the presentation.
• Include your company logo and the date of the presentation.

2. Agenda :

• Create a slide that outlines the agenda for the presentation.
• This helps set expectations for what will be covered.

3. Introduction :

• Begin by introducing yourself and your role within the company.
• Provide a brief overview of the presentation's purpose and goals.

4. Company overview :

• Present a concise overview of your company, including its history, mission, and key achievements.

5. Financial highlights :

• Share key financial metrics and performance indicators.
• Use charts and graphs to visualize data for easy comprehension.

6. Operational updates :

• Discuss recent operational developments, such as product launches, market expansion, or cost-saving initiatives.

7. Market analysis :

• Provide insights into the industry landscape, market trends, and competitive positioning.

8. Strategic initiatives :

• Detail any strategic initiatives, projects, or goals your company is pursuing.

9. Risk assessment :

• Identify and assess potential risks and challenges your company may face.
• Explain your mitigation strategies.

10. Financial projections :

• Present future financial projections, including revenue forecasts and expense estimates.

11. Recommendations :

• Offer recommendations or decisions that require the board's input or approval.
• Clearly state the desired outcomes.

12. Q&A session :

• Dedicate a slide to transition into a question-and-answer session.
• Encourage board members to ask questions and seek clarifications.

13. Conclusion :

• Summarize the key points of your presentation.
• Express gratitude for their time and input.

14. Next steps :

• Outline the next steps or actions expected from the board following the presentation.

15. Closing remarks :

• End with closing remarks and thank the board for their attention.
• Reiterate your commitment to the company's success.

16. Appendix (Optional):

• Include any additional data, charts, or supporting documents in the appendix.

Do's and don'ts on a board of directors presentation

Presenting to a board of directors is both an art and a science. Knowing what to do and what to avoid can make or break your presentation.

• Rehearse : Practice makes perfect. Rehearse your presentation to ensure a smooth delivery.
• Keep it concise : Avoid lengthy, meandering explanations. Keep your presentation concise and to the point.
• Engage your audience : An engaging presentation can help board members understand complex topics better.

Don'ts:

• Overload the slides : Avoid overcrowding slides with too much information.
• Copy-paste content : Your presentation should never be a copy of existing documents.
• Lack of preparation : Don't go into a presentation without thorough preparation.

Summarizing key takeaways

• Unique audience expectations: Board presentations are distinct, requiring understanding of the board's unique audience with high expectations and decision-making authority.
• Impactful communication: Craft presentations that effectively convey ideas, strategies, and achievements aligned with the company's values for maximum impact.
• Board governance insights: Recognize the vital role of the board in steering the company, making significant decisions, and maintaining its course.
• Diverse board members: Acknowledge the diverse backgrounds and expertise of board members; cater to their specific needs and perspectives for success.
• Effective presentation structure: Structure presentations thoughtfully, including key elements like agenda, company overview, financial highlights, strategic insights, and a focus on engagement while avoiding common pitfalls.

1. How should I approach discussions and decision-making in the boardroom after my presentation?

After your presentation, discussions in the boardroom are crucial for reaching a consensus and fine-tuning the decision. It's not uncommon that the discussion starts immediately without formal presentations. Be ready to engage with board members, answer questions, and provide additional information if needed. Keep the long-term value and risks in mind during these discussions, as board members generally watch over the long-term value of the company. Your role in the boardroom is not only to present but also to actively participate in the decision-making process.

2. What are some tips for engaging board members during a presentation?

Engaging board members during a presentation is essential for a successful outcome. Here are some tips:

• Craft visually appealing slides that support your content.
• Use bullet points to present key arguments or take-aways.
• Encourage questions and open discussions to foster engagement.
• Keep the presentation concise and focused on what really matters.
• Avoid going into the details of things beside the point.
• Make sure your presentation is based on selected details and numbers that are relevant to your proposal.

3. How should I handle questions and answers (Q&A) during a board presentation?

Handling Q&A during a board presentation requires finesse. Be prepared to answer questions, even if you don't know the answer, but be honest if you don't have the information at hand. Don't take questions lightly, as they can influence the board's decision. Additionally, don't make up information. If necessary, offer to follow up with a detailed response after the presentation. Q&A is an opportunity to provide clarity and ensure the board members understand your proposal.

4. What should I include in the slides of my board of directors presentation?

The content of your presentation slides is crucial. Each slide should contribute to the narrative of your presentation. Use visuals, bullet points, and concise text to convey your message effectively. Your slide deck should be more than a mere copy of the presentation. It should be a visual aid that supports your spoken words. Ensure that your slides align with the purpose of your presentation and the key arguments you want to present. Don't overload the slides with unnecessary information; instead, focus on elements that you want the board to remember.

5. How can I make my board presentation more impactful and memorable?

To make your board presentation impactful and memorable, consider these strategies:

• Craft an inductive story that captures the board's attention from the start.
• Structure your presentation based on the three typical parts: introduction, key arguments, and conclusion.
• Prioritize information quality and unanimity in your presentation.
• Ensure your presentation revolves around what really matters to the board.
• Use connectors for your computer to ensure everything goes as you expected during the presentation.
• Finally, don't forget to express gratitude for their time and attention at the end.

Create your board of directors presentation with Prezent

In the world of board presentations, having the right tools can make all the difference. Prezent, an AI presentation software designed for enterprise teams, can help you create compelling board presentations that are on-brand, engaging, and effective.

With Prezent, you can:

• Craft visually appealing slides that resonate with your board members.
• Save time and effort in creating and sharing presentations.
• Ensure 100% compliance with brand guidelines.
• Collaborate with your team in real-time, even for overnight presentations.

Presenting to your board of directors is a skill that evolves with experience and preparation. Whether it's your first presentation or you're a seasoned presenter, following best practices and leveraging tools like Prezent can help you deliver presentations that leave a lasting impact on your board members. Remember, it's not just about the content; it's about the art of persuasion and engagement.

To further enhance your boardroom presentations, consider incorporating a well-structured Board of Directors meeting presentation template . This valuable tool can guide you in organizing your thoughts, ensuring clarity in your message, and maintaining a professional and polished appearance. So, next time you step into the boardroom, armed with your carefully crafted presentation and utilizing a Board of Directors meeting presentation template, keep in mind the insights and tips shared here. With the right approach and a touch of finesse, you can master the art of presenting to your board of directors.

Are you ready to make a real impact with your presentation to the board? Try our free trial or book a demo today with Prezent!

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How to Present to Senior Executives

by Nancy Duarte

Senior executives are one of the toughest crowds you’ll face as a presenter. They’re incredibly impatient because their schedules are jam-packed — and they have to make lots of high-stakes decisions , often with little time to weigh options. So they won’t sit still for a long presentation with a big reveal at the end. They’ll just interrupt you before you finish your shtick.

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Data & Finance for Work & Life

Management Presentation: 8 Tips, Examples & a Template

In a corporate context, presenting works wonders for a career. Most professionals get exposure to presenting to informed colleagues and department managers. It’s an ideal way to get visibility and show value. But a management presentation to senior executives who aren’t familiar department nuances is a different ballgame.

A management presentation is a high-level summary to senior executive that optimizes reports to include only the details relevant to directorial decisions . They are notoriously difficult to navigate for two reasons: 1. most executives do not have working knowledge of the nuances in each department , 2. presenters rarely have time to understand executives’ preferences .

More than anything else, good management presenters learn how to strike a balance in the degree of detail: they provide enough detail so executives make informed decisions, but not so much detail that they cause confusion.

This article explores how to make a good management presentations in PowerPoint using 4 management presenting best practices , 4 management presenting techniques , providing examples for each, and finishing with a management presentation template you can apply in real life. You can use it as a jumping off point for deeper communication curriculum .

5 management presenting best practices are:

• Ask what managers prefer ahead of time.
• Have 1 message, and 1 message Only.
• The only words should be “Thought Starters.”
• Keep it short.
• Practice 7 times in advance.

4 management presenting techniques are:

• Use a CSP model – Challenge, Solution, Progress.
• Begin with a summary of exactly 3 points.
• Use only these 3 chart types: bar, line, scatter.
• Design slides with the company logo.

I will use a financial analyst perspective in this article, but everything here applies to data and business analysts as well.

Ask Executives Their Preference Ahead of Time

If you’ve ever taken a class on presentation techniques, you’ve heard the old adage “know your audience.” It’s true, the best way to deliver a great presentation is to align your message with what your audience already understands. The same applies to a management presentation.

The challenge is that, more often than not, executives are too busy for you to get to know them well. This means you hardly get the chance to understand how they like presentations. So what can you do? Well, ask them! There’s no harm in sending an email to understand better. And what’s more, once you know, you can always defer to their preferences in the future.

For a financial management presentation, common questions to ask include the following:

• Do you prefer to see raw data, or only visualizations?
• Do you prefer charts or table summaries?
• Would you like a written explanation on paper for each slide?
• Do you like averages alone, or do you prefer means, or standard deviation?
• What interests you most in a presentation?

If you gather some helpful insights, then your presentation will be that much better. That said, you may not get a response, or it may be quick and not insightful. But most senior executives will appreciate you asking .

The best part is you will be able to surprise them. Using the best practices and techniques below, in additional to any insights gathered form your email, will work wonders for you.

Have 1 Message, and 1 Message Only

The easiest mistake to make on a management presentation is trying to deliver multiple messages. Senior executives go through loads of meetings every day, and each meeting they have includes a wave of information. Your mission should be to deliver 1 essential message so they can easily understand and compartmentalize it.

This is no easy task. When I try to narrow down the focus of my management presentation message, it seems like I leave out critical information along the way. The key is to tell a story to incorporate critical information as part of a story towards the essential message.

For example, imagine you work for a wholesale watch company called Batch Watch . You want to explain a financing operation in which the company has the option of two loans to fund the initial costs of 10,000 watches. These loans have different interest rates and maturity dates. Loan A is better if the company expects to sell the watches within 3 months, while Loan B is better if the company expects to sell over more than 3 months. Each has cancellation fees and cash flow impacts.

Instead of showing the cancellation fees and cash flow impact of the each loan, all you need to say is “ we expect the company to sell them within 3 months, and we recommend loan A for that reason.” If the executives disagree on the sale timeline, they will ask for more information.

This is how you keep senior executives engaged, by integrating them in the story you tell. Ultimately, the essential message of your presentation should be how much profit the company will make from the watch funding operation. Senior executives should leave feeling like the project is in good hands with you, and they only feel that way when you tell a story around the essential message .

Whatever the Message, Use Data

Whatever message you want to send, it needs to be backed up by data. In the example above the data was financial, but it’s not always that simple. Context may require you to provide KPIs and perform extensive data analysis that culminates in a small output that your viewers can easily digest.

You need to be strong with data to deliver a good management presentation. To get started or refresh your memory, you can read AnalystAnswers’ free Intro to Data Analysis eBook .

The Only Words Should be “Thought Starters”

As a general presentation principle, you should not write many thoughts down on presentation slides. Words have two negative impacts on the audience: they demand energy from the reader, and they make the reader feel compelled to read, lest they misunderstand.

If you can avoid putting text blocks altogether, do. If you don’t need any writing at all, don’t. However, if you need guidance as you speak or want to provide reminders for a later data, use “Thought Starters.”

Thought starters are phrases of 3 words maximum that contain ideas leading to the essential message. People often call them “bullet points,” which is common for list-style thought starters. Personally, I prefer to place thought starters at different places on a slide. When I use a chart, for example, I put thought starters at relevant places on the slide.

Keep it Short

Your presentation should never consume more than 80% of the allotted timeframe. This means that if you plan a 5 minutes meeting, deliver the presentation in 4 minutes. If you’re given 30 minutes, do it in 25 minutes. If you have 1 hour, do it in 45 minutes.

By keeping the presentation short, you relieve the audience and you allow for some question buffer. Have you ever sat in a meeting planned for 1 hour, and at 45m it ends early? It’s a pleasure for everyone. Most of us feel like we’re running behind — when you put us ahead of schedule, we love you!

At the same time, senior executives may bombard you with questions throughout the presentation. If you planned to fill the whole timeframe, you won’t finish. But if you planned to finish early, you still have a chance.

And if you use the rest of these best practices and techniques, those senior executives shouldn’t need to ask too many questions!

