questions to ask in a management presentation

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Management Presentation: 8 Tips, Examples & a Template

In a corporate context, presenting works wonders for a career. Most professionals get exposure to presenting to informed colleagues and department managers. It’s an ideal way to get visibility and show value. But a management presentation to senior executives who aren’t familiar department nuances is a different ballgame.

A management presentation is a high-level summary to senior executive that optimizes reports to include only the details relevant to directorial decisions . They are notoriously difficult to navigate for two reasons: 1. most executives do not have working knowledge of the nuances in each department , 2. presenters rarely have time to understand executives’ preferences .

More than anything else, good management presenters learn how to strike a balance in the degree of detail: they provide enough detail so executives make informed decisions, but not so much detail that they cause confusion.

This article explores how to make a good management presentations in PowerPoint using 4 management presenting best practices , 4 management presenting techniques , providing examples for each, and finishing with a management presentation template you can apply in real life. You can use it as a jumping off point for deeper communication curriculum .

5 management presenting best practices are:

• Ask what managers prefer ahead of time.
• Have 1 message, and 1 message Only.
• The only words should be “Thought Starters.”
• Keep it short.
• Practice 7 times in advance.

4 management presenting techniques are:

• Use a CSP model – Challenge, Solution, Progress.
• Begin with a summary of exactly 3 points.
• Use only these 3 chart types: bar, line, scatter.
• Design slides with the company logo.

I will use a financial analyst perspective in this article, but everything here applies to data and business analysts as well.

Ask Executives Their Preference Ahead of Time

If you’ve ever taken a class on presentation techniques, you’ve heard the old adage “know your audience.” It’s true, the best way to deliver a great presentation is to align your message with what your audience already understands. The same applies to a management presentation.

The challenge is that, more often than not, executives are too busy for you to get to know them well. This means you hardly get the chance to understand how they like presentations. So what can you do? Well, ask them! There’s no harm in sending an email to understand better. And what’s more, once you know, you can always defer to their preferences in the future.

For a financial management presentation, common questions to ask include the following:

• Do you prefer to see raw data, or only visualizations?
• Do you prefer charts or table summaries?
• Would you like a written explanation on paper for each slide?
• Do you like averages alone, or do you prefer means, or standard deviation?
• What interests you most in a presentation?

If you gather some helpful insights, then your presentation will be that much better. That said, you may not get a response, or it may be quick and not insightful. But most senior executives will appreciate you asking .

The best part is you will be able to surprise them. Using the best practices and techniques below, in additional to any insights gathered form your email, will work wonders for you.

Have 1 Message, and 1 Message Only

The easiest mistake to make on a management presentation is trying to deliver multiple messages. Senior executives go through loads of meetings every day, and each meeting they have includes a wave of information. Your mission should be to deliver 1 essential message so they can easily understand and compartmentalize it.

This is no easy task. When I try to narrow down the focus of my management presentation message, it seems like I leave out critical information along the way. The key is to tell a story to incorporate critical information as part of a story towards the essential message.

For example, imagine you work for a wholesale watch company called Batch Watch . You want to explain a financing operation in which the company has the option of two loans to fund the initial costs of 10,000 watches. These loans have different interest rates and maturity dates. Loan A is better if the company expects to sell the watches within 3 months, while Loan B is better if the company expects to sell over more than 3 months. Each has cancellation fees and cash flow impacts.

Instead of showing the cancellation fees and cash flow impact of the each loan, all you need to say is “ we expect the company to sell them within 3 months, and we recommend loan A for that reason.” If the executives disagree on the sale timeline, they will ask for more information.

This is how you keep senior executives engaged, by integrating them in the story you tell. Ultimately, the essential message of your presentation should be how much profit the company will make from the watch funding operation. Senior executives should leave feeling like the project is in good hands with you, and they only feel that way when you tell a story around the essential message .

Whatever the Message, Use Data

Whatever message you want to send, it needs to be backed up by data. In the example above the data was financial, but it’s not always that simple. Context may require you to provide KPIs and perform extensive data analysis that culminates in a small output that your viewers can easily digest.

You need to be strong with data to deliver a good management presentation. To get started or refresh your memory, you can read AnalystAnswers’ free Intro to Data Analysis eBook .

