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Project Name

Project Name. When possible, use your company’s standard deck template. If you are presenting to a client or prospective customer, see if you can use theirs. This makes it easier for executives to orient themselves within the slide. Statement of what you are solving for.

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Project Name

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  1. Project Name When possible, use your company’s standard deck template. If you are presenting to a client or prospective customer, see if you can use theirs. This makes it easier for executives to orient themselves within the slide

  2. Statement of what you are solving for • This should he stated in simple language the audience understands. • This should be stated from the audience’s POV • As Bruce Gabrielle says in Speaking PowerPoint, “…boardroom-style slides should be thought modules which contain a clear thesis statement, use sub-heads and text to support that statement and the module should contain an image.” • This slide will be the first time you are tempted to overcomplicate things. Avoid this temptation.

  3. The Solution – get to the point! • Again here, you will be tempted to “warm up” your audience by adding any number of slides explaining the problem, making a business case, providing background, giving data. • The business case comes next. Take a strong POV – give them the solution first.

  4. Business Case • There are really only a few things the executive persona you are presenting to cares about. Know your audience. • Revenue (in-year, next year, and the year after) • Costs (same) • Quantifiable impact on team, employees, or Customers (depending on your Project)

  5. Million Dollar Slide • Is there a return (measured on the previous slide) that is irrefutable? How can you illustrate it graphically? • Read Chapter 9 of Bruce Gabrielle’s book, Speaking PowerPoint. It discusses the “Picture-Superiority Effect.” Pictures simplify concepts for the viewer, and make them easier to remember, as well as easier to agree with. • Is the Project full of “soft” returns (measured in terms other than financial metrics)? How can you display these? • Don’t worry about showing everything. That’s what your Appendix is for.

  6. The Competitive Lens • No one else has thought of this, or • Everyone else who has tried this has done it wrong, or • Our competition is all over this, and we need to move NOW. • What Evidence can you gather to prove your assertions?

  7. Project Team • Who is the Dream Team that can help you pull this off? • Be prepared to do some horse-trading here. If you can’t get everyone you want, can you change something in the Business Case to better serve your ultimate goal?

  8. KPIs • Leading? • Lagging? • Financial? • Tangible or Intangible? • Be specific on how you will measure the KPIs you want to track to show progress.

  9. Timeline • Create an easy-to-understand Project Plan starting with what happens when approval is granted, all the way though implementation and ongoing measurement. Color code it to show who will own each specific area and action.

  10. Executive Summary • Executives want you to see things the way they do. Most of the time, that means you are being too tactical and they are thinking more strategically. Get out of your own head and meet them where they are. • Bullet • Bullet • Bullet • Are you over-complicating this? Refer back to your Talk Track.

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