Practice 7 Times in Advance

There’s a mix of opinions on the number of times you should rehearse a presentation before doing it live, but most people agree that it’s somewhere between 5 and 10 times. If you take nothing else from this article, take this. To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times.

To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times. AnalystAnswers.com

But just practicing isn’t enough, there are a few criteria you must meet:

• Practice in the room you will present in. There’s something about envisioning yourself live that really makes a difference. When you practice in a space other that where you’ll present, it’s good. But when you practice in the “live” room, you’re able to sensitize yourself to the environment, which calms nerves so you can focus on the message.
• Have an audience. We all behave differently when there’s stimulus of other people around. Whenever possible, get one or two people to whom you can present. In addition to getting used to having an audience, you’ll also get some feedback.
• Use the same volume of voice. When we’re not “live,” we have a tendency to hold back on our voice. This is detrimental to the presentation because you feel taken off guard by your own voice. Make sure to envision yourself in front of the senior execs when you practice.

Best Practices Recap

We’ve addressed 5 best practices — now let’s turn our attention to 4 specific techniques you can easily implement. And when you do, that work wonders for management presenting.

Use a CSP Model (Challenge, Solution, Progress)

Every presentation needs structure, but it’s easy to forget that we need to guide our audience. A great way to structure management reports is using the CSP model. CSP stands for Challenge, Solution, Progress, and it’s exactly what it sounds like.

You need to explain the challenge or goal, explain what the solution to the challenge is (or how to achieve the goal), and show where you are in the steps to completing that goal.

For example, let’s look at our Batch Watch case. Imagine you need to find funding for a new product launch — $100,000 to be exact. A sample CSP model for this would be a slide that shows:

By using the CSP model, you guide the audience. However, it’s important to note that the CSP model is not a summary . It’s an overview of the process, but a summary should always come before. Let’s talk about it now.

Begin with a Summary of Exactly 3 Points

Any good presentation begins with a summary. And a good summary communicates the essential message simply in 3 points. However, the summary is not the same thing as the CSP model. Instead, it provides an alternative view on the challenge and and solution.

For example, using our Batch Watch case of funding a new product, you could address a summary in the following way:

• Challenge, Solution, Progress
• Funding acquisition
• Project Timeline

This provides additional details that are most relevant to the project and carry added value to the CSP model.

Use only Bar Charts (aka Column Charts), Line Graphs, and Scatter Plots

Whether it’s for data, financial, and business analyst topics , management presentations should only ever have bar charts, line graphs, and scatter plots. They are common, rich in information, and well understood. Any other kind of graph is distracting more than anything else.

A bar graph is useful when you want to compare like variables. For example, if you want to show the average size of Canadian trout versus American trout. A common mistake, though, is to use bar graphs to show change over time. While it’s not incorrect to do so, line graphs are better for this purpose.

A line graph is useful when you want to show change in one variable over time (we call this time series data). For example, if you want to show the progression of revenues over time, line graphs are the perfect way to do so.

A scatter plot is best when you want to compare a set of observations of one variable to a set of observations of another. It’s the ideal way to quickly visualize the relationship between two variables. For example, if you want to see how company revenues compare to GDP, you could use a scatter plot like this:

For example, let’s look at our Batch Watch case. If we want to see how our company is performing compared to the economy as a whole, we could use this scatter plot. As you can see, we have a positive (bottom left to top right) relationship, but a weak one (points not clustered closely).

Design Slides Using the Company Logo

When you’re presenting to senior executives, you want your slides to look professional. The best way to do that is by putting your company logo on them, including any corporate design standards (colors, fonts, etc). Show through your presentation that you belong to the same company, and that you’re in it in spirit. For example, let’s add the AnalystAnswers.com logo to our CSP slide:

Techniques Recap

Here’s a sample management presentation template below. I hope you understand after reading this article that management presentation is more about your delivery than it is about the slides you prepare.

Download Management Presentation Template for Free

While the techniques we’ve discussed will help you build a good presentation, your success really depends on how well you deliver the ideas needed to help senior executives make decisions. At the end of the day, it’s all about balance.

If you only remember two things from this article, remember that great management presenters give enough detail to inform senior executive but not too much that they cause confusion, and great management presenters make sure they do so by practicing 7 times in advance. You’ll have to practice, practice, practice.

About the Author

Noah is the founder & Editor-in-Chief at AnalystAnswers. He is a transatlantic professional and entrepreneur with 5+ years of corporate finance and data analytics experience, as well as 3+ years in consumer financial products and business software. He started AnalystAnswers to provide aspiring professionals with accessible explanations of otherwise dense finance and data concepts. Noah believes everyone can benefit from an analytical mindset in growing digital world. When he's not busy at work, Noah likes to explore new European cities, exercise, and spend time with friends and family.

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Give a Winning Board Presentation

February 27, 2023

Presenting to the board can appear to be challenge.  But at the same time it’s a great opportunity to stand out and impress: you can showcase yourself with your board presentation. In this article you have ten specific tips to improve your board of directors presentations.

One of the biggest challenges when you present to the board is knowing at what level to present.  how much do you need to give background  how much detail is needed do you need to address every objection  for these reason, people often struggle to make their presentations to the board work..

The most important thing to understand is that board members want answers, not problems .  They are not there to mark your homework; their job is to make decisions based on your expert advice. 

Presenting to the Board is a core business skills.  And it’s a skill you can learn.  Over the last 15 years we’ve coached hundreds of people to be brilliant presenters at board meetings. 

Do please call us and we’ll tell you about our presentation coaching – it’s fast and good value.

To help you master the skills of a high-stakes presentation, our coaches have shared their top ten lessons for creating and delivering killer c-level presentations.  Their advice is based on over 15 years of successfully coaching senior managers globally.

How we can help – schedule a free consultation now

 Top ten tips for how to present to the board

Let’s review each of these tips in more detail:

1. Your board wants answers, not problems

Imagine being a board director. You have big responsibilities. Your brief is wide and you regularly need to make decisions based on limited knowledge.  When someone presents at a board meeting you assume that you are listening to an expert.  You want them to give you advice.  What you don’t want is someone who sits on the fence and says ‘on the one hand – on the other hand…’ without reaching a conclusion.

As a presenter you need to do the hard work for the directors so that your presentation to the board of directors lays out clearly what the issues are, why they are important and what should be done. If you are very good you will also look at alternative approaches and argue why those will not work. You may also assess risks. 

By taking this approach you show that you understand the issues and that the board can rely on your good judgement. 

2. Keep your presentation to the board short

Most board directors are very busy and have a huge amount on their plate.  When giving a board presentation your job is to make it easy for the board to make decisions .  You’ll find that you will be most successful if you say less, and say it better.  What do I mean by that? Don’t waste time stating the obvious. You do not need to tell them that climate change is important or that the war in Ukraine has increased energy prices. 

You will look more impressive when you present if you build on the board’s existing knowledge rather them telling them stuff they already know. 

Read more about our award-winning executive presentation coaching and how it will help you impress in front of the board.

3. Your presentation should get to the point quickly

What do you say in the opening words of your high-stakes presentations? How do you grab attention and show that what you are saying will be valuable to the board?  If you want to impress you want to quickly lay out why you are there and what you are looking for from the board members.

The quicker you get to the meat of the topic the better.   Do not start with extensive background and never leave the punchline to your closing words. 

I f you lay out your ‘ask’ at the very start of your presentation then each board member will listen more attentively to what you are saying and better understand how everything you say points to your conclusion. 

Only bad board presentations leave the ‘ask’ to the end.

Another way to make your board feel comfortable is to start by talking about things in which they believe. For example, if you start your presentation by stating that the world is flat, you will alienate most people. Instead, you want to get your board members nodding along with you towards the start of your presentation – so long as you are not stating the obvious.

4. Tell the board their decision is important

As we said above, your board members are busy people . To get the result you want, you should put their decision in context.  For instance, what would be the result of delaying a decision? What is the impact on the bottom line of the right decision?  How big a risk is making the wrong decision? 

These are the sort of questions you want to address relatively early in your presentation. If you tell your board the danger of failure is important, high risk and expensive, you’ll grab their attention.

For example, one client recently was presenting to the board to get final budget approval for a major office move.  She was worried that the board would simply end up discussing who would get the corner offices and what colour the chairs would be.  So, to show them how important their decision was, she started: “This £50m decision is one of the biggest decisions this board has made.  And it impacts the lives of our 2,000 colleagues.”  After that, nobody would dare get lost in trivial detail.  Find out how intensive executive presentation coaching will help you become a powerful confident presenter.

5. Your presentation is often won before the board meeting

Surprises at board meetings are high risk. In reality, the biggest board decisions are generally agreed well before the board meeting. You should use your board presentation for final sign-off and approval only.

For example, how many board members or key people can you speak to before your board meeting?   The more people you consult and listen to before the meeting, the better you will succeed.  If everyone on the board feels they have been involved and agrees with what you are presenting, you will be more likely to carry the board with you. 

If people have raised objections in your discussions before the board meeting, then address those objections in your presentation.  People want to be heard and appreciated.

6. You are the expert when presenting to the board

While many of the board may be strong, daunting figures, they are unlikely to be experts in your specialist area.  You are presenting because you have expertise . If you don’t know more than them, then you are not the right person to be presenting, or you are looking at the wrong thing.  You should be educating the board members – they should learn from you. 

7. Minimise use of visual aids in high level presentations

You can waste a huge amount of time preparing PowerPoint.  But PowerPoint slides usually reduce your impact in board presentations .  Instead, put your efforts into a high-quality board note and a short, punchy summary talk.

Some things you should work on for your next board meeting presentation:

– Use language that makes your board comfortable.  For example, what’s most important to them? Is it sales, profits, margins, safety, cash flow?  Talk about what matters to them. 

– What metaphors do they use in the board? Do they talk about driving the business? Do they talk about nurturing and growing the company? Or do they talk about battling the competition and fighting market conditions? When you use the board’s own favourite metaphors, you will be speaking their language.

8. Use stories and examples when presenting to the board

One of my favourite sayings for pitches and presentations is: “Facts get forgotten, but stories get repeated”. A good story is usually more compelling than the most convincing numbers. Yet too many board presentations fail to apply the power of a compelling story.

A good story in your presentation to the board can be a multi-tool. It can do many jobs at once. A powerful story can help bring to life a complex idea. A story can make it easy for a board member to understand what drives your recommendation and a strong story will give the board member something they will remember and repeat.

Find out how intensive executive presentation coaching will help you become a powerful confident presenter.

9. Make your boardroom presentation easy for the board, and fun

One common mistake when presenting to the board is to make your presentation too long and too complicated.  Just because you are smart and your board members are smart does not mean that your board presentation needs to show how much work you have done. Complexity is off-putting. The human brain loves simplicity . A boardroom presentation should be made simple for your audience.

Having worked on hundreds of successful board presentations, we are often surprised how simple the best presentations are. But turning complex presentations into simple presentations is hard. Anybody can fill a presentation with detail. It takes real skill to convince your board with just a handful of smart ideas and cast-iron logic.

10. Prepare your boardroom presentation rigorously

Test your presentation on other people.  Show it to your boss. Ask people to pick holes in your arguments.  Be tough on yourself.  Keep working at it and fixing it until you are completely happy.  And practise it out loud.  Not to memorise it, but to check if it is good enough.  You should be fixing and changing your presentation up until the last minute.     

For you to be successful in your high-stakes presentations, you want to be well prepared.   So many people bring in a coach to help them prepare. That way you can stress-test your ideas, rehearse and improve your presentation , then go into the board feeling confident that you are ready. 

How do you do this?  Call us.   We spend our lives polishing board presentations.

How to be brilliant at boardroom presentations

Get some expert help. if you want to really impress when you next pitch to the board of directors, then get in touch. we’ve been helping executives present to the board for over 15 years. hundreds of businesses have benefitted from our fast and efficient coaching expertise., call louise angus, our client services director, for a no-obligation chat about how we can add value to your board-level presentations., transform your presentation skills with tailored coaching.

We can help you present brilliantly. Thousands of people have benefitted from our tailored in-house coaching and advice – and we can help you too .

