You're struggling to explain technical analysis to non-tech executives. How can you simplify it for them?

Technical analysis is like studying past market trends. We look at historical stock prices, trading volumes, and patterns to predict future price movements. It's similar to analyzing crowd behavior – if many people are buying, the price often rises. While it's a helpful tool, it's best used in combination with other investment strategies.

Knowing the Basic Technical Level of the Executive and the language they use to describe the work they do is the place to start. If you don't know the level of knowledge of the Executive, ask Basic Questions to establish a common Glossary of Terms.

When explaining Technical Analysis to non-technical executives it is important to minimize the technical analysis jargon and simplify the terms with analogies that the non-technical analysis executives are familiar with. Make it simple and easy for the non-technical analysis executive to understand, appreciate, and follow.

It is difficult to ask a person what they know without coming off as arrogant knowing more than they do. Be careful here with voice tone and body language.

Each type of chart tells a unique story about the stock market, catering to different levels of detail and nuance. In Line Charts They provide a high-level view of how prices have moved over a period. Candlestick charts are particularly effective in revealing market sentiment and mood swings, as different patterns (like doji, hammer, and engulfing patterns) can indicate potential reversals or continuations in price trends. By choosing the right type of chart, investors and analysts can quickly interpret market behaviour and make informed decisions based on the story told by the data.

When the base level of terms and knowledge are firmly established it is now time to define what the elements of the discussion are - Then establish priority.

If there are pre-set perceptions that the Executive has about what the priorities are and what the completion's concerns are then a Trend Analysis can begin. These pre-set perceptions of the Executive can not be ignored.

Executive Time is way different that yours. Define the Who, What, and especially the When, Where and How the Executive communication preferences are.

Define the "Players". Who does the Executive currently trust with providing technical analysis. Who in the organization may already have done the technical analysis yet has not been in a position or given the opportunity to provide it?

Who needs to know what? Too much Data is just noise. What information is needed to make a decision? Acting on the information by executing a decision Has to Include the Big Who. Who makes the decision and when it should be acted on is an Executive Level Decision. The Who is doing the implementation and reporting the result is almost never the same person or team member.