The Only Words Should be “Thought Starters”

As a general presentation principle, you should not write many thoughts down on presentation slides. Words have two negative impacts on the audience: they demand energy from the reader, and they make the reader feel compelled to read, lest they misunderstand.

If you can avoid putting text blocks altogether, do. If you don’t need any writing at all, don’t. However, if you need guidance as you speak or want to provide reminders for a later data, use “Thought Starters.”

Thought starters are phrases of 3 words maximum that contain ideas leading to the essential message. People often call them “bullet points,” which is common for list-style thought starters. Personally, I prefer to place thought starters at different places on a slide. When I use a chart, for example, I put thought starters at relevant places on the slide.

Keep it Short

Your presentation should never consume more than 80% of the allotted timeframe. This means that if you plan a 5 minutes meeting, deliver the presentation in 4 minutes. If you’re given 30 minutes, do it in 25 minutes. If you have 1 hour, do it in 45 minutes.

By keeping the presentation short, you relieve the audience and you allow for some question buffer. Have you ever sat in a meeting planned for 1 hour, and at 45m it ends early? It’s a pleasure for everyone. Most of us feel like we’re running behind — when you put us ahead of schedule, we love you!

At the same time, senior executives may bombard you with questions throughout the presentation. If you planned to fill the whole timeframe, you won’t finish. But if you planned to finish early, you still have a chance.

And if you use the rest of these best practices and techniques, those senior executives shouldn’t need to ask too many questions!

Practice 7 Times in Advance

There’s a mix of opinions on the number of times you should rehearse a presentation before doing it live, but most people agree that it’s somewhere between 5 and 10 times. If you take nothing else from this article, take this. To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times.

To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times. AnalystAnswers.com

But just practicing isn’t enough, there are a few criteria you must meet:

• Practice in the room you will present in. There’s something about envisioning yourself live that really makes a difference. When you practice in a space other that where you’ll present, it’s good. But when you practice in the “live” room, you’re able to sensitize yourself to the environment, which calms nerves so you can focus on the message.
• Have an audience. We all behave differently when there’s stimulus of other people around. Whenever possible, get one or two people to whom you can present. In addition to getting used to having an audience, you’ll also get some feedback.
• Use the same volume of voice. When we’re not “live,” we have a tendency to hold back on our voice. This is detrimental to the presentation because you feel taken off guard by your own voice. Make sure to envision yourself in front of the senior execs when you practice.

Best Practices Recap

We’ve addressed 5 best practices — now let’s turn our attention to 4 specific techniques you can easily implement. And when you do, that work wonders for management presenting.

Use a CSP Model (Challenge, Solution, Progress)

Every presentation needs structure, but it’s easy to forget that we need to guide our audience. A great way to structure management reports is using the CSP model. CSP stands for Challenge, Solution, Progress, and it’s exactly what it sounds like.

You need to explain the challenge or goal, explain what the solution to the challenge is (or how to achieve the goal), and show where you are in the steps to completing that goal.

For example, let’s look at our Batch Watch case. Imagine you need to find funding for a new product launch — $100,000 to be exact. A sample CSP model for this would be a slide that shows:

By using the CSP model, you guide the audience. However, it’s important to note that the CSP model is not a summary . It’s an overview of the process, but a summary should always come before. Let’s talk about it now.

Begin with a Summary of Exactly 3 Points

Any good presentation begins with a summary. And a good summary communicates the essential message simply in 3 points. However, the summary is not the same thing as the CSP model. Instead, it provides an alternative view on the challenge and and solution.

For example, using our Batch Watch case of funding a new product, you could address a summary in the following way:

• Challenge, Solution, Progress
• Funding acquisition
• Project Timeline

This provides additional details that are most relevant to the project and carry added value to the CSP model.

Use only Bar Charts (aka Column Charts), Line Graphs, and Scatter Plots

Whether it’s for data, financial, and business analyst topics , management presentations should only ever have bar charts, line graphs, and scatter plots. They are common, rich in information, and well understood. Any other kind of graph is distracting more than anything else.

A bar graph is useful when you want to compare like variables. For example, if you want to show the average size of Canadian trout versus American trout. A common mistake, though, is to use bar graphs to show change over time. While it’s not incorrect to do so, line graphs are better for this purpose.