“I honestly thought it was the most valuable 3 hours I’ve spent with anyone in a long time.” Mick May, CEO, Blue Sky

For 15+ years we’ve been the trusted choice of leading businesses and executives throughout the UK, Europe and the Middle East to improve corporate presentations through presentation coaching, public speaking training and expert advice on pitching to investors.

Unlock your full potential and take your presentations to the next level with Benjamin Ball Associates.

Speak to Louise on +44 20 7018 0922 or email [email protected] to transform your speeches, pitches and presentations.

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How to make a Presentation to the Board of Directors

by Edouard Gruwez – September 2019

This article is a brief guideline for anyone who prepares a presentation to the Board of Directors or to a Board Committee.

A Board of Directors is a particularly demanding audience because time pressure, information quality and unanimity are more important to them than to any other management team. A presentation to the Board should be to the point: short and complete, simple and substantiated, persuasive and factual, confident and honest.

Don’t talk like TED, be TO THE POINT.

The answer to this challenge is NOT to make a TED-like presentation. Directors and Executives are not seeking entertainment. They want to make the best possible decision in the shortest possible time, while taking all information and risks into account.

Time Squeeze. Time is money, especially in Board Meetings. Directors want to get directly to the heart of the matter. If you don’t do so, they will interrupt you from the very start. But how to make a story short if the subject is complex and information abundant?

Information Gap. Information that reaches the Board might be biased in many ways. So, they want to check. With their experience, they often ‘feel’ if something is right or not. Both checking facts and getting the right feeling, requires them to investigate details. But how can you provide details within the extreme time constraint?

Team Dynamics. Aligning such a group of intelligent, authoritative individuals with many, often conflicting, priorities is a subtle process of information, discussion and persuasion. But how do you behave as a visitor, not being familiar with these dynamics?

The answer to this challenge is a meticulous preparation:

Step 1 – Understand and focus on the essence. Step 2 – Build a concise, solid narrative. Step 3 – Create convenient and detailed documentation. Step 4 – Prepare to be your honest self.

Following pages describe the four steps in further detail.

STEP 1 – Understand and focus on the essence.

In most cases a person from the audience is at the origin of your invitation. Use your sponsor as sounding board throughout your preparation and consider talking to some Board members.

a. Make the purpose yours and stick to it.

The Board has invited you for a purpose. Make sure that this purpose is crystal clear. If it isn’t, ask your sponsor or check with the Board Secretary. What is the exact scope? Is it an item for information or decision? And if so what decision? If not done by the chair, consider reminding the audience of the purpose at the beginning of your talk.

Don’t have a hidden agenda! Stick to the purpose of your presentation. Any attempt to achieve a hidden purpose will only weaken your presentation and credibility.

b. Know who sits in the Board of Directors and understand their needs.

Ask your sponsor about the Board members, their background, their knowledge, their opinions, their formal and informal roles.

Make sure to understand what they are looking for. Boards generally watch over the long-term value and risks of the company. Understand what ‘value’ means to them: contribution to society, sustainability, well-being, or legacy can be as important as monetary value. Find out if there are specific worries. The more you can build your presentation around what really matters to them, the more you will capture their attention.

Typical Board questions are :

• Have we looked at all alternatives?

• Is the data reliable and is the methodology solid?

• Can we secure the resources?

• What are the risks?

• How does this create value in the long run?

• Is it a well-grounded strategy that fits the mission and goals?

And understand their background. Non executive board members might be less familiar with some industry-specific technicalities and acronyms. Either avoid these items or give enough background information.

Table of Contents

You would hope that most people who sit on Boards of Directors know their stuff. They are experienced, proven, successful business leaders (sure, that might not always be the case… but as a rule). So, you need to have your act together whenever you go in front of them. You probably don’t need us to tell you that. You might well be feeling some trepidation at the thought – that’s probably why you’re reading this article. Well, don’t worry, we can help you improve your board presentation skills.

Whether you present to the Board regularly or have one big opportunity to get in front of them and show your stuff, you’ll want to do the best job you possibly can and create an impactful presentation. So, read through our top tips for presenting to the Board and you’ll know exactly how best to approach your presentation. Knowing what you need to do will bring confidence… and that’s half the battle!

We’ll take you through what you need to do to in terms of preparation, what you should consider when it comes to the content of your presentation, and some top tips for delivery.

Here’s our list of tips for nailing any presentation to the Board:

Be well prepared (make sure you have all the materials and information you will need)

Know your audience

Ask to see the full agenda

Don’t use jargon

Know the exact points you want them to remember, use data and benchmarks, make your slides look decent, get your materials right, do not read from notes.

Smile, don’t be afraid of humour

DO NOT go over time

Be ready to answer questions.

So, let’s take a look at each of these points in more detail….

Be prepared

Remember, if you fail to prepare, you prepare to fail. Don’t wing it. Presenting to the Board is important – even if you’re the CEO and do it regularly, you will almost always be presenting to the Board with a very specific and important goal in mind. Maybe you need to get approval, buy-in or sign-off for an initiative, or you’re hoping to secure investment for a project. Whatever the purpose of your presentation, if you’re in front of the Board, it’s important and worth doing properly.

So, make sure you prioritise this presentation and make the time to properly prepare for your next board meeting. Try not to leave this until the last minute. Ideally, you’ll do your preparation far enough in advance to allow time for you to put it down for a few days and then revisit it with fresh eyes. That’s a great way to double check your key messages are clearly coming through.

And here is exactly what you should do to prepare…

Do your homework on all the Board Members – know their experience and their expertise. And, if you’ve never met them before, make sure to find a photo of them so you can put faces to names and bios.

Knowing their backgrounds and experience will help you craft a presentation that doesn’t patronise or assume knowledge where it isn’t. You can also subtly direct particular parts of your presentation to the most relevant Board Members to help engage them and ensure you have their attention.

Ask to see the full agenda for the Board Meeting

It’s a good idea to know the context you are presenting in so you can get a sense for how the Board Members might be feeling. What are you following? Will they been exhausted from looking at spreadsheets or will they be relatively relaxed after a coffee break? Know your context and present accordingly.

Unless you are 100% confident that everyone in the room will understand it, avoid jargon. And remember, it’s important to explain any technical concepts in a relatable manner in order to keep them engaged. Board Members will be from a variety of backgrounds and experiences (that’s what makes a good Board) so you cannot assume everyone has the same level of knowledge of your area. Don’t take the risk of losing their attention or obscuring your meaning by using language they may not understand.

When planning your content, summarise your presentation and decide what the crucial points you want to get across are. If the Board Members only remember 2 or 3 points about your presentation, what would you want them to be?

When you’ve boiled down what you’re saying to those most important points, look back over your presentation and double check they are coming across loud and clear. Consider making a summary slide and ending the presentation on a reinforcement of those key points.

As it’s often said, it’s hard to argue with facts… so infuse your presentation with as many as possible, especially if you’re trying to win buy-in for something. Back up what you’re saying with data, stats or metrics and key performance indicators. If you make a point about performance improvement, show the data that demonstrates that. If you’re offering a growth projection, show the data that supports that hypothesis.

Then make sure you present that data in an interesting way. Data visualisation is an important skill to have and can help you transform presentations and bring numbers to life. Consider using graphs and diagrams instead of flat figures. This can really help the more visual people in your audience absorb the point you’re trying to make.

Remember, if you’re presenting data, don’t just show the stats without offering some analysis or a conclusion. What does this data tell us? What have you learnt from it? Does it drive any decisions or actions?

Also remember to give the board context for each data point. Is that a good or bad performance? It’s no good showing a conversion rate, for example, without giving any sort of indication as to how that compares to expectations or industry averages. Try to include benchmarks for reference.

You’d be surprised how many people don’t give this the focus it deserves. This is particularly important if you’re going to be one of a series of presentations during the Board session. If you’ve spent the time to make your slides look engaging, then it’ll help you stand out.

If you have slides with a list of bullets, think about how they can be presented in a more visually engaging way. A list of bullets could become a grouping of different icons or images, each illustrating your different points with some supporting words underneath.

It’s worth getting a proper design brain to help you with this. Even if you just ask them to input on a few slides in your deck, you can then take the design improvements they’ve made to those slides and extend the same principles across the whole deck.

Spending time to make your presentation deck look good will not only help engage your audience and get your point across; it also shows that you have put the work in and are taking this seriously. That level of effort won’t go unappreciated by The Board.

No doubt there will be a Board Pack or Board Report you need to contribute to. Get that ready as far as you can in advance. If you do send materials in advance, do assume they’ve been read by the time it comes to your presentation, and don’t just repeat what was in the papers – that’ll feel like you’re wasting the Board Members’ precious time and that will annoy them.

This might seem obvious, but it’s worth noting here so you remember to factor in enough time for this. Some people like to practice in front of a trusted colleague, family member or friend, others are more comfortable in front of the mirror. Either way is good.

How you practice and how much does really come down to personal preference, but just make sure you get to the point where you’re confident in your delivery and you don’t have to struggle to remember what comes next.

It’s also worth bearing in mind that there is such thing as over practising. You don’t want to don’t kill all energy from your presentation and get to the point that you’re just reciting it like a robot!

We’re all for writing down what you want to say – it’s always better to be prepared and have properly thought through what you need to get across and how – but that doesn’t mean you should read it. The secret is to write what you’re going to say and then to learn it.

You can either write a full script, or some detailed notes. If you’re writing a script, it’s extremely important to write as you speak. Don’t think of this as an article or report – it’s a script to be spoken – so worry less about punctation and more about the flow of your words. Try speaking your ideas first… and then write them down.

If you don’t think you can pull off a natural enough delivery of a script, then don’t write one, write notes instead. But then you must practice and practice delivering the presentation based on the notes you have read – this will eliminate ums and errs and hesitations and ensure you have a smooth delivery where you’re confident of everything you’re saying.

Smile, use some humour if the context is right

Make your presentation at least mildly entertaining. People always remember presenters that made them smile, or even laugh. But it’s a fine balance – don’t rock up with a full comedy set, or launch into some physical slapstick humour, whatever you do.

If you opt for some humour, make sure you read the room. If little jokes are not landing, then ditch the rest, they might not be in the mood. And if you know your Board of Directors have zero sense of humour, then just stick to smiling and being upbeat – don’t try for laughs that aren’t there!

And, of course, don’t roll out the gags if the subject is particularly grave or if you’re presenting a cost reduction strategy that involves redundancies.

Give some height to your presentation – establish yourself as someone worth looking up to! It’s all too easy to slouch in a chair – standing up will help you keep a straight posture and look confident.

Standing up will also help open out your diaphragm and enable you to project your voice more successfully. Sure, if you’re in a small room you don’t want to be bellowing at them, but you want to have a straight posture and speak clearly.

If you’ve been given a time to keep to, KEEP TO IT. Board meetings will be busy and have pretty packed agendas. Nothing will annoy Board Members more than you coming in and putting their agenda and timetable out of whack.

This, again, comes down to practice. You need to run through it a few times – remembering to keep a natural and considered pace – so you’re confident you can keep it to time.

And if they haven’t given you a set time, then just be aware that brevity is a good thing. Be mindful of people’s attention span and consider what has come before you on their agenda. If they’re likely to be a bit frazzled from an intense couple of hours, you’ll need to keep things as concise as you can or risk losing them.

Make sure you leave time for a Q&A! Read through your presentation imagining you are a Board Member, try to think of any questions you’d ask. Now either work the answer to those questions into the presentation or be prepared with a considered answer for a Q&A session at the end.

Don’t be afraid to say you don’t know the answer to something. It’s best to say quickly and firmly that you do not know the answer, but you will find out and get back to them. That’s much better than launching into a flustered bumble of BS. A savvy Board Member will spot that a mile off.

Also make sure you answer the actual question asked. So, listen carefully and if you’re unsure what they’re asking, repeat back your understanding of the question to check before answering. Don’t launch into an answer unless you’re very clear what they want to know.

So, those are our top 14 tips for nailing your presentation to The Board. In a nutshell it’s all about being prepared, practiced and confident (which comes from the first two).

One final important tip is to try and enjoy it! Board Members are people like you and I, don’t be unduly worried or intimidated. Enjoy the limelight and good luck!

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10 Tips For Impressive Presentations To Senior Leadership And Executives

Table of Contents

10 PRESENTATION TIPS TO IMPRESS SENIOR LEADERS

Tip 1: prepare, tip 2: begin with the end in mind.

