Whether you’re proposing a bold strategy, launching a new product, or asking for support, your job isn’t to educate. It’s to inspire confidence, create clarity, and trigger action.  The best pitches don’t dump data—they tell a compelling story from the listener’s point of view.

Makes people lean in, not tune out.

Every business leader must be able to “sell” – to his investors, his clients and especially his team who will deliver the results. We’re not talking about manipulation. Underhanded techniques and lying won’t get you anywhere (actually it can get you very rich, but let’s not go there).

I’m talking about presenting your ideas in a way that makes people feel more receptive. Not only are they likely to follow your advice, but you will find that meetings are quicker and you are more likely to get your way.

1. Start where they are

If you want people to listen, start by showing you understand them.

Before anyone buys into your idea, they need to know “What’s in this for me?”

It doesn’t matter how clever your solution is. If they can’t see themselves in the problem—or the payoff—they’ll tune out.

Persuasive presentations

Presentations are tricky, because you don’t know – and it’s hard to ask – where they are.  Starting your presentation or pitch with a show of hands is one way to guide your direction and timing.

Don’t forget, your audience hasn’t had time to analyse the situation like you have. Make sure your presentation doesn’t move to a solution to quickly. They need space to reject their gut reactions before they’re ready to hear a smarter way forward. If you rush in with answers, they’ll either push back—or miss the point entirely.

Persuasive conversations

• Ask before you tell. Start the conversation by uncovering what your audience thinks they want. Don’t assume. Ask questions that reveal at least two of their priorities or concerns.
• Mirror back what you’ve heard. Rephrase it in your own words to show you’ve listened.
• Build your pitch on their terms. Align your recommendation with their language, logic, and goals—even if it means tweaking your idea to fit better.

When people feel seen and heard, they’re far more likely to trust you—and act on what you say.

2. Earn their respect and trust

When I explain an idea, I try to get people to nod. Find some point of agreement – whether it’s the greed of banks, fact that IT people can’t spell or how suppliers have to be monitored constantly. Being able to find something in common demonstrates that you’re on the same wave length.

• When dealing with creatives, compliment the last project they did for you. They will drop everything for your urgent update! We are very susceptible to praise because most clients only point out what they need changed.
• Clients want to know they aren’t just one more project to do. Bosses want to know you are keen to work. Be enthusiastic when communicating your ideas and smile. Don’t mention risks, caveats and negatives up front. Saying “No” to somebody who is positively excited, is not easy.
•  I feel that mirroring a person’s body language is creepy! But if your client talks about “return on investment” or “critical success factors,” mention them yourself.  When we share the same language, we are more likely to build a rapport.
• If you can make the other person smile, you’ve gone a long way to breaking down any barriers. Of course, this has to be done with care – if they feel they aren’t being taken seriously, or you are being flippant, you’ve weakened your position.

3. Be Open

I am always absolutely honest with clients. Without drowning the project in cynicism, I try to tell them what to expect.

• I never agree to a deadline I can’t meet
• If I plan to outsource some portion of the project I make that clear.
• If theirs isn’t “my kind of project” I am quick to say so. I suggest someone who specializes in meeting this need.

We can sometimes be so desperate to make a point or get a sale, we are unwilling to admit even the slightest weakness in our argument.

If you stop long enough to listen,  you might find that there is validity in the client’s point of view because they knows their market. And perhaps they DON’T need your product or service.

4. Be Confident

As humans we are drawn to confident leaders. We follow those who have a clear vision and a strong belief in what they are saying, even if they are utterly wrong.

Continually improve your skills, establish yourself as an expert, and then speak with authority. Because if you feel threatened or emotional, angry or frustrated you are already in a weak – potentially losing – position.

• Confidence isn’t arrogance. Be prepared to admit “I don’t know”. It demonstrates integrity and  defuses anger. Being confident also means having the strength to admit when you are wrong.
• Pick your battles. Conceding points to achieve the greater goal is okay. Don’t allow ego to get in the way. Don’t be the person who argues every small point to death, until people give up – not because you are right, but because they are exhausted.
• Negotiate. Someone who has been allowed to win an argument, is likely accommodate you later.

5. Be Positive

No-one likes a pessimist.  When dealing with a demanding client or investor, have a can-do attitude.  Build a reputation for being helpful and positive and you will be the resource they contact first with their big project.

Be careful. This might mean researching the feasibility of their latest mad scheme. Make sure you have risk reports, contracts and emails so that blame for an unsuccessful project does not bounce back to you.