Before you use data and evidence to support your arguments, you need to know who you are talking to and what they care about. Different executives may have different priorities, preferences, and perspectives that affect how they interpret and evaluate data and evidence. For example, some executives may prefer high-level summaries and visualizations, while others may want more details and sources. Some executives may value quantitative data more than qualitative data, while others may look for stories and testimonials. Some executives may be more receptive to data and evidence that aligns with their existing beliefs, while others may be more open to new or contrary information. To use data and evidence effectively, you need to tailor your arguments to your audience's needs, interests, and expectations.
When you’re pitching to the big bosses, you gotta bring your A-game with the numbers. Here’s how you do it bigly: First, only pull out the most incredible stats that spotlight your point—make them as huge and undeniable as possible. It’s all about the win-win, folks! Then, lay it out in a killer presentation, charts and graphs all shining in gold. Make those numbers pop so much they can’t look away. It’s like putting your best cards on the table, but with the glitz of a Vegas show. That’s how you get those executives nodding along!
Knowing your leader or executive well enough to anticipate what data they value and how they’ll want to represent it is the key. The most valued and effective communicators know how to bring evidence forward with a recommendation that is authentic to their leader AND relevant to the audience. When those two elements align, you can inspire change.
Data analytics é importante, porém, qui?á mais ainda, é saber quem irá analisar aqueles dados. Dependendo do executivo, a vis?o demandada pode ser um overview ou um deep dive. Logo, usar a estratégia de apresenta??o errada (ou uniforme) n?o é algo que sempre funcionará. Busque entender como aquele C-Level gosta de receber informa??es, converse com pessoas próximas, com profissionais que já tiveram intera??o anterior com o executivo e, se possível, pergunte diretamente a ele como gostaria de receber aquela análise. Conhecer o público é estratégico e economiza tempo, seu e do executivo que você interage.
An executive's role is to set strategy and empower people to execute competitively -- now you know your audience -- so start with the bottom line (the "what") and they'll be in a mindset of vision ("why" and "how") for your argument.
Collect reliable data, contextualize it, visualize it effectively, compare and contrast it, diversify sources, avoid confirmation bias, cite relevant experts and studies, and present them in a clear and concise manner.
Framing is the process of presenting data and evidence in a way that emphasizes certain aspects, implications, or interpretations over others. Framing can help you shape your audience's perception and understanding of your data and evidence, as well as your overall message and purpose. For example, you can frame your data and evidence in terms of opportunities, challenges, risks, benefits, solutions, or recommendations. You can also frame your data and evidence in relation to your audience's goals, values, or emotions. Framing can help you connect your data and evidence to your audience's motivations and concerns, as well as to your desired outcomes and actions.
For a decision, the most important thing is to know what IS the most important thing. Organize the decision around it, and there is no need to argue.
Contextualizing is the process of providing relevant background, explanation, or comparison for your data and evidence. Contextualizing can help you establish the credibility, validity, and relevance of your data and evidence, as well as the significance and urgency of your arguments. For example, you can contextualize your data and evidence by explaining how you collected, analyzed, or interpreted it, by providing benchmarks, baselines, or trends, or by showing how it relates to other data, evidence, or situations. Contextualizing can help you demonstrate your expertise, authority, and transparency, as well as your awareness of the bigger picture and the implications of your data and evidence.
At the strategy level, most executives don't care what the data says, they care what it means. If you learn to lead with that, and always prove capable of backing it up clearly when required to, you'll gain a reputation as an efficient and trustworthy communicator.
Uma apresenta??o de dados - por mais que seja limpa, clara e organizada - precisa antes de tudo ser confiável. Neste cenário, é importante dar contexto de/das: - Onde extraiu aquelas informa??es (consultorias, internet, bases mercadológicas ou oficiais / do Governo, sistemas); - Qual o espa?o temporal considerado (últimos 2 anos, ano ou semestre); - Premissas levadas em conta; - Nuances ou exce??es eventualmente desconsideradas. Contextualizar, pois, n?o só "abre as portas" para uma melhor escuta executiva, como também, por vezes, mitiga eventuais dúvidas ou questionamentos posteriores.
Communicating is the process of choosing the appropriate format, language, and tone for your data and evidence. Communicating can help you convey your data and evidence clearly, concisely, and convincingly, as well as engage and influence your audience. For example, you can communicate your data and evidence by using charts, graphs, tables, or diagrams, by using simple, precise, and consistent terms and definitions, or by using positive, confident, and respectful expressions. Communicating can help you highlight the key points, insights, and recommendations from your data and evidence, as well as create a rapport and a dialogue with your audience.
Anticipating is the process of preparing for possible objections, questions, or feedback from your audience regarding your data and evidence. Anticipating can help you address potential gaps, flaws, or limitations in your data and evidence, as well as strengthen your arguments and credibility. For example, you can anticipate objections and questions by acknowledging alternative or conflicting data or evidence, by providing counterarguments or additional support, or by inviting constructive criticism or suggestions. Anticipating can help you show your openness, humility, and willingness to learn, as well as your readiness to adapt and improve your data and evidence.
Outra forma de melhor sustentar dados junto a um Board Member é se antecipar. Antecipa??o, nesse contexto, é pensar em prováveis questionamentos ou perspectivas a serem trazidas por aquele C-Level. Pense previamente em pontos de dor ou cenários desejados e, com isso, já prepare dados e/ou análises alternativas que possam satisfazer aquela necessidade. Se preparar preliminarmente mitiga o efeito "análise incompleta" e evita, por consequência, uma nova reuni?o ou agenda (já t?o conturbada) daquele executivo.
Following up and following through are the processes of maintaining contact and communication with your audience after you use data and evidence to support your arguments. Following up and following through can help you reinforce your message and impact, as well as build trust and rapport with your audience. For example, you can follow up and follow through by sending a summary or a thank-you note, by providing updates or progress reports, or by delivering on your promises or commitments. Following up and following through can help you show your professionalism, reliability, and accountability, as well as your appreciation and respect for your audience.
I believe that developing persuasive arguments for executive-level communication are difficult for most people who have little or no experience working, with and supporting, senior decision-makers. It's a developed skill that requires a combination of training resources and one-on-one coaching. Moreover, the quest to master this skill should be viewed through the lens of a marathon, rather than a sprint. It takes time and effort. That said, an investment in achieving skills mastery in executive communication is proven to payback significant dividends over the course of a career. Therefore, I encourage you to strive and join the ranks of this rare bread of professional communicator.