• What do you want this audience to feel when they’re done?
• What do you want them to know when you’re done?
• What do you want them to do, when you’re done?

TIP 3: BE CLEAR AND CONCISE

Tip 4: tell stories, tip 5: keep slides minimal.

Provide extra information in your slide notes

TIP 6: CHANNEL NERVOUS ENERGY INTO USABLE ENERGY

The best way to feel confident is to practice.

5 to 7 full rehearsals

TIP 7: PRE-PRESENTATION WARM UP

Breathe low and slow.

WARM UP YOUR BODY

Warm up your mouth, tip 8: have vocal executive presence, tip 9: commanding the space.

Presentation power posing

TIP 10: AUTHENTIC SPEAKER PERSONA

• Case Studies
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• eBooks & Resources
• Leadership & Influence
• Conferences & Events
• Sales & Service
• Slide & Visual Design
• Storytelling & Speech Writing
• TED Talks & TEDx
• Testimonials
• Uncategorized
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10 Tips for Presenting to Senior management

Apr 13, 2019 by maurice decastro in communication skills , leadership , mindfulness , presentation skills , presentation tips.

Presenting to senior management can feel like a challenge for many presenters in organisations today; even the most experienced.

It’s one thing having to speak up in a team meeting to update your colleagues on a project you have been working on but having to convince or co-opt the executive is something else. We all value our reputation and credibility immensely, which means that the stakes feel very high the moment you begin to speak.

There are a number of forces at play and understanding them provides the platform to success, especially when presenting to senior management. Here are 3 of the common ones.

Imposter syndrome  

It’s a term that’s becoming all too familiar among many professionals who are climbing their career ladders. Psychology Today describes the affliction as, ‘A psychological term referring to a pattern of behaviour where people doubt their accomplishments and have a persistent, often internalized fear of being exposed as a fraud.’

When it comes to presenting to senior management, whilst you may be extremely good at your job, its that feeling that you are about to be found out for being an imposter.

Symptoms – Speaking too fast, rambling or waffling, excessive ‘umming’, ‘erring’. Poor posture, lack of vocal energy and passion; poor eye contact.

Dunning-Kruger Effect 

This is the opposite of the Imposter syndrome. It’s the delusion that you are, ‘Smarter and more capable than you really are’

It’s not as common as the Imposter Syndrome but can be just as damaging from a different perspective. If you’ve ever listened to a presenter go on and on about a topic where it is quite evident to everyone in the room that they don’t know what they are talking about, you would have witnessed the Dunning-Kruger Effect.

Symptoms – Self- importance, lack of empathy for audience, irrelevant content, repetition, arrogance.

Mindlessness  

Is another trait of the ego. When your primary aim is to impress your audience by showing them how clever you are, how much you know and how hard you work, you are suffering from mindlessness .

Symptoms – Lack or preparation, little or no practice, disregard for audience’s needs or feelings. Sets an objective of impressing rather than connecting.

It’s worth recognising these cognitive biases because inattention to them when presenting to the executive will tarnish your credibility and reputation.

Presenting to senior management – 10 priorities

-Tell them immediately what you can help them to accomplish, fix or avoid. Don’t save the punchline for the end.

– If you can say it in 5 minutes don’t take 20.

– If the solution or opportunity is going to take 5 months to complete, have an answer to how you can achieve it much quicker.

– Present your idea with laser like clarity; don’t deluge them with data or blind them with science.

– Tell them what is so important, why it’s so important and why they should care; show them the size of the prize or size of the pain.

– Tell them exactly what you need from them; don’t leave them guessing.

3. Humility

–  Set out to connect with them and show them how you can make a difference; don’t set out to impress them.

– Be your best self; show them your belief, energy and passion. Leave the corporate spokesperson at your desk.

– Tell and show them how you feel? 

–  Breathe life into your idea by painting pictures in their mind, tell them stories, use anecdotes, metaphors and descriptive language

–  If you’re using slides use powerful and compelling images.

–  Build in contrast, lighten up and be expressive.

 – How does your idea align itself to and support the organisations values and strategic objectives?

 – What’s the impact, benefit and return on investment?

– What’s the big picture; what does the future look like?

–  What could go wrong and how do we avoid it?

–  Be honest and explicit, don’t sugar coat the challenges.

– Have an answer to the question ‘what if?

7. Remember

 – The only difference between you and your senior management is your salary and their title. Even if they have a car parking space and you don’t, the fact is you have far more in common that you may appreciate.

– They’ve been in your shoes and its more than likely they know exactly how you feel.

– They want you to do well and to help them do well.

8. Re-frame

 – Instead of seeing the presentation as a performance see it as an opportunity to share your voice, express yourself and make a difference.

– You may be feeling symptoms you associate with anxiety but in reality, we feel the same when we are excited. See this as your body and mind being excited rather than fearful.

– You wouldn’t even be allowed to speak if your audience didn’t believe you knew what you were talking about. Remind yourself how far you have come and believe in yourself.

 – Dare to be different.The world is full of people playing it safe; telling management teams what they already know or could easily find out for themselves.

– Tell them something they don’t know, ask them thought provoking questions, be bold and challenge their thinking.

– Be prepared for questions. Give yourself time to breathe and think about the answers and if you don’t know the answer don’t be afraid to say so.

– Tell them what you want, need or expect from them.

– If you want them to sign off a budget then ask for it.

– If you want their support or approval then ask for it.

Presenting isn’t easy, it takes time, energy, creativity and considerable mindfulness to craft and deliver a high impact presentation. Presenting to senior management is often perceived as a much greater challenge; that’s probably because it is.

The reason is they often know what they want, they have little time to receive it and are very discerning. If you follow these 10 tips you will give them what they want and greatly increase your chances of success.

If you’d like to some help presenting to senior management:

– Book yourself onto a powerful  public speaking course .

– Invest in some really good one to one  public speaking coaching .

– Get yourself some excellent  presentation training

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There's an Art to Presenting to Your Board of Directors

The corporate board is often described as a black box, a powerful members-only club. For some executives, however, the time will come when the club door will swing open, and they'll be ushered inside. When that day arrives for you, you want to be ready. 

An invitation to present to the board is a badge of honor, says Rich Fields, head of the board effectiveness practice at Russell Reynolds. "You don't get asked to do that if you're not kind of a big deal at the organization." 

Although the board's agenda determines who's asked to speak, the CEO, who makes the invitation, might have their own motive, too, says Jeff Wong, EY's chief innovation officer. CEOs often want to expose the board to someone worthy of a major leadership role in the future. That way, directors are familiar with the employee when the CEO floats their name at the next board meeting. And if those directors like what they see, they'll also have more confidence in the CEO's leadership. 

Moreover, engaging with the board and getting exposure may be your stepping stone to landing a future board seat. 

The stakes are admittedly high for an executive asked to present to the board, but—and this is paramount—put that aside as you prepare for your big day. The best way to hit the mark during your boardroom debut is to stay focused on your mission, and meet your audience's needs, says Lisa Edwards, executive chair of the Diligent Institute. Here's what that means and how to do it. 

Focus on the topic at hand, not every topic under your sun  

This was the No. 1 piece of advice from every board member, executive, and governance expert interviewed for this guide. When you're presenting to the board, your mission is to stay narrowly focused on the subjects that most closely align with its goals. 

Be selective even if asked to give a general update: What matters most to the board? What are the two or three takeaways you need to drive home? This isn't a data dump, nor is it about showcasing all of your deep knowledge. It's about delivering specific information. 

Turning the presentation into a show-and-tell moment is the most common error executives make when first appearing in the boardroom, says Edwards. "It's human nature that you want to show your expertise," she says. But you can do that by demonstrating you understand the board's role in the firm. "They don't want to run your business," she says. "They want to get assurances that you're on top of it." 

Hold a premeeting and ask questions

Most board presentations are meant to either: a) keep the board informed about a key area of business or b) supply data and context to help the board go deeper on a topic when a strategic decision is needed. Your job in the premeeting with whoever invited you to meet the board—usually the CEO—is to find out exactly what the board expects from you and what they already know. 

The questions to ask, according to Fields: 

• What is the key message I need to get across? 
• What actions do I need to get from the board? 
• What questions should I anticipate? 
• What has the board heard about or decided on the subject already? 

This pregame tête-à-tête also helps executives understand how much time they should spend preparing the presentation. According to Fields, practiced presenters spend 10 to 15 times the allotted presentation time on prep work. But Deborah Rubin, senior partner and head of RHR International's Board & CEO Services division, warns that senior team members often spend an outsized amount of time—days or weeks—on boardroom prep, creating unnecessary anxiety and taking the focus off of day-to-day business, when the potential return on investment may not match the effort.  

At smaller companies, executives may have preexisting relationships with board members and should feel comfortable inviting them to a coffee, says Yasmene Mumby, a leadership coach who has worked with organizations like the ACLU,  International Rescue Committee and Chan Zuckerberg Initiative.

"Instead of at the board meeting that's very public, and everyone is waiting for something juicy to happen, meet people where they are before the meeting, understand what they care about," she suggests. 

Make your presentation memorable 

Only once you understand the scope of your mission can you start preparing your meeting materials: a pre-read deck, slides (if you plan to use them), and the general outline for your short talk. Here's a lightning round of advice to make your material and delivery stand out: 

Keep your pre-read laser-focused

You'll be asked to submit reading for the meeting's "board book," a collection of documents that board members are expected to read and digest before arriving at a meeting. The length of your pre-read deck will vary depending on the topic and ask. However, some say limiting the pre-read to five pages is a good rule of thumb. Fields typically advises executives to create a first draft and then trim it by half. Peggy Foran, chief governance officer at Prudential and a longtime National Association of Corporate Directors (NACD) faculty member, likewise argues that the pre-read has to relay tailored information in as few pages as possible. Use bullet points, she says. 

When you feel compelled to add details to flesh out your pre-read, remember that there's always an appendix. That's where full financial statements will land and you can slip in additional reading. "By the way, you'd be surprised, a lot of board members go deep into the appendix," says Jocelyn Mangan, a board member at Papa John's and CEO of Him For Her, which aims to improve gender diversity on boards. 

Don't ignore the raw data, especially when it's requested

Keeping your presentation materials short and well-structured is essential, but some board members—especially new ones or activist investors turned directors—will want to see raw data rather than a carefully curated report. If boards ask for raw data and only receive selected, packaged charts and narratives, says Rubin, they may worry that the company's leadership team lacks transparency. If you're unclear on how much detail to offer, ask the CEO or the company's corporate secretary for a sample presentation. 

Plan on sharing very few, if any, slides

While your pre-read must be carefully edited, your slide deck ought to be positively minimalist. Fields challenges executives to use one slide—to perhaps find one striking visual—to drive home a point. 

Mind your speaking-to-listening ratio  

The biggest mistake you can make in a 30-minute presentation is to prepare a 30-minute speech, warns Foran. If you want to get the most bang for your buck, speak for no more than 10 minutes and use the rest of the time to converse with the seasoned professionals in the room. Listen to the directors' insights, and take their questions.  

Avoid jargon  

If technical terms cannot be avoided, include a glossary. Your board presentation and pre-reading can include an educational component for meaty topics like data privacy or sustainability, but the "lesson" shouldn't take over. Stay out of the weeds as much as possible and offer to send follow-up material. 

Start with the conclusion.  

Time-pressed directors get impatient and frustrated with long introductions, says Fields. Instead, say, " Let me start at the end and then provide more detail." Or, "Here's the decision we need to make, and here's where we need your input." Opening with that one-line scene-setter is "profoundly obvious," Fields adds, "yet somehow not universally used." 

Do not read from a script.  

Nor should you read your slides. "What I want is the color behind it, the nuance," says Edwards. "Let's have a conversation about the possible risks or opportunities associated with what you're talking about."   

Provide context

Offering a backdrop helps board members come to their own conclusions about data, Edwards says. "So our risk score has improved. Is that good or bad? What do we look like versus the industry? What do we look like versus our named competitors in the proxy? How do we hold up overall?" 

Remember that boards aren't insiders  

"You see the business every day," says Michael Maggio, CEO of Reciprocity, a cybersecurity software company. But unlike you and the colleagues you normally present to, the board has spent maybe 30 minutes on this topic in the last 90 days. 