A line graph is useful when you want to show change in one variable over time (we call this time series data). For example, if you want to show the progression of revenues over time, line graphs are the perfect way to do so.

A scatter plot is best when you want to compare a set of observations of one variable to a set of observations of another. It’s the ideal way to quickly visualize the relationship between two variables. For example, if you want to see how company revenues compare to GDP, you could use a scatter plot like this:

For example, let’s look at our Batch Watch case. If we want to see how our company is performing compared to the economy as a whole, we could use this scatter plot. As you can see, we have a positive (bottom left to top right) relationship, but a weak one (points not clustered closely).

Design Slides Using the Company Logo

When you’re presenting to senior executives, you want your slides to look professional. The best way to do that is by putting your company logo on them, including any corporate design standards (colors, fonts, etc). Show through your presentation that you belong to the same company, and that you’re in it in spirit. For example, let’s add the AnalystAnswers.com logo to our CSP slide:

Techniques Recap

Here’s a sample management presentation template below. I hope you understand after reading this article that management presentation is more about your delivery than it is about the slides you prepare.

Download Management Presentation Template for Free

While the techniques we’ve discussed will help you build a good presentation, your success really depends on how well you deliver the ideas needed to help senior executives make decisions. At the end of the day, it’s all about balance.

If you only remember two things from this article, remember that great management presenters give enough detail to inform senior executive but not too much that they cause confusion, and great management presenters make sure they do so by practicing 7 times in advance. You’ll have to practice, practice, practice.

About the Author

Noah is the founder & Editor-in-Chief at AnalystAnswers. He is a transatlantic professional and entrepreneur with 5+ years of corporate finance and data analytics experience, as well as 3+ years in consumer financial products and business software. He started AnalystAnswers to provide aspiring professionals with accessible explanations of otherwise dense finance and data concepts. Noah believes everyone can benefit from an analytical mindset in growing digital world. When he's not busy at work, Noah likes to explore new European cities, exercise, and spend time with friends and family.

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• Tips & news

21 insightful questions to ask when moderating your next panel discussion (plus some great tips on creating your own)

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“I come up with dozens of questions for the panel ahead of time… I literally write 30-50 questions down in advance, knowing that I may only get to 5 of them, but when I do they will be phrased exactly how I want them, and the panel will be kept on track.”  -Tom Webster, writer, speaker, and panel moderator.

As a panel moderator, asking insightful and interesting questions is one of your biggest responsibilities.

Don’t make up your mind about the topic.

Rather, come in with the perspective that you are intensely interested in the topic and want to gain insights by questioning the panelists.

Your questions can spark a great discussion that will leave the audience both informed and entertained. So, make sure you know what you want to ask before you get on stage.

Here are some questions that will help get you started.

21 Questions to ask when moderating your next panel discussion

While creating questions specifically for your panel is the very best way to make your discussion unique and engaging, sometimes it can be difficult to know where to start. Continue reading below to find out how to create and crosscheck your questions, or you can ask the professionals from Edubirdie to help you with both creating and editing questions.

Here are 21 questions you could ask almost any panel to get it started or to keep it going if you run out of your own questions.

• How can we advance the [field/topic/industry]?  
• How has the [field/topic/industry] changed in the past 5 years? What do you predict will happen in the next 5 to 10 years?  
• What is the biggest challenge in the [field/topic/industry] at the moment?  
• What are the most critical changes that we must make to face the future effectively?  
• What effect has [specific technology] made on the [field/topic/industry]?  
• Who is making the greatest advancements in the [field/topic/industry], and what are they doing?  
• What is the most interesting trend for 2019?  
• What do you think the best outcome for the [audience/industry/planet] would be?  
• What is the number one way we can make a substantial difference?  
• In your publication [book/article/etc] you stated that [view point]. How did you come to that? [Follow up question to another panelist]: Do you have a different perspective?  
• What made you decide to tackle this subject? How did you get into the [industry/field], and why do you stay?  
• What are some of the ways people from your [industry/field] are making a difference in the world?  
• What has helped you get to where you are [influential/effective/in the forefront] and what advice would you have for others who want to set off in a similar direction?  
• What are common misconceptions people have? How can we combat these misconceptions and communicate more effectively?  
• Do you remember a specific experience of where you wished that [you/your organization/your industry] had done something differently? If you were to do it over, what would you change?  
• A follow-up to the previous question: By way of comparison, do you remember something you’ve done or something you wish everyone was doing, and why?  
• What’s the question you are most tired of hearing on this subject, and what would you like to say about it so you never have to answer it again?  
• What question would you like to hear [specific panelist] answer?  
• What is one piece of practical advice you would give to someone starting out?  
• What is the best resource for people who want to dive in deeper?  
• Is there anything we’re leaving out here that needs to be addressed?

