managing director presentation

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

Published: January 13, 2021

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.

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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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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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.

b. Structure your narrative inductively around that key message.

Don’t make it deductive: don’t take them through the complete analysis. Such a structure starts with details, numbers and findings, and gradually summarizes into conclusions. It feels the natural thing to do, but it’s wrong. You think that they need to understand the details before seeing the big picture, because that is how YOU came to the conclusion. But in this way, you might lose their attention long before you even come close to that conclusion.

Make it an inductive narrative: start with the conclusion. Then give 3 to 5 key arguments or elements that you want them to remember. And gradually add further detail. In this way you start with the most important thing and only go into the details in which they are interested.

I’m not arguing to leave detailed data out. Board members want hard facts. They need to check the robustness of your methodology and the reliability of the data. But present your methodology and data as a supporting argument for the conclusions, not as a long introduction to the conclusion.

Structure all information in an orderly hierarchical manner as a Q&A (from most to least important). Make sure to have answers to all the questions they might have. The answers to the most important questions become part of your narrative. Answers to less important questions will become part of the attachments.

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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How to Brief a Senior Executive

• Grant T. Harris

Lessons from an Obama White House staffer.

You can always count on outside circumstances to affect your pitch to a senior leader, so prepare to get your point across under pressure by understanding the interpersonal dynamics at play in advance. What are your boss’s “tells”? How do they engage with material? And whom do they look to for endorsement? Knowing these things ahead of time will help you react effectively to pushback and pivot when necessary while you’re in the room, either in person or virtually.

Briefing a senior executive is an art and adept White House staffers do it every day under the most stressful of circumstances. They’re masters of compressing the right information into the right amount of time, no matter how complex the topic or short the briefing. The skills needed to brief the chief executive in the Oval Office are directly applicable to briefing  any  executive in the C-suite.

• GH Grant T. Harris is CEO of  Connect Frontier LLC  and advises companies on doing business in emerging markets. He has twice served at the White House and teaches interactive seminars on  How to Brief the President (or Any Senior Leader) TM  in corporate, nonprofit, university, and policy settings. He is also an Adjunct Professor of Global Management at Kellogg School of Management, Northwestern, and a Lecturer at Haas School of Business, UC Berkeley. Follow him on  Twitter .

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100 Day Plan for Leaders New in Role (Examples + Template)

When I dropped my son off at school on his first day of kindergarten, he looked at me and said, “I can’t wait to not be new anymore.” Thinking about the many people changing roles and companies these days, I can’t help but wonder how many may be counting the days until they’re not new anymore, too.

No matter how many years of experience a person has – even the most senior of leaders – being the “newbie” is daunting for most and hard enough that many avoid taking the new job in the first place. Add to it the complexity of the workplace these days – exhausted teams, workforce shortages, supply chain and business disruption, the war for talent, and constantly shifting ways of working and connecting as teams and organizations – being a leader in a new role is even more challenging.

For those talented and brave souls venturing to new roles and opportunities, congratulations. Instead of a new coffee mug or new decoration for your Zoom background (or at least, in addition to it), give yourself the gift of preparedness so you make the most of your first months on the job and set yourself up for success.

Is a 100 Day Plan Necessary for Leaders New in Role?

In short, yes. As a newly appointed leader, it’s easy to fall into the trap of waiting for the dust to settle – for you to get comfortable in your role and get a lay of the land, for your employees and teams to get accustomed to having a new leader before you start making any plans. However, waiting to form your plan means you lose the opportunity to set the right tone from the start by being purposeful, organized, and action-oriented.

What is a 100 Day Plan for New Leaders?

A 100 Day Plan is an action plan to guide executive leaders through their first critical months in a new role – outlining strategies and tactics to identify and engage key stakeholders and to build relationships, understand the business, set goals, and gain traction quickly so you can set up a foundation for long-term success in an organization.

While a plan needs to be customized for each leader – and you can download a 100 Day Plan Template here to get started – our experience points to six critical strategies all leaders can deploy to ace their first 100 days regardless of industry or function.