"If you're presenting to a board that you presented to before, give them an update," Rubin advises. "Link from where you were, what they asked for, what happened, and where you're moving forward." 

Connect to the company's mission  

"Executives should always remember that the board's fiduciary duty is long-term value creation for shareholders while taking other stakeholders into consideration," Sonita Lontoh, a director at the solar company Sunrun and the workforce management software firm TrueBlue, suggests in an email to Fortune . "As such, when executives present to the board, they should share insights as to how their topic is helping the company to better navigate material risks and opportunities for long-term value creation." 

Report the good, the bad, the unclear

Want to demonstrate your leadership skills? Be upfront about what is and isn't working in your area of business. It may take courage, but it's your job and an essential part of building trust, says EY's Wong, who regularly reports to the consulting firm's board. "The number one thing I want them to know is I'm going to tell them the truth." 

Ashley Kramer, CMSO at GitLab, says her company uses a green, yellow and red color coding system to give board members a visual guide to where initiatives stand. Most importantly, she says, tell the board how the company plans to keep the good things going and what it will do to monitor and mitigate risks and trouble spots. 

Make the experience tactile

When it makes sense, EY's Wong allows board members to play with new products or emerging technology as he delivers the presentation. "How do you make it so they can see, feel, and touch it inside their environment?" Wong says. "You don't just talk about what it is in theory. You show it to them in action." For product managers and developers, this is an opportunity to demonstrate the potential return on investing in an innovative idea or educate the board about a new development—like virtual learning or ChatGPT—that may impact the company. 

This article was written by Lila MacLellan from Fortune  and was legally licensed through the Industry Dive Content Marketplace . Please direct all licensing questions to legal@industrydive.com.

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How To Present To Senior Executives & The Board

Posted by Belinda Huckle  |  On September 7, 2021  |  In Presentation Training, Tips & Advice

In this Article...quick links

Tip 1: Know your audience.

Tip 2: what else is on the agenda of the meeting, tip 3: answer the brief., tip 4: rehearse., tip 5: don’t use jargon., tip 6: structure your presentation to reflect their needs., tip 7: start with the bottom line., tip 8: manage their expectations., tip 9: be flexible., tip 10: expect to be interrupted., tip 11: anticipate questions in advance., learning to present to senior management, senior executives, the c-suite and to boards is a career-critical skill., follow us on social media for more great presentation tips:.

It can be nerve-wracking the first time you have to present to senior management, a group of senior executives or the Board . You want to be able to walk out of the room with more credibility than you came in with.

It’s an opportunity to demonstrate that you are knowledgeable about your subject, and that you understand the impact that your recommendations have on the organisation and to the bottom line.

You need to remember that senior executives are time poor, impatient and used to making difficult decisions by quickly weighing up the pros and cons of any situation.

They absolutely do not want to be presented with all your data (but they want to know that you have it and are totally across it).

They will be looking for a summary or your solution within the first few minutes, otherwise they’ll dive in with difficult, very pointed questions that might well put you off your stride and impact your confidence.

The way you research, prepare and structure your presentation beforehand is key to success.

Here are our top tips for presenting to senior executives, senior management, the C-Suite or a Board of Directors.

You should already know the executive team or Board by reputation if not directly. If you don’t, find out about their preferences in terms of presentation style, use of visual aids, graphics and pet hates from the people who know them best.

Preparing to present to senior management and executives should include an assessment of:

• How much each of them knows about the subject matter you’re presenting on
• Whether there are differing views within the group
• What their expectations are of the presentation and the potential decisions they will have to make as a result.

Talk to people who have presented to them before, you might pick up some valuable tips.

This is important so that you understand the context of your presentation and where your presentation fits within the meeting. Are you presenting after a break or following a ‘numbers heavy’ agenda item? This might influence your presentation style or use of visual aids.

Sounds simple, doesn’t it? But you’d be surprised how many senior executives complain that they have to sit through a whole lot of ‘useless information’ before getting to the key point. It’s their agenda, not yours, so be succinct and make sure your recommendations are upfront and clear.

Get honest feedback from trusted colleagues who have experience of presenting to senior executives . Are your findings and recommendations clear? Is anything missing? For specific tips on how to pitch a new idea to senior leaders check out our recent blog.

The Board is typically made up of senior executives with a broad range of skill sets and experiences; finance, sales, technical, organisational etc. So don’t expect them all to have the same knowledge base on the subject that you are addressing. You’ll lose their attention if they aren’t familiar with the language.

It’s unlikely that your presentation slot will be more than 30 minutes and you should expect this to get cut short if the agenda is running late. So, be prepared and make sure you get the key points across; top line findings, conclusions, recommendations and actions, in the first few minutes.

Create summary slides using the 10% rule (if you have 30 slides, usually as a pre-read, try to summarise your key points in 3 slides), the rest of your presentation can focus on supporting material and more detailed discussion points.

It’s how senior executives make decisions and it’s the language of communication between them. It may not be what you are used to but it’s what they will need. How does your idea impact the bottom line?

When presenting to the Board, explain that you will spend the first five minutes summarising the key points, detailing your recommendation/s and outlining what you need from them (remember they are there to make decisions, not just listen to information). The rest of your allotted time can then be allocated to presenting and discussing your supporting material. This approach will help ensure you’re less likely to get interrupted before getting the main points across.

Make sure you can navigate easily between slides in case the audience wants to focus on one particular point or deal with the supporting material in a different order to the one you have created.

Senior executives are unlikely to wait for you to announce that you are ready for a Q&A. They will likely interrupt frequently and ask questions or may need clarification. Be prepared and don’t let it put you off. If you feel you need to refocus, just take a breath, adjust your position and move on. No one will notice.

When presenting to senior management, make sure you think about ‘big picture’ questions as well as routine, data-based questions, with the company goals top of mind.

Your presentation to senior executives may only address one specific area of the organisation but the impact of any board decision is always felt company wide. So, make sure you understand how your role fits within the big picture and practise your answers in advance.

Questions to consider when presenting to senior executives, the Board or the C-Suite are:

• What happens if we do nothing? This is a common question and will test your understanding of the bottom-line impact of your recommendations. If you’ve over exaggerated the benefits this will become clear.
• What do you need from us? Have a clear understanding of what needs to happen next if your recommendations are approved. The end of the presentation is potentially the start of a new project so you need to be clear about every aspect going forward.
• Who else do you need on board? Success should be a team effort, it’s not about you looking good by trying to drive an idea forward alone, it’s about the entire company. If there are vital stakeholders that need to be convinced make sure you get them on side in advance. It’s not the role of the board to do the selling for you.
• How do you think this will impact the company as a whole? This will test your understanding of how your role and recommendations will help to drive the organisation forward.
• How would you prioritise your recommendation in relation to projects x, y and z? Budgets are tight. Is your recommendation more important than other projects within the organisation. If so, why?
• What is your suggestion/answer? Make sure you have one! You’re not there to present the facts and let them decide. Don’t worry about your opinion being the wrong one. If you can back up your recommendation with clear facts then your view will be listened to and respected. It also shows you have the ability to make decisions and are confident in your understanding of the project.

Presenting to senior executives or the Board needn’t be stressful , but there is more to a great presentation than just ‘knowing your stuff’. Check out our recent blog and discover 16 ways to improve your presentation skills .

If you want to take your presenting skills (or your people’s) to the next level, we can help. We take people further TM because our programs are 100% tailored for your business and fully personalised for you/your people.

For nearly 20 years we have been the Business Presentation Skills Experts , training & coaching thousands of people in an A-Z of global blue-chip organisations – check out what they say about our programs .

To find out more, click on one of the buttons below:

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Co-Founder & Managing Director

Belinda is the Co-Founder and Managing Director of SecondNature International. With a determination to drive a paradigm shift in the delivery of presentation skills training both In-Person and Online, she is a strong advocate of a more personal and sustainable presentation skills training methodology.

Belinda believes that people don’t have to change who they are to be the presenter they want to be. So she developed a coaching approach that harnesses people’s unique personality to build their own authentic presentation style and personal brand.

She has helped to transform the presentation skills of people around the world in an A-Z of organisations including Amazon, BBC, Brother, BT, CocaCola, DHL, EE, ESRI, IpsosMORI, Heineken, MARS Inc., Moody’s, Moonpig, Nationwide, Pfizer, Publicis Groupe, Roche, Savills, Triumph and Walmart – to name just a few.

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Giving a Presentation to Senior Management & Executives: Templates & Tips

Giving a presentation to senior management or an executive team can be a little daunting. You need to create just the right design to appeal to a C-suite group.

This includes everything from color choice to typography to messaging. When it all comes together, you need a polished presentation deck to make a good impression.

Here, we’ve got some templates and tips to help you create just the right presentation, to help you get your message across in a stylish and professional way.

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Use a Simple Color Palette

A presentation for senior management or executives is not the place to go wild with color or other design choices. You want the content to steal the show, not the color.

Design your presentation with a muted or neutral palette. Use one or two accent colors. If you are working on a presentation for an existing brand, use the color palette according to those brand guidelines.

White, light, or neutral backgrounds are best. This isn’t the place to experiment with dark mode or trendy colors unless you are certain it is appropriate for your direct audience.

Template to try: Executive Real Estate Presentation Template

Keep Content Direct

Management and executives are busy people. Don’t drag out your presentation with content that isn’t to the point.

Use direct messaging and language with calls to action that show your audience exactly what you are trying to say. Don’t get caught up with using animations, long videos, or other design tricks. Create a presentation that is simple, direct, and focuses on the content therein.

Template to try: Companhia Business Keynote Template

Use Charts and Graphs Where Necessary

Charts, infographics, and numbers can help support certain types of presentations. Use these supporting elements where necessary to help make a strong case for what you are communicating.

As with other design elements, use supporting graphics in a way that emphasizes your message and keep them are direct and simple as possible.

This is where a presentation design template can really come in handy. Look for one that presents information in the way you want to communicate it to the audience to help create your slide deck quickly.

Template to try: Accounting Finance in Business PowerPoint Template

Order Slides in a Logical Order

As with other storytelling methods, a strong presentation has a beginning, middle, and end. Order your slides in a logical order that tells your story in this way.

Start with an introduction, mission, vision, or goals. Use a table of contents if your presentation is exceptionally long or will be viewed without you (such as an emailed presentation).

Then get to the heart of what you want to say. Make statements that you can follow up with supporting evidence. This is where charts, images, or graphics can come in handy to help better tell the story.

Finally, wrap up with outcomes or what should happen next. Provide an opportunity for questions or feedback. Don’t forget the call to action: What are the managers or executives you were presenting to supposed to do next? Give them an easy opportunity to take that action.

Template to try: Buzz Consultant PowerPoint Template

Use Easy to Read Typefaces

A presentation for senior management or executives is not the place to start experimenting with wild typefaces. Keep it simple. Readability here is vital.

For the most part, you’ll probably need two typefaces: A display typeface for titles and headers and a body typeface for everything else (you might need this one to include bold or italic options).

Simple sans serif typefaces are the preferred option in most cases. They are easy to read and won’t get in the way of your message. Serif typefaces are also acceptable. Stay away from scripts, novelty fonts, or blackletter for the most part.

Template to try: Centric Corporate PowerPoint Presentation

Don’t Use Too Many Slides

A good presentation should have a strong message. Communicate it in as few slides as possible.

This will help you be respectful of the time of the people you are presenting to, help capture more of their attention, and provide a strong focus for what you are trying to say.

There’s no exact formula for number of slides. There are a few guidelines to help you think through how many you need:

• One thought/idea per slide
• Keep text to a minimum for in-person presentations
• Design for hierarchy and scanning so it is easy to read each slide quickly
• Plan for a cadence of one to two slides per minute

Template to try: Gratus Business Keynote Template

Use Blocks of Content

Think about presentation content in chunks or blocks that help the audience easily digest information. One popular way to do this is with a split-screen design that divides content into two parts – maybe an image and text or two columns of text.

People naturally read from left to right and this can help direct visual flow and make content easier to understand.

This type of design is also organized, visually elegant, and can help you create a design that will appeal to your C-suite audience. It can also work for almost any type of content.

Template to try: Lampu Innovative Google Slides Template

A strong presentation for senior management and executives is simple, direct, and has visual flair without being overwhelming. Refine your message and slide deck to maximize impact in the most concise amount of time possible.

