Best Practices for Presenting to Executives

Many amazing presenters fall into the trap of believing their data will speak for itself. But it never does… Our brains aren't spreadsheets, they're story processors. You may understand the importance of your data, but don't assume others do too. The truth is, data alone doesn't persuade…but the impact it has on your audience's lives does. Your job is to tell that story in your presentation. Here are a few steps to help transform your data into a story: 1. Formulate your Data Point of View. Your "DataPOV" is the big idea that all your data supports. It's not a finding; it's a clear recommendation based on what the data is telling you. Instead of "Our turnover rate increased 15% this quarter," your DataPOV might be "We need to invest $200K in management training because exit interviews show poor leadership is causing $1.2M in turnover costs." This becomes the north star for every slide, chart, and talking point. 2. Turn your DataPOV into a narrative arc. Build a complete story structure that moves from "what is" to "what could be." Open with current reality (supported by your data), build tension by showing what's at stake if nothing changes, then resolve with your recommended action. Every data point should advance this narrative, not just exist as isolated information. 3. Know your audience's decision-making role. Tailor your story based on whether your audience is a decision-maker, influencer, or implementer. Executives want clear implications and next steps. Match your storytelling pattern to their role and what you need from them. 4. Humanize your data. Behind every data point is a person with hopes, challenges, and aspirations. Instead of saying "60% of users requested this feature," share how specific individuals are struggling without it. The difference between being heard and being remembered comes down to this simple shift from stats to stories. Next time you're preparing to present data, ask yourself: "Is this just a data dump, or am I guiding my audience toward a new way of thinking?" #DataStorytelling #LeadershipCommunication #CommunicationSkills

I recently presented to our executive team—and it actually went well. 😆 Here are 5️⃣ things I did to prepare that I’d 100% do again (plus 1️⃣ I’d skip next time):   ✅ Used AI to stress-test my story and prep for tough questions Instead of hoping my narrative would land, I used AI to make sure it would. Then I planned out and practiced answers to the 5 most challenging questions. Some of the blind spots AI surfaced were exactly what the execs asked about. Steal the prompt I used with Rovo:  👉 I’m presenting this strategy to [names of executives]. Based on their recent comments, pages, and goals for FY26, what holes will they poke in my logic? What questions will catch me off guard? How can I best address those succinctly and with confidence?   ✅ Made the damn slides My original plan was to present a page of information vs. make slides, but I got some smart advice to rethink that. When in doubt, make the slides. It made a difference with engagement and storytelling. AI helped me organize my content into a presentation structure. Here’s a good starting prompt:   👉 “I’m presenting to executives who care about [business outcomes]. Help me generate a presentation outline that references this document and can only be 5 slides." ✅ Sent a Loom demo to my manager I recorded my full presentation and sent it ahead of time so my manager could leave async, time-stamped feedback (e.g., “slow down here,” “add an exampe on slide 2 ”). It made editing the slides (and my delivery of them!) so much easier and faster.   ✅ Created a “data on demand” backup plan I knew the executive team would ask for specifics I didn’t include in the main deck. So, I created a separate “appendix” document with metrics, timelines, and specifics that felt too detailed for the presentation itself. Just knowing I had the data at the ready made me feel more confident presenting the high-level story.   ✅ Practiced out loud with Loom recordings My favorite tip! I recorded my presentation in Loom and watched it back ahead of time, catching parts of my presentation that needed context or parts where I needed to slow down when I got nervous. Game-changer for self-awareness. (Side note: I used to do this to prep for interviews when I was job searching, too. 10/10 recommend.)   🚫 What I’d skip next time: Over-rehearsing the opening line. I memorized it so much that when I deviated slightly, I got flustered. Literally, I messed up my own introduction 🫠 Natural > perfect. 💡 In the end, executive presence isn’t about being flawless—it’s about being prepared enough that you can handle whatever comes up. What’s your go-to move when prepping for high-stakes presentations? What tools help you? I’d love to incorporate it next time 👇

After 18 years as an exec, I know exactly why most presentations fail. Executives tune out by slide 3. They give you vague feedback at best—or none at all. But here’s the thing: it’s not because they’re jerks—they’re just too busy for unclear messaging. Do these 5 things if you want their undivided attention: 1. Put the punchline first • Supporting data second • Execs want to know where you’re going before they decide to follow you there — 2. Share a pre-read before the meeting • It’s respect, not overkill • Give them context so they’re ready to engage — 3. Always have a clear ask • Decision, input, or approval • If you don’t know what you want, they won’t either — 4. Make the hard benefits crystal clear • You wouldn’t spend your own money without knowing the exact outcomes • Don’t expect them to either — 5. Ask how they feel early on • Execs don’t just think rationally (as much as they think they do) • They decide emotionally, too I've seen it many times. These 5 shifts will transform how they hear you—not as another voice in the room, but as a leader worth listening to. Executives don’t need transparency. They need clarity. This is how you win their trust.

