How do you present a learning needs analysis report to decision-makers?

One key for presenting to senior leaders is to lean heavily into an executive summary, giving high level overviews and presenting a problem with a solution. Don't go into all the details and mechanics. Have all those details prepared if they are needed but for the most part stay at the 100,000 foot level and focus on the proposed solutions.

Cultural awareness is also critical when getting to know your audience . In addition, when presenting to key stakeholders provide a visual representation of the timeline to ensure alignment.

One point to add is the importance of aligning your report with the strategic goals or key performance indicators (KPIs) that matter to your decision-makers. When you can directly connect your findings to bottom-line outcomes or departmental objectives, you not only grab their attention but also make it easier for them to advocate for the changes or resources you're recommending. This alignment can often be the key to getting buy-in from high-level stakeholders.

All about time and your key message; bottom line up front, ROI, any significant business impact, for example compliance or financial benefit. Short deck with background data if requested. Clutter-free slides with appropriate visuals. At least 50% of time allowance for Q&A. Practice, practice, practise. Remember you know your material so remain confident.

I believe speaking with data helps in giving a clear summary of your finding. A simple comprehensive table can cover info worth multiple paras. Define your headers, breakdown the LNA analysis in a logical flow and give links to detailed reports if the viewer wishes to dig deep into the findings.

Always ask yourself, "what is my success critera?" In briefing skills, we run students through several types of briefings and each defines success differently. The info brief is just to talk about something you know, the scripted is to follow the script, demonstration is to teach someone a process, and the persuasive is to make a case for something. Whether someone learned how to make your seven-layer dip or was convinced that Star Treks is FAR better than Star Wars is irrelevant in a classroom setting and knowing that brings the nerves and difficulty level down significantly! The same is true in any real-life situation. Know your success criteria and build to it!

It is important that when presenting LNA reports to high-level management it is important to speak with data rather than just state your points. What were your findings? What are you aiming at? For example: Needs Identified: 21.3% of sales executives are unable to close a deal on the latest product launched. Reason found out: Lack of complete knowledge on the product. Goal: Decrease the percentage from 21.3% to 10% Objective: Product orientation

Structure your presentation with a clear and concise executive summary that highlights the key findings and recommendations - logically, following a flow that makes it easy for decision-makers to apprehend.

Keep it short and simple. Speak with data but prepare all the accessory information and present if needed. Remember the management does not have much time, they want to know why should they invest resources and money and what is the ROI. It is always useful to include ROI in slides and show how it will benefit the oganization.

You've worked hard! Now it's time to deliver your information effectively! Before doing so, think about your presentation in terms of 1) Strategy (audience, goals, etc) 2) Content (outline before slide building, use PPT design best practices) 3) Preparation (know your environment, rehearse), and 4) Delivery (engage your audience, be human).

The format of a briefing is so standard that people don't even question it anymore, but I disagree. There's nothing more tedious than a long intro of who you are and what you're about to tell them. Depending on the briefing type, you might have a lot of examples or even a single story just to make one point (some of the best I've heard use this format). Generally speaking though, a successful briefing follows this format: ? A practiced open - a short introduction to you (if you weren't already introduced or known) and brief topic intro/kickoff ? Various points and examples that are relevant and bring you to the conclusion logically. ? A practiced close summarizing either the points, key takeaway, or call to action.

I would also consider using simplified data visualizations, such as charts or infographics, to break down complex information into easily digestible formats. Avoid clutter and aim for slides that can stand alone in conveying the key message, even without your spoken words. This not only helps your audience to understand the material more quickly but also increases the likelihood that they will remember and act upon it.

Pay special attention to language, make sure it is inclusive, present statistics in graphical format to make it easier to understand, use proper colours to offer high contrast, have feedback mechanism for the presentation.

This is the most important part; you need to get to the point and get to it quickly. Decision makers tasked you with collecting the information, it's your job to tell them where their current state lies and start to plant that seed of where the work is required to get to the future state they want. If possible, try to find other businesses who have encountered the same issue and what they did to resolve it. There's truth to the 'keeping up with the joneses' idea; especially if your decision makers are not comfortable with the risk that comes with innovation!

There's nothing more boring that a slide full of text. When using slides (and I can't recommend it enough if you do it right), try to use at least one interesting/relevant photo per slide - text OPTIONAL. The goal is to not only keep your audience interested, but to serve as visual cue-cards to remind you what to talk about next (this is the cheating method of briefing using PowerPoint :) When you do have words on a slide, a title can be enough or a handful of bullets using as few words as possible. A good rule of thumb is to NEVER have more than 20 words on a slide (and fewer is better). Remember this: your slides are for PRESENTATION, not reading - don't try to make a presentation that serves both purposes at once or you'll fail both.

Even now, after all these years, I practice important presentations. I say this as someone who thrives at improvising while delivering training. But when making important presentations to leadership you want to rehearse and plan for possible objections/concerns your audience might have.

Also, read the room while presenting. It is important to interact and identify the reactions given during the presentation. It will help to address concerns and issues right away. However, do not keep breaking the flow of the presentation, and do not read the presentation.

One "easy mode" trick you can employ when speaking about something you know well is to use the parachuting strategy. Practice the opener - the first 20 seconds after you "leap out of the plane" (take the stage) so that you're comfortable and don't stumble. Drift from there for a while using your knowledge and letting your slides guide you on what to talk about next/which stories to tell and in what order. Don't stress, just enjoy the ride. Then the practiced close. Know how to stick the landing! When all else fails, if you need to stop a presentation at any time, just ask for questions (if there's time) and otherwise say, "I'm out of time, but I'm here for questions or can be reached by [x], thank you".

One part of the presentation I think often goes unpracticed is the Q&A session or moments where stakeholders may interject with a question or comment. By preparing responses to anticipated questions/comments, especially the challenging ones, you'll feel more confident and in control when interacting with your audience. Knowing how to gracefully handle unexpected questions can significantly contribute to your credibility and the overall success of your presentation.

1. Tailor your presentation to the needs and concerns of your decision-makers; considering their background, interests, and priorities. 2. Structure your presentation with a clear and concise executive summary that highlights the key findings and recommendations - logically, following a flow that makes it easy for decision-makers to apprehend. 3. Provide context for the LNA, explaining why it was conducted, what the goals were, and how it aligns with the organization's objectives and strategic priorities.