Why you should always deliver the punchline first.

Byline: David Tebbutt

Why you should always deliver the punchline first

David Tebbutt

How many times have you heard the phrase "sell the sizzle, not the sausage"? And how often do you resolve to do so to capture interest and commitment for your latest initiative? And do you succeed? If you do, you may not want to read on.

Recently, I participated in a number of workshops and meetings where technically knowledgeable people were trying to securing board, press or venture capital interest. It doesn't matter too much about the audience -- in every case, the fundamental issue was that the audience had a different mindset to the speaker.

The projecters had all done their homework. They'd figured out who they were speaking to and what their values and interests were, and they certainly knew plenty about their products and services. But despite their best efforts, most of them ended up pitching the solution rather than the value to the listener. To put it another way, they talked features, not benefits.

If you're after money or commitment from a manager, your life will be a whole lot easier if you talk their language and go for something they hold dear. If it's the finance director, cost saving usually appeals. If it's the chairman of the board, then it will be how to make the organisation grow or improve the bottom line -- both, probably. A charity or a public body might want improved services.