And don’t forget to finish with your ask. Why were you presenting in the first place? Provide a reminder at the end of the presentation with a call to action.

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How to Give a Presentation to Senior Management & Executives (+ Expert Tips)

Do you have a big presentation to the C-Suite coming up? Use these executive presentation tips to deliver an attention-getting presentation. Keeps top execs engaged and interested.

It happens. You prep all night for an executive presentation, then it doesn't go as smoothly as it did in your head. It's not flowing, and you feel like your audience is kind of bored. 

To prevent your audience from saying " thank you; next ," you'll need to  up your presentation game.

This tutorial will show you how to present a presentation to senior management so you can keep their attention. You'll also see some of the best executive presentation formats and management presentation samples from Envato Elements and GraphicRiver. 

Best PowerPoint Executive Presentation Templates (With Unlimited Use)

A good place to find  executive PowerPoint presentation templates is Envato Elements. They've got a great offer to take advantage of today. Download as many management presentation templates as you want for one low price.  

For a head start with designing your slides, check out the  executive presentation templates  on Envato Elements. 

For well-designed executive slide decks that grab and hold your audience's attention, turn to Envato Elements. 

Here are some of the PowerPoint templates for executive presentations:

Envato Elements is great if you need a range of template designs for several executive presentations. But,  if you need a single template for one-off use, then check out the affordable  business PowerPoint templates  on GraphicRiver.  These popular templates for executive presentations will help you create eye-catching management presentations. And at a price that suits your budget.

If you're preparing an executive presentation in PPT, you want it to be the best it can be. Read on for tips on presenting to senior management and other executives.

15+ Tips for Better Executive Presentations (+ Expert Advice)

Are you planning on presenting recommendations to senior management? Use the following tips to create more effective executive presentations:  

1. Research Your Audience

When preparing for a presentation to senior management, a little research goes a long way. A good place to start is LinkedIn. Because it's business-oriented, LinkedIn can help you find the interests and background of the executives you'll be presenting to . You may be presenting to a group, but they're all individuals with different roles and focuses. 

For example, when presenting recommendations to senior management, know that the data you'll present to the CFO might not interest the CMO, and vice versa. Some people might be passionate about a particular topic or turned off by it. And some of your recommendations may have bigger implications for some departments than others.  Researching your audience as individuals helps you tailor your executive presentation to them.

Author and public speaker Pamela Hilliard Owens suggests:

"After you have been awarded the presentation opportunity, take the time to visit the company’s website and research the bios of each person who will be in your audience. Pay particular attention to the person’s title and position in the company as well as to what is important to them. If possible, try to get to know the person by name and title so that you can address them and/or their top issues or concerns as you prepare and present your topic."

"There’s no excuse to skip audience research.  It only takes one or two targeted examples to turn your presentation into a personal experience. Leverage the hobbies and interests of your audience to select examples which support your message."

2. Research the Niche

Sometimes it's as important to understand the niche you're presenting in as the audience. Mitch Mitchell, President and CEO of T.T. Mitchell Consulting , says:

"Audience research is important if you're addressing people with certain skills that might be out of the norm. For instance, if you're addressing an audience of nurses and medical people, it helps to know something in regards to how they work and what they deal with. The same goes for teachers. Depending on the presentation, I might not do audience research for most industries, but I might do market research on the topic so the presentation would be pertinent."

3. Prime the Audience

Andy Crestodina, Co-founder and Chief Marketing Officer of Orbit Media Studios , who gives 100+ presentations a year, says prepping your audience in advance is a good way to ensure your presentation is well-received:

"The key to a great presentation is to prime the audience. Make sure everyone knows the point of the presentation. State the goal of the meeting up front, in the meeting invite and on the first slide.  Make sure each point is concise. If you’re using a deck, limit it to only one idea per slide.  Never read slides. They’re there to support you, not replace you.  If there are deeper details, keep them in your back pocket (often at the end of a deck) and be ready to show them if necessary.  If there are likely dissenters, discuss things with them prior to the presentation. If you get surprising, negative feedback during a presentation, you likely didn’t prep that person well enough in advance!"

4. Tailor Your Presentation to Your Audience

Research your audience and niche. Then use that information to create a stellar presentation that meets their needs. Author, speaker and trainer Amma Marfo says:

"The key for clear communication with senior management is speaking in a language that they understand. So, as an expert on the topic at hand, consider filtering it through their lens. Are they primed to be moved by strong statistics? Make sure that you have quantitative proof of impact. If they’re convinced a given issue doesn’t exist? Come prepared with testimonials from impacted parties. Take note of not just what you want to share, but how they want to hear it."

"When I prepare to present to a company or organization, I make sure to spend time with organizers going over the context in which I’ll be speaking. What organizational issues might impact how people hear me when I arrive? How might people feel about this topic, and will it be an uphill climb for me to educate them on this? Without that context, I may be successful in delivering a talk, but I’ll have no idea if I can be impactful."

5. Project Confidence

When presenting data to executives, how you appear is almost as important as the data itself. That's why it's good to project the right body language . If you slouch, seem stressed, and don't look at your audience, then you'll wind up alienating them. Your presentation will seem boring, even if it really isn't.

But, when you look confident, have a relaxed demeanor, and make eye contact, it makes your audience more interested in what you've got to say. Check out our article on the importance of body language in presentations for more tips on using body language to win over your audience.

Nicole Fende has two unusual, but attention-getting, tips for projecting confidence as a presenter, by using lightsabers (yes, really!) and improv:

"I own 8 (yes 8!) movie replica lightsabers and often ask my clients to hold one.  Even people who’ve never seen Star Wars will stand straighter and carry themselves with more confidence.  Find your touchstone and hold it while you rehearse or right before your presentation. Please note, I do not recommend taking the lightsaber into your presentation unless George Lucas will be there. When things go wrong the key is riding out the moment calmly.  Improv teaches you how to handle even the craziest of scenarios and keep going. Improv has improved my presentation skills exponentially."

6. Lead With the Summary

The term "executive summary" exists for a reason. It's a good way to think of the starting point for executive presentations. 

The ideal executive presentation format is to lead with a summary of the key facts they need to know on the first slide. This helps focus their attention and create interest. When you get straight to the point, they'll know they're not wasting their time—and you're not wasting it, either. Here's a high level executive summary PowerPoint example using the Business PowerPoint template from Envato Elements:

It's ideal for busy execs who've dashed into your presentation at the last minute. This approach tells them why they're there and why they need to pay attention. Andy Crestodina agrees with this advice, but says it's useful for all presentations:

"The “executive summary” is important for the C-suite audience and anyone else. The reason is simple: people are not good listeners until they know that they are being listened to. If you do too much talking up front, the listener will gradually grow uncomfortable as they wait to give their input.  If you begin with a summary and then sit back and listen, you’ll quickly learn if there is support or objections. Then you can focus on those points as you continue the presentation.  With this approach, the presentation adapted for the audience as you go. It isn’t a monolog, it’s a dialog. That is the goal. It should feel more like a conversation. Most people would rather have a conversation than sit through a presentation."

Mitch Mitchell suggests that whether you need a summary for an executive presentation depends on the audience's knowledge:

"I think it depends on what the audience may or may not know about the presentation up front. For instance, if they're unsure of the topic of the presentation, a summary would be prudent to hopefully get their attention. If they know what the topic is going to be then a summary might not be needed in a normal sense; an outline will do."

After the summary, expand on your key points . Even busy execs who can't stick around for the whole presentation will get the most important information. Once you're past the summary slide, then keep it simple. Explain the situation, offer a solution, and explain the benefits of that solution, with relevant supporting information and data.

7. Make Your Presentation Flow

One of the best executive presentation tips I can share is to make your presentation flow by arranging information in a logical order . Once you've done your executive summary, then the slides that follow should outline the context. Cover those main points in order. 

While you're presenting, guide your audience to the key parts of your slides they should look at. Remember, while you're presenting, you're in charge.

8. Keep Your Executive Presentation on Topic

For an executive presentation, you may have to talk about business goals and values, business risks and opportunities. Do a SWOT (strengths, weaknesses, opportunities and threats) analysis. Learn more about creating and SWOT analysis slides here:

Whatever your subject, the key thing when creating presentations for executives is to stay on topic. If you don't, your audience will lose interest fast. Use your presentation speaker notes to help you keep your presentation relevant.

9. Have a Single End Goal

When presenting recommendations to senior management, it's important to have a goal. Before you start, know what key recommendation you're leading to. Mention this in the executive summary. Then present the evidence to make a compelling rationale for your key takeaway.

10. Include Relevant Statistics

If you want to grab—and hold—the attention of the C-Suite, wow them with data. Using the right stats will make your executive presentations more compelling. Stats can also support the recommendations you make. One tip: check and double check your stats before you make your executive presentation.  A single error could undermine the validity of your whole pitch. 

Andy Crestodina advises:

"People want to believe we are rational decision makers, even when it’s not the case. Statistics and data appeal to that rational part of the mind, letting decision makers feel like they are using data to make a good decision. But mostly, they help people rationalize the choices they have already mostly made. They are visual triggers for the confirmation bias. To make them more effective in this role, make the analysis and conclusion obvious. Don’t show a spreadsheet. Show a simple chart with the analysis added so the point is 100% obvious.  For example, if I was looking for support to create more long form content, I would show the trend data, but highlight the conclusion."

11. Present Data So It Gets Attention

When presenting data, it's important to remember that the figures tell a story. You want that story to be as clear as possible. Here are some tips to help you achieve that:

• Decide on the right chart type for the data you're presenting. Whether you use bar graphs, line graphs, pie charts, Venn diagrams or another chart type will depend on the data you've got to present.
• Avoid clutter as this can make data hard to read.
• Use color wisely to help viewers distinguish among data points.
• Ensure chart labeling is clear and helpful.

Nicole Fende recommends adding an interactive element to data presentation:

"Turn dry into compelling with an interactive presentation.  I will have people take out a coin, pick heads or tails, and flip it. If you chose correctly – congrats you’ve picked a successful company to copy. If your choice didn’t land – too bad, you’re following someone else right into failure. I use this to illustrate the risk in blindly copying another company’s pricing, policies, product offerings, strategy, etc.  It evokes emotion and involves three senses – visual, auditory, and touch."

Using executive presentation templates can also make your data stand out. Here's a high level presentation example, using the Sigma PowerPoint template , of how a small design tweak can make a big difference. In the first slide, all the bars are the same color. The audience is forced to check each line to figure out the percentages.

Look at the difference below! In the second chart, the addition of percentage labeling, and color contrast makes the data much easier to understand.

12. Pay Attention to Slide Design

An important part of making your management presentation appealing is having well-designed slides with a coherent visual identity. Unless you're confident about your graphic design skills, consider getting a premade management presentation sample or template. This will save time on the design elements of your presentation. You can have the confidence that it'll look great. Pamela Hilliard Owens advises:

"If you think people are getting tired of Zoom calls, they are really tired of PowerPoint slides! When designing your slides, ensure that you, and not your slides, are the star of the show. Add only 2 or 3 bullet points to each slide, and use them only as an outline for your presentation. Remind your audience that they will receive a printout of the slides, so they won’t need to take notes. That way they can focus primarily on you and what you are saying, instead of focusing on reading the slides and writing while you are speaking." 

13. Watch Your Language

When preparing your presentation slides, pay attention to the words you use, and how you use them. Avoid unnecessary jargon —when people don't understand it, that's a major turnoff. And keep slide text short and focused on the essentials. That gives people time to read it and avoids an off-putting wall of text.

Here's an example, using the Sepi business PowerPoint theme . On the first slide, there's a chunk of text, which most people will find hard to read.

The second slide is better, extracting the key points and putting them in bullet point form.

14. Get Your Timing Right

It's worth repeating that it pays to keep executive presentations short and focused. Don't make the mistake of creating a presentation that fills your whole time slot. If there's one thing you can count on, it's interruptions from your audience.

Allow for that in advance by making your presentation shorter than the allotted time. Plan for questions and interruptions. For time-crunched execs, a presentation that finishes early while still providing value is a bonus.