In the C-Suite, there are no ‘Nice Meetings’ - only useful ones You just wrapped up your big meeting with a senior Executive. It ran the full 45 minutes. They didn’t cut it short. They even said “Thanks.” Success? Not so fast. According to Forrester, 85% of CXOs consider first meetings with salespeople a waste of time. Don’t be one of them. As a former CFO, I’ve sat in hundreds of those meetings. Here are five best practices to make sure yours actually delivers value - and differentiates you from the pack: 1. Set a clear agenda upfront Start with no more than two agenda items. Invite the Executive to adjust them - this creates shared ownership. If time runs short, your agenda gives you a valid reason to follow up. 2. Prepare differently Yes, research the industry, the company, the Executive, and their role. But go deeper: review investor calls, risk disclosures, and Executive compensation in 10-K or 20-F filings. These reveal what truly drives decision-making. 3. Bring a fresh insight Executives value originality. We want ideas we haven’t already heard - relevant trends, peer examples, or a sharp POV. Insight builds credibility. Outcomes open doors. 4. Speak our language Tailor your message to what we actually care about: - CFOs: Profitability, margins, risk - CMOs: Customer growth, retention, share of wallet, and brand impact - CIOs/CTOs: Scalability, innovation, security Use our metrics - not yours. 5. Manage the time - and the follow-up Respect the clock. If you finish early, say thank you and leave. Always end with clear next steps, confirmed ownership, and a follow-up email the same or next day recapping key takeaways and agreed actions. Final thought: Executive meetings aren’t judged by how pleasant they are. They’re judged by how useful they were. Master these five practices, and you won’t just have a successful meeting, you’ll be one step closer to crushing your quota. #SalesLeaders #CSuite #SellingtoExecutives #CXOs #SalesEnablement #StrategicAccounts #ChiefRevenueOfficers #LearningAndDevelopment #CFOs #CEOs #CorporateUniversities #CustomerSuccess

Last week I met with a director of Biz Dev in Tech, who is new to his role. He had some huge meetings coming up with his CEO and customers, and wanted to “up his game” on executive presence. We addressed relationship-building and pitching, and we PRACTICED together. As a former athletics coach, it’s ingrained in me that while mental practice is helpful, physical practice is queen. Yes, we can and should “think our way into new behaviors,” and at some point we have to just DO them. Here are some tips: 1. Prep to BUILD RELATIONSHIPS: In addition to the requisite research to learn about a potential customer’s business, we talked about the importance of forming relationships and the research needed for that. Look beyond a customer’s LI to turn “common” commonalities to “uncommon” ones. Common: you both worked at Microsoft in your past, or you have 2-3 people in common on LI. Uncommon commonalities delight people and are more memorable, like: you both traveled to Croatia in the past couple of years or you both went to a small liberal arts school. 2. Make the “formal” presentation more informal (aka more CONVERSATIONAL): When you are pitching something — whether you are a sales person or not — the more you can be in a conversation, the better. I am not big on slides; perhaps, instead, hand a paper (yep!) “script” to leaders in the room. Further, the nature of the “presentation/pitch” should be not one-sided. It’s YOUR job to make the audience comfortable and engage them with questions interspersed with your content. So after you make a few content points, check in with these type questions: a. Does this hit the mark so far? b. What other details can I provide? c. What avenue do you want more info on? d. What clicks for you so far? This gives space for folks in the room to comment as well as ask questions of their own. This gives YOU feedback as to where they’re heads are at regarding potentially green-lighting something. My client and I practiced this. He made a few content points and asked a check-in question. As he practiced he became more fluid. He took to the “what other details can I provide….?” question the most, but knows he also has the others in his back pocket. 3. CURVE BALLS: We also practiced “thinking on your feet.” I peppered him with some curve ball (surprise) questions. After a couple rounds of practice, he felt more comfortable because he relied on: a. Transitional statements: “Thanks for the question, Geetha. Appreciate it.” This gives you 5-10 seconds to think of your response. b. Enumeration (1, 2, 3): “I have two ideas for you on that. One……, Two……; what else can I fill in?” Readers: what do you have to add? —— Executive presence is the number one topic Ethan Evans and I get asked about. Want to discuss more real-work examples? Join us for “Cracking the C-Suite,” Oct 18-19. Best discount (15%) during Prime Days, July 7-11. Wait list: https://lnkd.in/gZGVccdA