An effective executive presentation requires an understanding of how the Big Dogs operate.

C-level executives are intelligent, fiercely competitive, focused and extremely busy people. Much of their daily business is conducted in meetings, and the average business leader has little patience or time for sitting through PowerPoint slides, boardroom small talk or reports inflated with jargon. That’s not to say reports and presentations are unimportant; it’s quite the contrary. The course of a company or a career can be profoundly altered by a single, well-delivered presentation.

What do “Big Dogs” want most from presenters at their meetings? The short answer is the bottom line, no surprise there. More importantly, here’s the secret to your success: They want the bottom line at the very beginning of the presentation.

The ultimate purpose of a Big Dog briefing, of course, is to persuade or move the audience to a specific point of view or action. Presenters who get to their point quickly win the immediate respect and appreciation of just about every C-level executive in attendance. Here then is Rule No. 1 for presenting to Big Dogs: Make your first line your bottom line. This information comes straight from the Big Dogs themselves and is based on videotaped interviews with 17 Silicon Valley C-level executives. What follows is a synthesis of their advice to all presenters who aspire to success in the challenging environment of the boardroom.

Ingredients for Success
The presenter’s very first words should be a concise statement of what he or she wants from the meeting. Here’s why your first line must be your bottom line: There may not be an opportunity to say the second line. Remember, this is their meeting, and the Big Dogs may change the agenda at a moment’s notice.

Another good reason for making the first line the bottom line is that it increases the chances for a favorable outcome immeasurably. C-level audiences want to know up front what’s being asked of them. This allows them to follow the presenter’s logic as they’re led through the briefing. If your focus is clear and you get right to the main points, you may win their undivided attention and keep them off their Blackberries. Big Dogs are analytical, so make your points using facts rather than anecdotes. They appreciate data and rarely have time for stories. Finally, wrap up by “asking for the order.” Get a clear response about whether or not your request has been granted.

Do Your Homework
Speaking to senior management is one of the most stressful, important and potentially rewarding career opportunities you can have. The presenter must prepare well in advance. Start by finding out how to get on the agenda. Next, learn about the dynamics and politics of the executive group and what the company’s ground rules are regarding presentations. This information is informal, unwritten and best obtained by meeting with key decision-makers (preferably in person). Lastly, find out all there is to know about “Mahogany Row;” i.e., who will be at the meeting, who works together, who will be an ally, who won’t and how the executives like to process information. Try to determine how the actions you recommend will affect other functional areas of the company.

The dynamic of an executive meeting is formed by the relationships, behaviors, conflicts and alliances of its executive members. In addition, there are often many speakers invited to one meeting. A guest presenter rarely knows what occurred in the previous briefing, so be prepared to confirm the topic, time allotted and any changes that might have been made in the agenda as a result of prior discussions. A good briefing is more about strategy.

It’s a good idea to have a mentor or peer group review and critique your presentation prior to the meeting to provide invaluable feedback. Remember, too, that information needs to flow in both directions. Be sure to send pertinent material in advance to the Big Dogs you’ll be briefing. Give them a clear idea of what to expect. They will appreciate it, and it lays the groundwork for a stronger presentation.

Carla Buragno is an executive director at Genetech, a California-based firm in the biotechnology industry. Her staff, a technical group, makes regular presentations to executive committees and at governance meetings. “My staff leads project management teams,” Buragno says, “and as their manager, I expect them to be effective, influential leaders with strong communication skills. That involves speaking with top executives, all of whom understand design, engineering and construction.”

Learn How To “Ride the Bull”
As one executive told us, navigating the rough-and-tumble world of a senior executive meeting is like riding the bull at a rodeo. One needs to be flexible and ready to follow the Big Dogs where they want to go. The ability to engage in a wide-ranging discussion is a valuable survival skill at the top level. Moving smoothly from presentation to process (and maybe back again) shows the presenter understands the broader issues, is a good listener and a team player.

A savvy senior-level presenter will remember to:

• Expect a discussion – Be prepared for a dialogue with the Big Dogs, not a monologue.
• Follow the 10/30-rule – For a thirty-minute presentation, prepare ten minutes of material.
• Be ready to give up the middle – The Big Dogs will take the discussion where they want it to go. Be ready to dump most of the prepared material and engage in discussion.
• Reduce the number of visual aids – Overdependence on PowerPoint slides can be career-limiting with C-level executives. However, do bring back-up visual aids in case they want to go deeper.
• Present bad news right away – Explain why it happened, and what you plan to do about it. Give the Big Dogs several options from which to choose.

When careers hang in the balance, projects require funding or hard decisions must be made, it’s important to know what works with executives and what doesn’t. An effective executive presentation requires an understanding of how the Big Dogs operate as well as the language they speak. Remember, these are time-pressured, demanding people. Make your first line your bottom line, and learn how to “ride the bull.” Don’t expect a pat on the back when the meeting goes well, and don’t take it personally if there’s no response from the Big Dogs. They have other fish to fry.

As you go into that challenging environment, remember the words of Network Appliance CEO Dan Warmenhoven: “Remember, we’re on your side. We’re on the same team. We want you to succeed, otherwise, we would not invite you here.”

Rick Gilbert is the founder and president of Powerspeaking Inc., a company that helps clients become leaders in their fields by improving their communication skills through a variety of training programs. Powerspeaking Inc. is located in Redwood City, Calif. For more information, please call 800-828-1909, or visit www.powerspeaking.com .