That said, you don't want to finish so early they feel short-changed. Amma Marfo recalls learning a lesson about presentation timing:

"Sometimes this is awkward for people, but practice, practice, practice. I made this mistake early in my speaking career - assuming there’d be longer periods for engagement and question, I finished what I thought would be an hourlong presentation…in twelve minutes. Now, when I put together a session on a new topic, I test it out - you can do this alone with a timer, or with a small group of trusted colleagues to simulate any interactive parts of the presentation for you."

15. Expect the Unexpected

Speaking of questions, there's no telling what those execs might ask. It's wise to prepare for the unexpected and do some research around your presentation topic . That'll help you be ready for any questions that come out of left field. 

That also goes for any data you include. Identify areas where people are likely to ask questions and have extra supporting data to help answer them.

Every now and then, you'll get a completely unexpected question. Don't panic. If you don't know the answer immediately, don't be afraid to say so. Just promise to check your facts and get back to the questioner with the answer in a short time. 

16. Practice in Advance

When it comes to delivering the perfect executive presentation, practice makes perfect. Run through your executive slide deck as many times as it takes to know your material inside out. Have a mental picture of where the supporting information is for each of your main points. That'll help you find it quickly if someone asks a specific question. Mitch Mitchell comments:

"I've always over-prepared. I put together an outline, I make sure I know all the answers to everything I want to talk about, then I rehearse upwards of 5-7 times to get the timing correct. The worst thing is to come across as unprepared or unprofessional; no one likes being rambled at." 

Pamela Hilliard Owens agrees:

"Practice, practice, practice, and be yourself. You were hired for your experience, your expertise, your personality, and your ability to relate to your audience. As you prepare your presentation, put yourself in the shoes and minds of your audience. Ask yourself: What are my goals for this presentation? Do my goals match the goals of the person/group to whom I am presenting? What are the specific “takeaways” I want for my audience? Am I speaking so that the people in my audience actually want to hear what I am saying?"

17. Step Away From the Podium

Don't be afraid to move away from the PowerPoint presentation and use a whiteboard to illustrate a key point. Switching up maintains interest and shows you know your stuff. It makes for an appealing presentation.

Grab Some Professional Presentation Templates

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Now that you've been through our tutorial, do you want to learn even more about public speaking? We've got the resource for you! We'll take you through the complete process to get you ready for your next executive presentation in PPT—from start to finish.

Don't miss our new free online presentation guide,  The Complete Guide to Making Great Business Presentations . It's chock full of powerful business presentation advice to help you make your next business presentation your best yet.

Get a Unique Executive Presentation Template Today!

Now, it's over to you. Choose one of the PowerPoint templates we've shared in this tutorial. Or go to Envato Elements for a stunning executive PowerPoint presentation template that'll make your audience take notice. Look at GraphicRiver's best PowerPoint templates or business PowerPoint templates for even more choice. 

Download your favorite executive presentation template today.

Editorial Note : This article was original published on November 4th, 2019. It's been updated to include new information by Sharon Hurley Hall .

More From Forbes

The key to presenting to senior executives.

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A common refrain I hear from professionals who are climbing in their careers and starting to get more visibility in their companies is that they do not know how to effectively present to the C-Suite and other senior executives.

They have spent their careers presenting project updates and briefings and receiving feedback from multiple stakeholders who helped them refine the presentation narrative.  Now they are in the position of being the chief storyteller, and an impromptu problem solver when the C-Suite executives ask them questions they have not prepared for.

Most professionals in this position will improve over time as they develop pattern recognition over what the executives will want to know, and how to tailor a synthesized story that proactively answers those questions.  However, if you want to accelerate this learning process and in turn your career, here are seven questions you should always be ready to answer when presenting at the highest levels.

1. How can we get there more quickly?

I recently sat in a meeting where a CMO was being pitched on a variety of growth marketing strategies, and the first slide showed a roadmap with a six-month timeline.  Immediately the CMO asked “How can we do this in one month?” and we spent the entire hour just discussing that first page, and strategies to accelerate the timeline. No matter how smart and thoughtful the presentation was, the CMO knew we could not wait six months to see if the proposed plan would succeed.  

If you are presenting a plan to an executive committee you should think through what you would need to execute two to three times faster and be ready to explain the factors that are mitigating speed of delivery.  Additionally, it is good practice to think through opportunities to break down the scope into smaller chunks to help you identify opportunities to realize value more quickly. Another benefit of this approach is you can also find ways to simply fail faster, which also unlocks tremendous value as you now have more time to iterate and revise your approach.

2. What do you need from me?

Imagine you just finished presenting a stellar strategy, and your CEO is excited to move forward.  She simply asks “What do you need from me?” or “How can I help?”, and you can only manage a “ummm...nothing.”  This is exactly what I saw play out recently when a VP presented a new product their company should release onto the market, and the CEO was left perplexed as to how there could be no role for her to play in galvanizing the organization to support the initiative or work with marketing on generating buzz with the public and potential customers.  

This is a common situation that stems from the presenter's mindset which is typically to convince the audience of their brilliance.  However, instead, the objective function of these presentations should be to push the company forward, and to support that mission it is critical to outline what you need not just in terms of resources and budget, but also in terms of participation from others.  Ultimately, people want to be connected to the success of the company, and your success hinges on getting others involved.

3. What happens if we do nothing?

Executives are inundated with proposals and pitches from internal and external stakeholders, and they have a finite amount of resources to allocate to these opportunities.  Moreover, an organization can get overwhelmed by a large portfolio of simultaneous initiatives, so executives are looking to focus their own energy and the collective energy of the company on the programs that will drive the most impact.

As such, executives will often ask about the impact of not pursuing an initiative, and often when the presenter is faced with this question they realize that the lofty business benefits they pitched may have been overstated.  For example, a sales director may pitch a chief revenue officer (CRO) on the need to do a roadshow and attach a sales growth figure to the initiative, let’s say 20%. However, when the CRO probes further, and asks what the sales growth would be without the roadshow, the sales director is unlikely to say 0%, which pushes the conversation into the right direction as they both problem-solve on the true incrementality, and thus criticality, of the initiative.

4. How will our competitors react?

Nothing is done in a vacuum, and in a world where the speed of innovation is growing exponentially, competitors can react swiftly to your organization’s changes.  As such, it is critical to think through the second-order effects that may occur after your strategy is implemented. Loyalty programs are a great example , as competitors can replicate these programs which could, in turn, reduce profits.

As such, it is a good idea to at least have a conceptual framework to discuss potential reactions in the market that could impact the efficacy of your recommendation.  In some cases, where the stakes are very high and there is significant uncertainty, this could mean doing a more sophisticated simulation .  

5. What is your suggestion?

It is a common occurrence for someone to present a very thoughtful analysis, with pros and cons of competing options, and in the end not have a point of view on the best option.  It is important to remember that when you are presenting to executives, it is not enough to present data and analysis in a synthesized manner, but also to reduce the cognitive overhead the executive has to bear, by providing a clear perspective on “the answer.”  It is common for people to fear presenting the “wrong answer,” but this is a mistake, as presenting any answer helps to have a more meaningful dialogue as you can pressure test something specific, and revisit the assumptions and analyses that led to it.

Finally, presenting a perspective on the answer also shows senior executives that you have the ability to make decisions, and are confident in your logic, while also being open to having your ideas challenged.  This bodes well for your trajectory as you are showing an ability to continue to grow in your career.

6. What are your assumptions?

For anyone that has done a case interview , they know it is critical to externalize your assumptions as they provide important context for how you have shaped the problem.  The same reasoning applies to presentations, and while I often see presentations that have a slide on assumptions, it is common to miss the most important assumptions - that is, the ones that bear the most leverage on the answer.  You can elucidate what these hidden assumptions are by asking yourself:

• What do I have to believe for this to be the best answer?
• What information would change my opinion?
• Which assumptions, if changed even modestly, would impact the answer significantly?  (e.g., sensitivity analysis)

7. How will this help our customers, and not just us?

Jeff Bezos has famously focused Amazon on an obsession with the customer, and he has extolled the virtues of this approach , and how it can create a competitive advantage.  In this vein, many executives are similarly asking how strategic initiatives, even those that are focused on internal operations, will benefit the customer.  Thinking through how your work will ultimately impact the end customer is a powerful way of garnering support, generating enthusiasm, and demonstrating strategic clarity in your presentations.  

As such, it is good practice to think about not only the audience of your presentation, but also the customers you serve as critical stakeholders, and connecting the dots to how the customers win, which in turn will help your company succeed.

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How to create a successful executive presentation

Do you have a big presentation to the c-suite coming up use these executive presentation tips to deliver an attention-getting presentation to keep execs engaged and interested..

• Andy Patrizio

Nothing frays nerves like an executive presentation . It's a combination of performance and job-related anxiety that can be paralyzing. Do it right and your star rises within the company. Blow it and it might be time to update your LinkedIn profile.

C-level executives are a tough audience. Their day is often planned from start to finish with no room for error -- or lateness -- and, certainly, no time for what they consider a waste of time. You need to give executives a reason to stay and pay attention.

So, there's the first rule: Make your time worth their time. But let's not get ahead of ourselves.

What is an executive presentation?

An executive presentation is a brief proposal or update that someone -- an employee or consultant -- delivers to a group of executives in an organization. It's usually a proposal for some new initiative or an update to something in the works.

Executive presentations are sometimes called executive briefs, because they are meant to be short and to the point. If they aren't, the executives will make it so. The goal of a general executive briefing is to provide a compelling update to help execs form business conclusions.

Executive presentations are most often presented in the form of a slideshow -- often, using Microsoft PowerPoint -- but video and audio updates are also possible.

Learn how PowerPoint's Presenter Coach function can help you prepare for your presentation.

What are the types of executive presentations?

Because the purpose of an executive summary is to pique curiosity, the style of presentation will vary based on the objectives. Therefore, there are multiple types of presentations.

1. Visual presentation style

The visual style is one of the most popular -- both in PowerPoint and other styles of presentation. They tend to be very dependent on images and video, often, with complementary audio. The tech industry does this all the time, with Apple among the most notable users of the style.

2. Coach presentation style

The coach presentation style is more suited to charismatic and energetic speakers who can effectively tell a story. Presenters will sell the story better than any slideshow through sheer force of will.

3. Instructor presentation style

This method is ideal for complex subject matters that need a lot of visuals to help get the point across to the audience. These are often used at trade shows during instructional seminars for developer or engineering types.

4. Freeform presentation style

By default, presentations are very structured, detailed, planned and rehearsed. But the freeform presentation method is the opposite of that. It doesn't use slides and the speaker wings it. This is ideal for someone who knows the subject well, has a short presentation and may not have had sufficient time to prepare.

5. Connector presentation style

For most presentations, the presenter does most of the talking with occasional comment from the audience. But in a connector style, audience interaction is encouraged. It could be to flesh out ideas or simply go in depth, but the speaker and audience interact a lot more than is typical.

6. Persuasive presentation style

The persuasive presentation happens when the presenter tries to convince the audience of their conclusions, ideas or points of view. In a persuasive speech, the speaker makes an extra effort to connect with the audience.

Learn some tips from CIOs on giving presentations to a board of directors .

What questions should an executive presentation answer?

As said earlier, C-levels are very busy and have no time to waste, so give them a good reason to be there. Here are several.

Why are you there?

You have demanded the time of a CEO, CFO, CMO, etc., so there better be a good reason for it. Be upfront, direct and to the point about your purpose. This is no time to be wishy-washy.

Example: I am here today to give you an update on the X project, which is in danger of going off the rails.

What is the significance of what you're saying?

Executives want to make a decision based on information and data. Give it to them with authority. Who are you to present this information to them? Let them know.

Example: I've seen about two dozen projects like this go down in flames because of X, Y and Z.

What is the update or what is the proposal?

This is where you get to the meat of the topic. Up to now, you provided context -- the why of the issue. Now, it's time to provide the what. Here is the news, now what do we do about it?

Example: The X project is hemorrhaging money. If we don't act now, this project will cost us Y amount of dollars by the end of the year.

How to go forward

This is where you tell the executives the next steps to take, within reason. They must make a decision and may have a different perspective and priorities than you. What you might consider urgent they may find immaterial.

Example: Here are some options we have to get this project back on track.

What information should be included in an executive presentation?

