Change management presentations - Why context is just as important as content

If you're a business consultant manager or senior executive the chances are that at some point you will have had to make a case for change. This involves gathering data and presenting your analysis so that others know what you want them to do. But often a board of directors or investors will get your message and still not change. Why? Knowing what to do is not enough; to get them to change they need to know why they should. So, if your job depends on making presentations that get change spend as much time on the context as you do on the content.

Three years ago I was overweight-by about two stone. "So what" I thought to myself, "I'm in my thirties I can lose weight later." I knew what I needed to do but I really didn't care.

But, when I turned 40 my doctor called me in for a check-up. My cholesterol and blood pressure were both too high. The doctor told me that if I didn't change my lifestyle I would have to take drugs (not the good kind) to reduce my risk of heart disease. Suddenly, I had a compelling reason for change. I had a different context.

Too many business consultants jump into solutions before explaining the problem; the result: no change!

So, when you make a presentation that is focused on getting others e.g. senior executives to change it is critical you start by spelling out why they should change, give them context.

It helps if you know how to do it. Here's the best way I know how:

Step 1. Clearly define the problem you're trying to solve (be very specific).

Step 2. Explain the impact of the problem on the client's business e.g. how it affects customer retention, staff morale, or operating expense (those are the main three).

Step 3. Sell the benefits. Here's an example of how this works, I used exactly this opening recently in a presentation to a home refurbishment contractor.

"Today I'm going to show you why last year's housing refurbishment projects were:

•On time only 11% of the time
•Never completed with full content, the best was 65%
•Consistently went over budget, by an average of £2,000,000.

The impact of this was that you were served with £10.5 million in late penalties in late completions fees.
However the good news is that we can show you how to deliver all your projects on time, in full and on budget we estimate this will save you around £30 million per year."

Using this process really engaged the client. As a result the CEO was able to explain (simply to his stakeholders)exactly the extent, cause and solution to his problems.

And I got a very satisfied client.

So remember context before content.

Article Source: http://www.mycontentbuilder.com

Want to structure a powerful business presentation, that grabs the attention of any CEO, by tomorrow? Get the first four steps of my system free here:

First Four Steps

Stuart Corrigan is the Managing Director of Vanguard (Scotland) Ltd, a consultancy firm specialising in change management and service improvement.

Please Rate this Article

5 out of 54 out of 53 out of 52 out of 51 out of 5  

Not yet Rated