Lesson 2: Avoid pitches where only one person speaks. But for less senior audiences, it’s more important to show mastery of facts. Listen well, and map your knowledge and experience to what you hear. The more senior the audience you are pitching to, the sooner you must register your relevant experience and how it solves their challenge in unscripted conversation. Lesson 1: Be a master of the facts, but know that for an executive audience, your relevant experience matters most. In total over the last year, respondents have the cumulative experience of hearing up to 10,000 pitches. Of the respondents who provided their seniority, 12 percent were entry-level, 37 percent were mid-level and 51 percent executives. Of the respondents who provided their gender, 75 percent identified as male and 25 percent identified as female. We also asked them to self-identify their gender as well as whether they are entry-level, mid-level or executive decision-makers. We asked them what they value most - and least - in a pitch. In January of this year, we published an online survey seeking insights from managers who hear a lot of pitches. This was relatively unsurprising until we dug into the reasons why: The more senior your audience, we learned, the less you should rely on your deck and the more you should expect your pitch to be a conversation, showing your team’s authentic passion for the challenge or problem and their resilience for solving it creatively, together. A recent survey of HBR readers found - at least in this community - how important it is to understand not just what you are pitching, but who you are pitching to. Right? Wrong.Ī good pitch is a balancing act that can be adjusted to the currents in the room. You want to win the pitch, and so you develop a detailed slide deck, tout your credentials, capabilities and successes (case studies), and select your strongest presenter – possibly the leader of your team or company - to do all the talking. Pitching for new business is a make-or-break moment for many teams.
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