What should a 100 Day Plan include?

While a 100 Day Plan for executive leaders in a new role can take on many forms and is as unique as the business challenges leaders face, there are some core components that the best plans have. Use this 100 Day Plan example framework as a guide:

• Situation Summary – Outline the current business landscape, strengths, opportunities and other important headlines that capture the context you’re stepping into as the leader in your role. This might include the state of engagement at your organization, cost pressures, how employees perceive you as the new leader and more. Take an employee-centric point of view by key audience segments and then try to understand the challenge they need to overcome in today’s environment. You may need to set up informational interviews with a few key colleagues to help confirm some of your assumptions and to highlight details that you wouldn’t yet know.
• Longer-term: What do you want people to say about you and the business 18 months from now and what are some of the big actions you might consider taking to make your vision a reality?
• Near-term: Where do you want to be 100 days in on the job? What impact do you want to have made and how does that line up with your longer-term goals? List your goals, ensuring there are business metrics and relationship goals.
• Evolve the vision and goals for the organization’s future (if needed)
• Retain top talent
• Know : What facts do they need from me? What new information can I provide them? Examples: Key milestones I’m setting, changes from how the role was previously defined and new priorities / expectations I’m establishing.
• Feel: What do I want to be top of mind when they walk away from meeting with me? What pain point are they currently experiencing that I might be able to begin alleviating? Example: Confidence in the path forward, comfort in their ability to talk to me.
• Do: Is there an action that you need them to take right now? Is there a behavior that you want to see them demonstrate going forward? Example: Share the information you’ve provided them with their team, commit to asking questions and keeping the lines of communication open and adopt a mindset that assumes good intent even when faced with challenges or times of change.
• Key Messages – Articulate what the main messages are that you want to convey as you get to know your various key stakeholders. These may be key themes that you know you want to highlight about your leadership style and vision for the role, high-level examples of how you view your function tying into broader company goals and strategies, or a list of commitments you are making to your staff and the actions you are asking them to take while you settle in.
• Stakeholder Engagement and Communication Plan – Make a plan for how you’ll purposefully reach your stakeholders and how you’ll communicate over time to accomplish your goals. When you consider your stakeholders, think about big “centers of gravity” so you can separate out how to allocate time and where you can have the greatest impact by investing time and energy. Also, consider what key relationships you need to build because they’re critical to establishing bridges and sponsorship across the organization. Look for communication channels that already exist so you can simply plug in without having to build infrastructure – don’t underestimate the value of informal conversations and small group huddles as a powerful vehicle while people are getting to know you.
• Quick Win Tactics – Identify opportunities to generate quick and meaningful wins that demonstrate progress toward your overall goals. It is easy for leaders to get caught up in the long game, focusing on the notable impact they aspire to make within a business, but it’s the small wins along the way that both give you something to celebrate and help your stakeholders appreciate the impact you are already making.
• Measures for Success – Consider how you’ll know when success is achieved. Identify the metrics and how you’ll monitor progress – remember, this is a 100 Day Plan, so the metrics should fit accordingly with that timeline. For example, a measure could be around moving sentiment – such as belief in the company, confidence and optimism in the future, and clarity around where we’re heading and why. Use the progress in your stakeholder engagement and communication plans to show momentum.

Want help getting started? Download our free 100 Day Plan Template .

100 Day Plan Example – Your 3 Month Action Plan

The following is a sample 100 Day Plan that shows how to quickly and strategically build out your approach. You can simply customize this list, or you can use the list for inspiration to develop a more detailed plan in alignment with your or your new organization’s preferred format.

