HBR Guide to Persuasive Presentations (HBR Guide Series)

But how do you resonate deeply enough to move them toward your objective? Figure out where you have common ground, and communicate on that frequency.

People will move away from pain and toward pleasure. Prod them (with words like “struggle” from the first example; “destroying” and “killing” from the second) so they feel uncomfortable staying in their current position. Lure them toward your idea with encouragement and rewards (the promise of meeting deadlines; protection of endangered species).

What are they like? Think through a day in their lives. Describe what that looks like so they’ll know you “get” them. Why are they here? What do they think they’re going to get out of this presentation? Are they willing participants or mandatory attendees? Highlight what’s in it for them. What keeps them up at night? Everyone has a fear, a pain poi

and yourself as the mentor who helps people see themselves in that role so they’ll want to get behind your idea and propel it forward.

Your big idea is that one key message you must communicate. It’s what compels the audience to change course. (Screenwriters call this the “controlling idea.”) It has two components: Your point of view: The big idea needs to express your perspective on a subject, not a generalization like “Q4 financials.” Otherwise, why present? You may as well e-ma

Is there a layer of management you need to appeal to? Is there a type of customer in the room with a lot of sway over the industry?

If you tap into an object’s natural rate of vibration, or resonant frequency, it will move: It may vibrate, shudder, or even play a sympathetic musical note—think tuning forks. The same is true, metaphorically, when you present to an audience. If you tap into the group’s resonant frequency, you can move the people listening to you.

When asked, “What’s your presentation about?” most people answer with a phrase like “Software updates.” That’s not a big idea; it’s a topic—no point of view, no stakes. Change it to “Your department needs to update its workflow management software,” and you’re getting closer. You’ve added your point of view, but the stakes still aren’t clear. So tr

Knowing people—really knowing them—makes it easier to influence them. You engage in a conversation, exchange insights, tell stories. Usually, both you and they change a bit in the process. People don’t fall asleep during conversations, but they often do during presentations—and that’s because many presentations don’t feel conversational.