This document discusses strategies for effectively presenting information to important stakeholders or "VIPs". It recommends focusing on the design of deliverables, as the VIPs will directly interact with them. Building trust with VIPs over time is key, through small initial agreements and understanding their perspectives before presenting conclusions. Asking questions of the VIPs helps develop a rapport. Considering different leadership styles and gaining informal face time with VIPs through activities like getting coffee are also suggested trust-building techniques. The document stresses finishing deliverables strongly and being aware of sensitive details that could undermine the presentation.
4. I ASKED FOR THEIR
FEEDBACK
I feel like I’m getting good value for my
dollars
I would recommend Koda Digital to a
colleague
3.3 /
5.0
3.8 /
5.0
5.
6. WHY ME?
o Fantasy eSports
o Predictive modeling at Boeing
o Software development
o Marketing consultant
o Koda Digital
o Entrepreneur's Organization
AUSTIN HEERWAGEN
7. WHAT’S IN
IT FOR YOU
Don’t forget to focus on what really matters – what
the VIP actually sees.
Consider the design of your deliverables
Because nothing feels worse than putting in the work
and throwing it straight to the trash can.
Get more credit for your work
Successful careers are largely based on trust.
Achieve more of your aspirations in less time.
Learn more tools to gain trust with your
VIPs
10. THE VISIONARY
LEADER
o Inspiring
o Empathetic
o See plans for the future, but don’t
know how to get there
o They need the team to find the
path
“Come with me”
11. THE COACHING
LEADER
o Motivating
o Trusting
o Pushes people to achieve their full
potential
o Enjoys challenging conversations
and goal setting
“Try this”
23. BUILD TRUST BEFORE YOU DROP THE MIC
Use small, easily agreed upon
facts at first
Treat your deliverable like a
story
Take their user story into
account
24. THIS CAN TAKE A LOT OF TIME
You will need to find the balance between building trust and being pedantic.
27. Management teams aren't good at asking questions. Inbusinessschool, we train
them tobe good at giving answers.
Clayton Christensen, MBA
Harvard Business School
41. Isyour prototype going to end up
in someone’s inbox?
Without you, does yourhandout
gain enoughtrustfor yourbig
conclusion?
42. A full story arc to build trust,
offer conclusions, & tackle
objections.
ONE TO TAKE HOME
A narrow path with no
distractions and supportive of a
grand story.
ONE FOR SHOW & TELL
CONSIDER TWO VERSIONS
46. DESIGN AT THE
FINISH LINE
VIPs HAVE USER
STORIES
GET COFFEE A FEW
TIMES BEFORE YOU
GO ROCK CLIMBING
GET THE JUDGES IN
YOUR CORNER
DEVELOP
CLIMACOPHOBIA
ORDER TAKE-OUT
47. WRAPPING
IT UP
Consider the design of your deliverables
Get more credit for your work
Learn more tools to gain trust with
your VIPs
48. DESIGN AT THE FINISH LINE
@AustinHeerwagen
austin@kodadigital.com
/in/austin-heerwagen
THANK YOU
PSST, WE’RE HIRING
- Marketing Manager
- Relationship Manager
Hinweis der Redaktion
Published in 1995
Bill Parcells
1983 head coach of the Giants, won 3 games. In 6 seasons won 2 super bowls
1993 coach of the Patriots, previously won 3 games in the last 2 seasons. In 1996 they went to the Super Bowl
1997 head coach of The Jets went from 1-15 to conference championship in 2 years
He’s so good that Jerry Jones pulled him out of retirement in 2003
Jack Welsh
CEO of General Electric from 1981 – 2001
Grew GE by over 4000%
Hated micromanagement and thought there should be more deadlines
Fired bottom 10% of his managers and heavily rewarded the top 20%
Estimated $420 million severance package
Winston Churchill
May 1940 became prime minister
Things were looking grim for Britain
British forces were falling back to Dunkirk and France had all but fallen
Viecount Halifax, Foreign Secretary, wanted to explore peace negotiations with Germany