Create your own questions

When creating your own questions, you need to start with going back to the purpose of your panel. Why are you here, and why should your audience care?

Each question should come back to this and constantly be pushing your panelists towards creating value and insights for your audience.

What kind of questions should you ask?

What will the audience be interested in learning about?

Will this question draw upon the panelist's experiences in a useful way?

Is this question open-ended, or will you get a simple “yes” or “no” answer?

Will the question start a deeper conversation? Does it have the potential to spark a debate?

Is this question something you can’t easily find the answer to on the internet?

Why is this particular panelist on the panel? What unique perspective can they add? How can you draw that out?

Question Checklist

After you’ve created your list of questions, go back through and check to make sure it passes the checklist below.

5-Point checklist - Is the question:

Clearly tied to the topic being discussed.

Reflective of the panelists’ perspectives, experiences, or interests.

Addressing the issues, challenges or interests of the audience.

An important topic to discuss right now.

Going to ignite a conversation (controversial/different perspectives or experiences).

Where do you start? Opening questions

The first question will set the tone for the panel and is crucial to sparking immediate intrigue.

Avoid over-generalities and try to make it interesting.

The first person to speak will also influence the tone of the panel, so consider who you want to start with and why.  

If you start with the quietest person on the panel, will this get them talking right away and keep them engaged in the conversation?

If you start with the person with the most experience, will they be able to give a well-rounded background to the topic right away?

What about the person who originally proposed the idea for the panel? Will they be the most likely to set the tone you are looking for?

Should you ask everyone the same opening question to get their initial perspectives at the beginning?

3 Types of opening questions

- Easy warm-up

Start with a broad, simple question so the panelists can get comfortable.

Some examples include asking for a state-of-play, some background on the topic, or how they got involved.

Don’t spend too long here, though. Quickly segue into more controversial topics, or you could risk boring your audience.

- Fire-starter

Skip the niceties, and start with a bang.

Establish perspective by breaking out a provocative question.

Some examples: ask each panelist to offer a strong opinion on the topic, or to describe the greatest challenge we (or the industry) face moving forward.

- Audience-reader

Sometimes, it is not possible to find out the knowledge level of your audience before the panel, so starting with a question that will help you, and the panelists, determine this at the beginning can be very helpful.

Find out the level of their knowledge by asking for a show of hands.

For example: “How many people have been in the industry for less than a year?”, “Over a year?”,  “Over 5 years?”, or “Who thinks they could probably run this panel?” (asked with light humor); or “How many people agree with [a certain perspective on the topic]?” “How many disagree?”

Now, get out there and ask some great questions!

You have a special role as a moderator to a panel. Your task is to make it as insightful, interesting, and informative as possible.

You might also like:

What can panel moderators learn from Charlie Rose, Larry King and Oprah Winfrey?

It ain't over ‘till it's over: How to expertly end a panel discussion

6 Ideas for Moderating Engaging Panel Discussions

Panel moderating experts: what are some questions you always fall back on? Please share your experience, and we may include your advice in a future article. Contact us.

Looking for more opportunities to moderate panels? Find out more about being listed on SpeakerHub.

Disclaimer: this article includes a paid product promotion.

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160 Questions to Ask After a Presentation

Asking questions after a presentation is not just about seeking clarity on what was discussed. It’s a golden opportunity to delve deeper, engage with the speaker, and enhance your understanding of the subject matter. But knowing which questions to ask isn’t always straightforward.

In this piece, we’re about to break down the art of crafting impactful questions post-presentation that will not only benefit you but also add value to the entire audience’s experience.