Before you get started:

• Continue to learn as much as you can about the organization and your team
• Have pre-meetings with identified stakeholders to discuss the game plan and listen for key expectations, core issues and opportunities
• Begin to map key stakeholders
• Get briefed on the employee, culture and communication landscape (set up an initial meeting with the Communications team, if possible)
• Consider having an informal visit with your new team over breakfast or lunch
• Prepare your elevator speech and/or your initial message platform
• Create a list for your Listening plans, outlining who all you need to meet with to hear perspectives, observe and tap for insights; set up meetings with key stakeholders (including senior leaders, peers, direct reports and skip-level reports/teams) ; if you don’t yet know their names, list their roles to prompt you to then find out the right point of contact
• Begin your listening “tour;” reinforce that you’re hearing what people are saying and make a point to circle back with anyone who asked a question that you couldn’t answer in the moment
• Connect with Communications and HR partners to understand the company culture and how communication happens
• Set the stage with your team and stakeholders with what to expect these first days and weeks, including what to continue to focus on and do
• Identify key contributors and any key people who are flight risks on your team and engage with them, including conducting stay interviews
• Actively participate in company onboarding so you experience what others also experience
• Continue listening tour
• Work with team members to codify strategy; involve people representing a cross-section of the organization whenever possible
• Identify communication channels you’ll regularly use to share updates on what you’re hearing, doing and thinking in advance of the formal launch of your communications plan
• Finalize your strategy and plan and socialize with key stakeholders for alignment
• Develop a communication plan for playback of listening and to share strategy going forward
• Refresh key messages and leader platform
• Implement communication plan
• Continue a steady cadence of employee listening, and update/amend the plan and messages in real-time based on new, viable insights that come from listening and any key changes within the business or your work environment

6 Strategies to Learn and Lead in Your First 100 Days

From our years of experience working with senior leaders as they navigate being new in their role while leading teams and organizations, we’ve compiled a list of six strategies that will help you learn while leading yourself and others with confidence and credibility.

1. Study up

Learn everything there is about the team or company you’re joining, but also spend the time where it counts so you don’t get caught up in analysis paralysis. Have a game plan leading up to your start date for what you need to know to hit the ground running, what you can learn along the way and how you want to get immersed. There’s plenty you can read online, but there’s so much more you can learn from inside the organization, especially by speaking with those who have the pulse.

Get to know the Communications and HR/People/Culture teams early on because they likely have a wealth of information about employee mindsets, hot-button issues and the best ways to reach and interact with employees. Many Communications teams we work with would be happy to help you know how information flows in the organization and what channels are best for leaders like you to get information and communicate effectively with your teams.

When an incoming senior executive was getting ready to join the organization, we partnered with the Communications team to develop an executive briefing book on the state of the workforce and how communication happens inside the company. There was a briefing meeting, great discussion and an opportunity for the leader to get to know the Communications team as they discussed shared needs and expectations so the leader could get connected and communicate effectively with key audiences. All of this led to a better, more actionable 100 Day Plan.

2. Figure out where to start

The first months are an exercise in drinking from a fire hose. Prioritizing is essential, but it can be hard to know where to start. Many leaders we’ve worked with have found it helpful to have a “working session.” In those sessions, we work with the leader to sort through critical business and communication demands and needs and then map their 100 Day Plan – with a particular eye on the next 30 days. These sessions give the leader a chance to step out of the day-to-day, assess the situation, determine priorities and frame a practical action plan for how to spend their time – always with business outcomes and stakeholder needs in mind. This session also sets the foundation for the key messages to convey and what to communicate and when.

3. Hit the road

Get out of your office . Whether you’re rounding, doing listening tours, road shows or coffees, get in front of as many people as you can so you get to know people across levels and roles in the organization. There’s nothing like being in person to ask questions, surface ideas and stories, read the room, feel the vibe and get a sense of what’s being said (and not said). If you can’t be in person, do your best to hit the road virtually with virtual office visits, coffees and the like. Make a commitment to visit those teams and sites as soon as possible when you can. This one is easy to put on the back burner, so make a point to schedule a set number of meet-and-greets per week to hold yourself accountable.

Asking questions during your onsite or virtual meetings is an important part of your listening. The best leaders lead by listening . They seek to understand, not to judge, and make this a regular part of how they lead. Find out why things are the way they are. Get to know people’s stories. Ask them what gets them excited to come to work, and what pain points or barriers they see and experience that get in the way. Make it about them, while also giving them a window into who you are.