Time is short in a presentation, and there is no room for idle chatter. Here is what must be done from the start of the presentation:

• Set expectations. Let the audience know what the plan is, such as five minutes dedicated to the presentation and the next 25 to questions.
• Summarize upfront. Use the inverted pyramid method and lead with all the information the audience cares about from the start. Then move onto the supporting details and background information.
• Provide background. C-level executives absorb incredible amounts of data per day. If the presentation is about a project update they were last briefed on a month ago, don't expect them to remember. Give them a good, succinct reminder.
• Give answers. Executives want actionable information -- never forget that. Don't just outline a problem; instead, present solutions and answers.
• Have a hook. After reminding the executives of what the presentation is about, introduce the proposition and lead with the conclusion. Tell them they will see massive return on investment ( ROI ) or double the size of the business if they do X, and tell them why.

How to design a PowerPoint for an executive presentation

The primary mission is to keep a presentation short and to the point. That doesn't mean dumbing it down and using simplistic English, but, rather, using fewer words so it is quick and easy to read.

If you think your presentation might be too wordy, click here for help to make it easier to understand .

As stated earlier, introduce your proposition and lead with your conclusion from slide two, if you can. Let executives know the ROI right away.

Never put information on a slide that requires a reference to a later slide. If you are going to reference anything, make sure it has already been shown.

Be prepared for questions on these slides. Have the answer to every statement or data point in your head, at least, as you write them.

Executives love data, but don't overwhelm them. Your goal is to highlight the most important numbers and provide recommendations with sound analysis.

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Managing Director

Jan 03, 2020

80 likes | 344 Views

Managing Director.

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• safety officer
• risk assessment
• site safety requirements
• cue list order form

Presentation Transcript

Managing Director Your role is to lead and support your colleagues in the company, throughout the planning of the display. You will need to allocate funds from the budget and make sure that information is shared and that deadlines are met. You also need to create the final presentation and proposal of your company’s ideas. • Throughout the Project • Decide on the division of the budget and allocate what is needed to each member of your team • Facilitate information sharing within your team • Think about the proposal and how you want to present your team’s ideas • Help with any task that needs assistance • Make sure everyone in your team is on task • During the Second Session • With your team, decide on a company name • Work out a rough budget for cost of fireworks, manpower, profit, etc. • Work out important deadlines with your team and who will be doing what • Decide how the written task will be carried out • Discuss your plans with the expert • By the Third and Fourth Session • Work on the presentation • Work with the Site Manager and DG Safety Officer to determine the amount of manpower needed for the site • Ensure your team is up to date on their paperwork • Facilitate information sharing within your team • By the Fifth Session • Make sure everyone else has their paperwork to hand in • Finalize the fireworks budget with the Creative Director • Give your presentation and hand in your team’s paperwork

Managing Director Managing Your Team Your team will be working individually on some tasks and will need to work together on other tasks. How are you going to help organise the team and help support them in working with each other? How will information and techniques be shared within the team? Budgets and Profits In the first week, you will need to work out how to spend the money given by BUSU. Some of this will need to be your profit, some will need to be spent on fireworks and some on other costs (manpower for set-up, transport, etc.). How are you going to divide up the money? How much profit are you expecting? Can you resource anything from outside the company? Producing a Winning proposal Your proposal needs to show off your technical expertise, creativity, and safety. How will you communicate this to the Student Union representatives? You will have a visual aid with the simulation software, how will you use a simulation to your advantage? If there is no simulation software, how will you explain or show the visual aspect of the display? You will need to include information from all your team and their work. Include how the £2000 will be spent, some simulation and display info, safety information, which field you chose and how the site will be laid out. How to prioritise your tasks and the tasks of your team: There are many common techniques used to organise one’s time and schedule which can be adapted to team based projects, too. Mind Maps - where you produce visual cues that connect the pieces of the project together. Would help to see who needs to work with whom on which parts of the project. Time lines - Used to organise when various pieces of paperwork need to be completed. To do list – Who needs to do what by when and cross them off as you go.

Creative Director Your role in the company is to design the visual aspect of the fireworks display using a display simulation software. You will need to be creative and demonstrate technical knowledge of pyrotechnics. You will also need to work within the budget provided for you to create your show. • Throughout the Project • Design the show, using the simulation software • During the Second Session • Consider the site location and who the audience will be • With the Managing Director, decide on music for the show • Discuss ideas for colour scheme, theme or anything else related to the design of the show, with your colleagues • Discuss your plans with the expert • By the Third Session • Work out a rough draft of the show • Liaise with the Site Manager and Dangerous Goods safety officer to make sure your show meets the site safety requirements • Create a cue list/order form to budget for the fireworks you need so far • Help the managing director with the presentation • Decide on a Firing system to add to your cue list • By the Fourth Session • Have the design finalised • Have a simulation made and saved so it can be used in your presentation • Hand in your order form/ cue list along with the rest of the presentation

Creative Director Aerial Shells The most common and impressive type of firework, consists of a sphere or cylinder full of colour producing stars and a burst charge, to allow the stars to disperse in the air. Mines Ground based fireworks where the colour producing stars are ejected out of a mortar tube, creating a fountain-like effect. Some are often preceded by a small fountain, before the stars are ejected. Comets Comets are simple pyrotechnic material that usually come in the form of a single pellet. They usually are ignited before the firing and produce a tail effect, straight out of the mortar. Small comets are often placed on aerial shells as a feature. Cakes A series of other fireworks pre-wired and pre-prepared to go off in a certain order. Often a mixture of mines, comets, and small aerial shells. Stars The main component of fireworks, which creates the colour and other effects upon ignition.

Site Manager Your role in the company is to make sure the site is secure and set out in a reasonable way. You will need to make sure the correct location and amount of space needed is provided. You will have to work closely with other members of the team to make sure the site is planned correctly. • Throughout the Project • Organise the site location and how the site will be divided between the fireworks, audience and safety areas. • Work closely with the health and safety officer to determine the safe areas. • During the Second Session • Discuss the safety of the site location with the safety officer • Consider potential safety issues of the site • Make a list of questions to ask the expert • By the Third Session • Determine which field the show will be in (work with the rest of the team). • Measure the field and determine the best location for the audience, fireworks and safety zone, and fallout area. • Determine the maximum shell size to be used in the field, depending on the fallout area calculations. • Liaise with the creative director about the firework allowed for the size of the sites. • Work with the Dangerous Goods Safety officer to determine where the correct safety equipment needs to be on the site map • By the Fourth Session • Help present the show to the judging panel • Hand in a site plan which designates the firing direction, designated firing area, audience placement, safety areas, fallout area, and saftey equipment to hand (eg. Fire extinguishers).

Site Manager • How might you calculate the fallout distance for your show? • (Hint: a shell coming out of a mortar is projectile in motion) • What ways can you measure the fields? • What structures and buildings are nearby? • Where is the wind coming from? How will that affect your set up? • How might the wind direction affect your decisions on the fields? • What is the minimum amount of people to have on site for safety reasons? The essential areas for a fireworks display: Safety Zone Fallout Area Audience Firing Zone

Dangerous Goods Safety Officer Your role in the company is to ensure the health and safety of the spectators and employees at the fireworks display. You need to work with the others in the company to identify the hazards, who will be at risk and the control measures needed to ensure the safety of all present. • Throughout the Project • Consider the safety issues of the site and the fireworks themselves • Help the Site Manager determine proper locations for safety equipment • During the Second Session • Consider the safety issues of the site • Discuss the safety of the site location with the site manager • Make a list of questions to ask the expert • By the Third Session • Help with the presentation and proposal • Advise the Site Manager about hazards near each possible field • Advise the Site Manager about safety measures needed on the day for the site plan • Advise the Creative Director on any hazards that may exist for any fireworks they choose • By the Fourth Session • Update your Risk Assessment and • Produce a final risk assessment and hand it in • Help present the proposal to get the bid for the display

Dangerous Goods Safety Officer • How to Assess Risk: • Identify the Hazards • Walk around the site location and look for hazards. • Ask colleagues what they think. • Check manufacturer’s instructions. • Look at past risk assessments. • Decide who is at risk for each hazard • Is the audience at risk? • Are the stewards or your employees at risk? • Are buildings or other nearby structures at risk? • Who else could be at risk? • Evaluate the risks and determine control measures • How can the risk be avoided or prevented? • How can the risk be controlled to cause the least possibility of harm? • Is there a less risky option? • Think about guarding a dangerous location, personal protective equipment (PPE), barriers, etc. • Record findings and share with colleagues • Create a written risk assessment. • Share the findings with everyone else on the team. • Review the assessment and update • Always look for new hazards. • Update your risk assessment as new risks appear. • Update your colleagues on new developments. Based on the Health and Safety Executive Document “The 5 Steps to Risk Assessment”. See: http://www.hse.gov.uk/pubns/indg163.pdf (Accessed 08 Feb 2012).

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Andrew Lindberg Managing Director. Content: Result highlights Financial performance (CFO) Business streams Global wheat market & outlook. 2003 Half-year results impacted by drought. Net profit after tax of $29.9m, down 61% Total operating revenue of $1.03b, down 34%

408 views • 26 slides

Didier LOUVAT Managing Director

Training and Tutoring of Professionals in Nuclear Safety, Nuclear Security and Radiation Protection. Didier LOUVAT Managing Director. www.enstti.eu. Non-formal education in Nuclear Safety. Construction of an expertise Non formal knowledge Practical experience and specific training

261 views • 9 slides

Peter Golding Managing Director

Peter Golding Managing Director. Presentation will cover. The significance of the Corporate Manslaughter and Corporate Homicide Act in fleet management Establishing your business’s current level of compliance Reducing the risk and understanding the cost of road accidents

493 views • 30 slides

Peter Quinn Managing Director

Peter Quinn Managing Director. Recent Awards. Environment Award, Utility Industry Achievement Awards, Dec 2003 Short-listed for National Business Awards, Environment Category, 2004 Special commendation in National Business Awards Innovation category, 2004

467 views • 32 slides

Managing Director. PF Management. Systems. Marketing. Economics. Investment. Ritesh Agarwal Systems Mgr. Deepika kapoor Marketing Mgr. Aparna Anand Asst. Pf Mgr. Deepika Kapoor Eco Analyst Mgr. Pravin Rajendran Inv Analyst Mgr. Portfolio Management Team. Aparna Anand.

501 views • 10 slides

Peter Garré Managing Director

Peter Garré Managing Director. Sustainability in real estate markets. Six trends in Responsible Management. 1. A rise in sustainability reporting 2. An increase in the CFO's sustainability role 3. The emergence of employees as a key sustainability stakeholder force

219 views • 9 slides

MANAGING DIRECTOR, KPTCL

POWER GRID CORPORATION OF INDIA LIMITED. SOUTHERN REGIONAL LOAD DESPATCH CENTRE. WELCOMES. MANAGING DIRECTOR, KPTCL. SR STATES – POWER SYSTEM STATISTICS. KARNATAKA INSTALLED CAPACITY – 5857 MW MAX DEMAND MET – 5445 MW DAILY CONSUMPTION MAX – 107 MU DAILY CONSUMPTION AVG – 84 MU

462 views • 21 slides

CHRIS SHARPE MANAGING DIRECTOR

CHRIS SHARPE MANAGING DIRECTOR. WHO ARE WE?. Richmond Dairies draws milk from Queensland and New South Wales Direct Supply Farms Arrangements with other Processors Products are exported to world markets. ENERGY. Operations heavily reliant on steam from LPG fuelled boilers

242 views • 8 slides

Grimur Lund, Managing Director

Grimur Lund, Managing Director. Experience with participation in EU projects for SME. Sofiendalsvej 5,DK-9200 Aalborg, Denmark,Phone:+45 96 34 70 00,Fax:+45 96 34 70 01, www.logimatic.dk, e-mail:[email protected]. Agenda. Company profile for Logimatic Participation in EU projects Learnings

412 views • 22 slides

Dragan Pusara Managing Director

Wholesale markets’ influence on increasing the export of domestic agricultural products. Dragan Pusara Managing Director. Belgrade April 2013. PRESENTATION OUTLINE. KEY DATA AND ECONOMIC INDICATORS OF SERBIA GENERAL AG DATA: PRODUCTION, TRADE, CONSUMPTION

434 views • 42 slides

Managing Director. Introduction:

102 views • 8 slides

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