winning strategies

Giving a team presentation is a whole different ball game than meeting one-on-one. These strategies will help you seal the deal in the conference room.

How often have you left a meeting or presentation thinking, “That’s it! I nailedit!”—only to discover you didn’t get the client, the account or the green light?And how often have you left with a bad case of the ‘If onlys’? For me, there’s nothing worse. But never fear: It’s possible to be in command of how you’re perceived. You have far more control— even in situations that are seemingly out of your control—than you know. Here are some proven strategies that will leave your pitch prospect thinking, “Now that’s someone I want to work with.”

If you aren’t getting the response you want or expect, regardless of your client or situation, then you need to look at your message and—just as important—at how you are expressing that message. Often, with just a few adjustments, you can go from a near miss to a slam dunk, from a “that was nice” presentation to one that knocks their socks off, from a mediocre meeting to one that fires up each and every participant.

“OPERATIONS. RELATIONS. COMPLICATIONS.”

The Grey’s Anatomy tagline, above, is a perfect example of Hollywood’s unspoken rule that the idea behind your show or movie should be tight enough to put on a matchbook. The same is true of the intention for your meeting.

The trouble is, when we’re pressed for time—or when the situation, the script or our team members have become overly familiar—we neglect this vital step, or we make assumptions about what others are thinking. To reach a destination, you have to have one. Articulating your goal ahead of time, either verbally or in writing, is vital to successfully communicating it to others.

YOUR BLACK BOOK

Once your objective is set, the next step in successful selling is to put together your black book on everyone who will attend the meeting. Whether they’re your colleagues or your competition, you need to know their goals and their concerns, so you can tailor your message and delivery to get the results you want.

Why is this important? Because we are human beings, and therefore influenced by far more than the EBITDA, the CAGR, and the PPE ratio. We respond to ideas and examples that reference our lives and concerns: our kids, our dogs, our hobbies, our sports teams. Taking the time to discover interests of the other attendees—and referencing those interests in your presentation—will inevitably bring you greater rewards.


QUARTERBACK AND CLOSER

In addition to choosing your intention for the meeting, assign the following roles for your team members: quarterback and closer.

The meeting’s quarterback functions as he would on the football field: He is the person designated to call the play in advance of the meeting, and to take the lead at its start. This is also the person to whom team members should look if a new strategy must be called midgame.

Then there’s the closer— the person who’ll lean in and ask for the money, the deal, the business. Separating this role from the quarterback is beneficial for two reasons. First, having the quarterback switch from directing the pitch and selling the dream to talking through the nitty-gritty logistics can let listeners down. When you’re mired in details, the big picture suddenly feels mundane.

In addition, building an inspiring scenario is exhausting. Asking one person to carry the ball all the way through is asking for trouble. That’s when a deal point gets dropped, an ill-considered remark might be made and an opportunity consequently lost.

ALLY AND OBSERVER

The other two critical roles on the team are ally and observer. When acting as an ally, your job is to look at whomever on your team is speaking as if she were the most fascinating person you have ever met. Why? Because if you, a team member, aren’t visibly interested in what your team leader has to say, then why should anyone else listening to the presentation be interested? Many people in the room will take their primary cue from you.

In the role of observer, your job is to take constant inventory of the attendees’ faces. Does that person look confused? Does that one look frustrated? Keeping an eye on these emotions enables you—during the question and answer portion of the meeting—to address their concerns.

AGREE AND ADD

Few things kill a team’s credibility faster than when team members contradict one another during a presentation.

What can you do if someone on your team just said something you know is incorrect, or isn’t in line with what you had discussed ahead of time? Instead of jumping in at that moment, wait until your team member has finished speaking. Then use one of these phrases:

“I wanted to add something to what Mike said…”

“I wanted to clarify one point Mike made…”

“I wanted to give you some additional background on a piece of information
Mike provided…”

After making your point, hand the ball directly back to your colleague: “That’s all I wanted to clarify. Now Mike can take you back to our production numbers for the next quarter.” In that moment, it’s critical to reestablish Mike’s authority and credibility with the group.

Selling is about far more than the words you say—it’s a multidimensional art form. Once mastered, it will lead you to the handshake that signals success.
________________________________________________________________


HANDS UP!

Raising your hand is the classic way to indicate knowing the correct answer in grade school, as well as a signal of our willingness to volunteer for activities as we get older. When you’re seated at a conference table, your hands perform much the same function. They allow others to feel safe around you, and they signal that you are available and excited to answer their questions. If your goal is to inspire trust in others, keep your hands where people can see them.


________________________________________________________________

FRANCES COLE JONES is a communications coach with Cole Media Strategies and the author of How to Wow: Proven Strategies for Presenting Your Ideas, Persuading Your Audience, and Perfecting Your Image (Random House, 2008).