Some speakers prefer small groups over a large auditorium. It feels less intimidating. Others find it easier to speak to larger groups of people – most of whom you probably won’t see again – than to a smaller set of people that can (and often do) interrupt.
But we keep hearing that the audience speakers fear most is the one with their manager in the room.
On one level – this makes sense. We need to make a good impression on the boss. But what is happening in the review process? If it works, speakers should go into a presentation feeling more confident knowing that their manager is one of the “friendlies” or supporters in the audience.
Why isn’t it working?
We’ve found out that the review process is often limited to comments on presentation slides over email, or it doesn’t happen because of time constraints.
“They look at our slides and suggest changes. But then when I start to talk, they will jump in, or worse, they’ll correct me.”
“I feel like I’m finding out new information – that would have been really helpful to know beforehand – during the presentation.”
The review process has broken down. We’re focusing on slides at the expense of talking about strategy. We’re debating images instead of finding the right emotional tone.
Here are 3 ways to help speakers and managers get more from presentation reviews:
- Skepticism – know where it comes in. This should be a central part of your review. After “What do you want to get out of the presentation?” Have a frank discussion about why the audience is likely to resist. Then, work together to develop a plan to address their concerns.
- Connect – your topic to big goals. Confirm that the presentation connects to your broader strategy and goals. This will keep speakers from spending time on storyboards and slides that aren’t relevant. Bonus points for those teams that then schedule rehearsals.
- Take 15 minutes to talk. Move the presentation review to in-person or at least by phone. Effective speakers connect to their audience on an emotional level. It’s hard to gauge that energy if you do not hear a voice. And if the body language ranges from doubtful to ambivalent, that’s a sign that you’re probably not in synch with the narrative.
What if you fall into the category of having too many presentations and not enough time to review?
In some organizations, people speak so frequently that managers cannot constantly review presentations. If that’s the case, take a moment to set expectations for your team—what should presentations look, sound, and feel like? Investing time in discussions and guidelines makes it easier for everyone to move forward with greater confidence—regardless of who is in the audience.
If you’re not aligned on your story, your messages, and the challenges you have to overcome, the problem isn’t the presentation. We recommend pausing on presenting until you can figure these out as a team.
