Divya, a director who leads a large engineering team, was invited to a two-day retreat with the CEO and senior executives of her Fortune 50 company. She and 30 of her high-potential peers were excited to rub shoulders with the leadership team.
The purpose of the retreat was to expose up-and-coming leaders to broader challenges, expand their network across silos, and, of course, give them an opportunity to connect personally with C-suite executives.
The session kicked off with participants dividing into small teams to tackle company-wide strategic challenges. This was a rare opportunity to present directly in front of the CEO, so Divya and her teammates worked hard to research their assigned topic, frame the specific challenge, and debate different ideas and solutions. Instead of hanging out at the bar after dinner, they worked far into the night finalizing their presentation. Divya was selected as the spokesperson for her group, and the next morning, she made their pitch.
The team’s idea was met with a lukewarm reaction and what, at best, could be called a polite round of applause. Naturally, they were disappointed in the tepid response.
Divya and her team are all smart, do great work in their current jobs, and have promising careers ahead of them. So, what went wrong?
Based on my experience watching hundreds of presentations made by high-potential leaders, I can tell you that Divya and her colleagues are not alone in failing to land a key pitch. When presenting ideas to the CEO, even seasoned leaders who don’t regularly interact with the C-suite fall into a few common traps that can be easily avoided.
Trap #1: An Idea Without Its Problem
Smart, successful people tend to have great ideas. It’s natural for you to be excited about your ideas and eager to share them with your executives. But place yourself in your CEO’s shoes: She’s on the receiving end of endless smart ideas. For yours to stand out and be useful to the CEO, it must solve a problem.
Begin the presentation with the problem you’ve identified and spend time upfront creating context, surfacing the pain points, and building a sense of urgency around addressing the challenge. Many presenters often move straight to solution and neglect to build a sound case for immediate action. It’s the problem, not the idea, that executives want to hear first. Spend the first quarter of your allotted time calling out the problem and the next quarter on the idea. The more urgent the problem appears, the more eager your audience will be for the solution.
Unfortunately, in Divya’s case, her presentation started with an idea. She didn’t realize that pitching a solution outside the context of its founding problem left it wide open to criticism. In a world where executives have a host of responsibilities and crises to manage, they need to triage which ones they’ll act on. They’ll be more motivated to prioritize your idea if they can see a direct connection to a problem that won’t go away or that will become more significant without their attention.
Trap #2: An Idea Without a Clear ROI
Once you’ve established the problem in your presentation, the next step is to prove that your idea will not only solve it, but do so in ways that grow the business. First, show how your initiative will self-fund within a short period of time. Next, project how it will grow in revenue to support both its expansion and begin to fund other parts of the organization. Make sure you include estimates for the often-overlooked money needed for infrastructure and setup.
Divya’s team started with an idea and proceeded to explain the way they would implement it. They were excited about the technical merits of this idea but didn’t mention how the solution might be helpful to the company in the marketplace or against the competition. What’s more, the idea would require a heavy investment in tools that currently didn’t exist.
Trap #3: A Presentation Without Interaction
As with all good presentations, you want to meet your audience where they are. But when speaking with the C-suite, presenters often overexplain obvious things and don’t leave enough time for interaction.
Divya spent four minutes out of their allotted 20-minute slot reviewing their research process and what the group learned. Since none of this was new information to the executives, she lost their attention. The entire presentation took 17 minutes, leaving a precious few minutes for questions and follow-up.