Just My E-pinion
By Steve Tobak

Nothing can boost your career like being able to give a killer pitch, says Steve Tobak. But it's not a skill you're born with—you have to work at it.

"If you're relatively new to the management ranks and you're presenting to the board of directors or the C-suite, try to avoid some of the stuff I've seen (and done) over the years," Tobak says. A marketing and strategy consultant, he made his comments in The Corner Office, his blog on BNET.

Here are Tobak's five classic pitching mistakes:

1) Think 'It's no big deal'

The CEO walks into your office and nonchalantly says, "You’ve got 20 minutes to pitch your business unit’s plan at tomorrow's board meeting." Your near-panic is visible, so he adds, "Don't sweat it; it's no big deal." Just because he says or acts as if it’s no big deal doesn’t mean it’s no big deal, says Tobak. Prepare. Know your material cold and be ready for a healthy amount of Q&As.

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2) Walk in with a half-baked plan

Boards typically comprise smart, opinionated people who are also former or current executives. If you pitch a half-baked plan, it may get twisted, debated, and mutated to the point where you end up getting a green light to do something that bears little or no resemblance to your original plan. And if it fails, it's still your plan ... and your fault.

3) Try to outmaneuver a founder

Don't underestimate the loyalty, power, and sway even a dysfunctional founder may still have with a board that owes its existence—and perhaps riches—to him, says Tobak. Even if you’re the CEO, you can do irreparable damage to your standing or even get fired—which I've seen happen, he notes. Exercise extreme caution.

4) Expect the board to actually do something

Never forget that it's the job of company executives to manage, plan, strategize, make decisions and, of course, execute, cautions Tobak. The board's job is to provide oversight, advice and, sometimes, connections. If you need something from them, be clear and upfront about it, but don’t expect much more than feedback.

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5) Pitch a controversial plan without support

Tobak tells the story of a president who was shot down by the chairman after pitching a controversial acquisition. It was embarrassing, but it didn’t have to happen. The president should have sought one-on-one feedback before the meeting. Rally some support before the meeting for hot or controversial ideas.

Bonus Boardroom Mistake: Failing to deliver a great presentation

Tobak notes that many pitches fail because of presentation skills. Here are a few of his suggestions:

  • Develop a pitch. Start with your main point of view and a handful of takeaways, says Tobak. Then build a storyboard around that, one slide per thought. Keep the number of slides down and allow a few minutes per slide.
  • The icebreaker. Start with something to break the tension (yours and theirs): a welcome gesture, engaging or humorous anecdote, graphic or video, or some combination. Keep it relevant and appropriate. Don't tell a joke.
  • The old axiom. It still works, says Tobak. First tell the audience what you’re going to tell them, then tell them, then tell them what you told them.
  • Don't read what's on the slide. Know the pitch cold (without having to look except for a brief cue) and speak in your own words.
  • Engage the audience. Ask questions. If they don’t respond, try offering an answer and asking for a show of hands or ask easier questions.
  • Be accessible. Don't stand behind a podium, says Tobak. Get close to the audience and move from place to place, but do not bounce around like a ping-pong ball.
  • Pause for effect and emphasis. Practice being comfortable with silence for 2 or 3 seconds. It’s the most dramatic way to make a point.
  • Use hand gestures. They’re engaging and interesting. But when you’re not making a point, keep your hands at your sides.

Tobak's final tip: Videotape yourself presenting to an empty conference room or get someone with experience to watch you and provide feedback.

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