THE McKINSEY WAY
THE McKINSEY WAY
THE McKINSEY WAY
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Presenting Your Ideas 121<br />
I was on a Board in which the CEO didn’t keep us sufficiently<br />
involved and informed. Over a period of a year, I<br />
talked to him off-line a grand total of once; other directors<br />
had the same experience. He needed to build alliances with<br />
Board members to implement his vision for the company. He<br />
needed to call Board members and say, “Here’s where I want<br />
to take the company. I’d like to have your support for this<br />
or that.” He should have understood who the power brokers<br />
were and made sure they were informed. You don’t call a<br />
Board meeting out of the blue on Thursday to figure out<br />
whether or not you’re going to buy a company on Sunday.<br />
The Board’s response was, “We went through that two<br />
months ago and said we didn’t want to do it then. Now<br />
you’re calling an emergency meeting and giving us four days’<br />
notice?” Not a very smart thing to do without first building<br />
support. We subsequently parted ways.<br />
You can avoid a similar fate by prewiring whenever and wherever<br />
you can.<br />
Tailor your presentation to your audience. Tailoring means<br />
adapting your presentation to your audience, whoever it may<br />
include. Even if your audience comes from your own organization,<br />
the people in it may not share your background or knowledge of<br />
the subject matter. They may respond better to some styles of presentation<br />
than others: formal versus informal, large presentations<br />
versus intimate discussions, text-based versus audiovisual, just to<br />
name a few. Some people want to go into the minutiae, while others<br />
just want to hear your top-line arguments. If your presentation<br />
is to succeed, you need to know your audience, its preferences, and<br />
its background. Dean Dorman of Silver Oak Partners sums up our<br />
alumni’s wisdom on tailoring:<br />
“McKinsey-izing” your presentations, using lots of consulting<br />
jargon—in most organizations, that gets you nowhere.