As important as listening is, that doesn’t mean you can’t also share your story. As a leader, people need to know you first before they’ll get on board with your vision or strategy. Help them know who you are as a person and as a leader – what gets you excited, why you want to be a part of the team, how people who know you best describe you, what principles you live by and what brings you joy outside of work. All these things give others a chance to know you, how you tick and how you think about the world, which gives them a chance to have a human connection with you and to be able to help you deliver on your vision.

Another key part of sharing your story is being ready with your elevator speech and core messages. The elevator speech is the main message that you want to convey succinctly to your key stakeholders and audiences. Have your story ready and use it regularly from day one. You may customize this a bit for your various audiences and over time, but there’s power in being consistent overall.

Determining your Elevator Speech as a Leader New in Role

Keep it short and make it conversational. Speak to what your role is and how you’ve been here before in your previous role. Write it out so you’re thoughtful about what you want to convey. This is how many people will first remember you. For example:

Example Elevator Speech 1:

I’ve seen the power of transforming the employee experience and am excited to lead our team as we make it happen here together.

• This says you know employee experience and that you’ve been here before, which speaks to credibility and confidence in the role and where you’re going to take the team.
• This shows that you’re bringing energy and enthusiasm, and that you want to be part of the team because you view yourselves on a common journey aimed at getting results. This is motivating, speaks to a shared end game, and reinforces camaraderie and collaboration.

Example Elevator Speech 2:

Having a child with medical issues, I have immense appreciation for how much work goes into making great healthcare possible . I’m grateful to be part of this team and to partner together with you to improve access to great care for those we serve.

• Self discloses something personal and relatable, and establishes that this is a field of work that the person respects and appreciates.
• Sharing gratitude signals a person with character, humility and heart.
• Speaks to leading the team as colleagues, not subordinates, and that we’re in this together.
• Signals a vision of what’s possible that you want the team to work toward.

For senior-most executives, a best practice is having your own leadership message platform. Much like a “stump speech” for politicians, this is a set of key messages and stories to help you tell your story in a way that connects to your audiences and drives line of sight and engagement. It’s a useful tool for driving message consistency across communications and channels, as well as for saving time preparing for meetings and communications (for both the leader and the communicators who support them).

When leaders are new in role, the method of developing this platform is especially powerful in helping leaders think purposefully about how to articulate their story, their vision and their approach to shaping the strategy.

4. Have a stakeholder engagement and communication plan

The complement to your core messages is an engagement and communication plan. Whether you’re preparing your own, or have the support of your Communications team, this is a must so that you are intentional in your first 100 days (and beyond) about which stakeholders and audiences you are reaching, the best approach to do so and the outcome you want to see.

Take a few minutes to follow this 5-step method to plan your communication:

• OUTCOME: What’s the business goal for your engagement and outreach? As a leader new in role, your business goal may be to keep people focused on the current strategy, while you listen and determine the path forward. Or perhaps you need to stabilize the business and/or team. Whatever the situation, pinpoint what your business outcome is for the first 100 days.
• AUDIENCE: Who are the key audiences you need to engage and where are they coming from? Different audiences will have different perceptions and information needs – and the more you know about each, the more effective you’ll be at connecting with them and ultimately moving them to action. If you discover that you don’t know much about some audiences, it’s a signal you need to go and get to know them more.
• Why (rationale and context)
• What (what’s happening and what to focus on for now)
• When (a sense of timing for what’s happening and what’s to come)
• How (how you’re approaching the coming weeks, how they can help, how you’ll use their insights to develop your action plan)
• Who (who you are, what brings you here, what’s important to you, what they can expect from you and what you expect from them)
• WIIFM (what’s in it for “me” – in other words, what all of this means for them)
• METHOD: What’s the best way to reach them? Map your plan for how to connect with people in ways that foster conversation and the ability to share information freely and candidly. In-person is ideal. Consider where you need one-on-one conversations vs. where small group sessions or larger sessions – such as town halls – can be helpful. Maybe there are feedback channels you want to use or initiate. Consider the mix of methods.
• MEASURE: How do you know if the plan is working? You can learn a lot about what’s working based on the nature of the conversations you’re having, whether you sense people are sharing their views openly and the questions you’re getting. Engage your direct reports and Communications team to share insights and feedback on what they’re hearing. Consider whether informal or formal pulse checks would be useful to get a sense of things as well.

TIP: Having a stakeholder engagement and communication plan is a critical tool beyond your first 100 days, too. The best leaders are always purposeful about how they stay connected with stakeholders and audiences and how they’re showing up regularly through communications.

5. Resist the urge to make change right away

Most leaders are hired to be change agents, so it’s counterintuitive to say don’t come in and change things right away. Even if you think you know what needs to change, try to avoid making big changes in those first 100 days as it can usually cause more harm than help.

Typically, leaders use the first 100 days to listen and formulate an informed strategy, gain key stakeholder buy-in, and then they roll out the strategy in a thoughtful way, so the right audiences are reached at the right time and with the right message. To the greatest extent possible, let others be part of the strategy shaping so it’s the collective plan, not “your” plan alone. WATCH OUT: Without adequate upfront listening in the first 100 days, there’s an assumption that the leader may be uninterested, uninformed or misaligned with the company’s heritage, culture and people. Any which way, it’s a bad look, and it hinders your and the team’s ability to get things done if you come out of the gate with your mind made up about what needs to happen.

There are a few exceptions when making changes in the first 100 days could be the right option. Perhaps there are things you’ve heard and seen that are clearly broken and getting in the way of the employee experience that could be fixed right away and that signal your focus on the people. Or, perhaps something is happening that’s putting the organization at major risk and cannot wait for action. In those cases, immediate change may be the answer to stop the bleeding and/or to signal important and meaningful change right away.

Engage key stakeholders who have institutional perspective in the planning so you’re aware of blind spots or bright spots and leverage your Communications team so what’s communicated is done in the right way and casts a positive light on your approach and intention.

6. Be yourself

All eyes are on you as the new manager or leader, especially those first 100 days, and people are searching for meaning in everything you do (or don’t do). Consider your leadership style and what has served you well and will continue to serve you. Bring that forward with intentionality in how you show up. Check the old habits or ways of working that may not have been as effective at the door. Communicate with purpose.

Lead with heart – knowing that the best leaders today are those who bring authenticity, empathy and humanity to the workplace, so teams can be their best selves and deliver on their mission and goals in the best way.

Empathy is not a “soft” skill

Leaders who practice empathy have more engaged and higher-performing teams, as well as more profitable businesses overall. (Catalyst research study: “The Power of Empathy in Times of Crisis and Beyond,” Sept 2021)

• 79% of US workers agree empathetic leadership decreases employee turnover. (EY Consulting survey, Oct. 2021)
• 85% of employees report that empathetic leadership in the workplace increases productivity. (EY Consulting survey, Oct. 2021)

The Bottom Line

Being an executive leader in a new role comes with big responsibility and a lot of hard work. With the right preparation and thoughtful approach to how you lead and communicate in your first 100 days – and year – you can make your first weeks and months ones that recharge, inspire, motivate and chart the path for great work together to accomplish your goals and strengthen your company’s future.

Don’t feel you need to do this important work on your own. Let those with expertise in these areas partner with you so you can elevate your presence, focus your time where you can have the greatest impact on the business, and achieve the results you want faster and better. If you’d like to discuss ways we can help you get quick wins and plan for long-term impact, contact us today.

—Kate Bushnell

Set the right tone in your new role from the start by being purposeful, organized, and action-oriented with the help of this 100 Day Plan Template. Click the image below to download the 100 Day Plan Template today!

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Other posts you might be interested in, 4 ways to differentiate communication from information, reasons why your business strategy activation fails, communicating your strategic plan to employees, subscribe to the leadercommunicator blog.

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Powerpoint Templates and Google slides for Executive Leadership Team Members

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Managing Director

Jan 03, 2020

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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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