Table of Contents

Questions to Ask After a Presentation for Feedback

Questions to ask after a presentation interview, questions to ask students after a presentation, questions to ask after a research presentation, questions to ask after a business presentation, questions to ask after a marketing presentation, questions to ask after a book presentation, reflection questions to ask after a presentation, frequently asked questions, final thoughts.

• Can you summarize the key points of the presentation?
• What aspect of the presentation did you find most engaging?
• Were there any areas that were unclear or confusing? If so, what were they?
• How would you rate the overall organization and flow of the presentation?
• Did the visual aids (such as slides or charts) enhance your understanding of the topic? Why or why not?
• Did the presenter maintain good eye contact and use body language effectively?
• Was the presenter’s tone and pace suitable for the content and audience?
• Were there any statistics or facts presented that stood out to you? Why?
• Did the presenter address potential counter-arguments or opposing views adequately?
• Were the objectives of the presentation clearly stated and met?
• How well did the presenter handle questions or interruptions during the presentation?
• Was there anything in the presentation that seemed unnecessary or redundant?
• What would you suggest to improve the presentation for future audiences?
• How did the presentation change or influence your thinking about the subject?
• Did the presentation feel tailored to the audience’s knowledge and interest level?
• Was there a clear and compelling call to action or concluding statement?
• Did the presentation feel too short, too long, or just the right length?
• What was your overall impression of the presenter’s credibility and expertise on the subject?
• How would you rate the relevance and importance of the topic to the audience?
• Can you identify any biases or assumptions in the presentation that may have influenced the message?
• How did you determine what content to include in your presentation?
• Can you explain the rationale behind the structure and flow of your presentation?
• What challenges did you face while preparing this presentation, and how did you overcome them?
• Were there any points in the presentation where you felt you could have elaborated more or less? Why?
• How did you decide on the visual elements and design of your presentation?
• Can you describe your intended audience and how you tailored the content to engage them?
• How did you ensure that the information presented was accurate and up-to-date?
• Were there any counter-arguments or opposing views on this topic that you considered including?
• How would you adapt this presentation for a different audience or context?
• How do you handle unexpected questions or interruptions during a presentation?
• Can you give an example of how you’ve handled negative feedback on a presentation in the past?
• How do you measure the success of a presentation? What metrics or feedback do you seek?
• What techniques do you use to engage an audience that may not be familiar with the topic?
• How do you balance the need to entertain and inform in a presentation?
• How do you prioritize information when you have a limited time to present?
• What strategies do you employ to ensure that your main points are memorable?
• How do you deal with nerves or anxiety before or during a presentation?
• Can you describe a situation where a presentation did not go as planned and how you handled it?
• How do you keep up with the latest trends and best practices in presenting?
• Is there anything you would change about this presentation if you were to do it again?
• How did you feel about the presentation? Were you confident or nervous, and why?
• What was the main message or goal of your presentation, and do you think you achieved it?
• How did you decide on the structure of your presentation?
• What research methods did you use to gather information for this presentation?
• Were there any challenges you encountered while preparing or presenting, and how did you address them?
• How did you ensure that your visual aids or multimedia elements supported your key points?
• What part of the presentation are you most proud of, and why?
• Were there any areas where you felt uncertain or that you would like to improve upon for next time?
• How did you tailor your presentation to fit the knowledge level and interest of your audience?
• What techniques did you use to engage the audience, and how do you think they worked?
• How did you practice your presentation, and what adjustments did you make as a result?
• Did you feel the time allotted for your presentation was sufficient? Why or why not?
• How did you decide what to emphasize or de-emphasize in your presentation?
• What feedback did you receive from peers during the preparation, and how did you incorporate it?
• Did you have a clear conclusion or call to action, and why did you choose it?
• How do you think your presentation style affects the way your audience receives your message?
• What would you do differently if you were to present this topic again?
• Can you reflect on a piece of feedback or a question from the audience that made you think?
• How has this presentation helped you better understand the subject matter?
• How will the skills and insights gained from this presentation experience benefit you in the future?
• Can you elaborate on the research question and what prompted you to investigate this topic?
• How did you choose the methodology for this research, and why was it the most suitable approach?
• Can you discuss any limitations or constraints within your research design and how they might have affected the results?
• How do your findings align or contrast with existing literature or previous research in this field?
• Were there any unexpected findings, and if so, how do you interpret them?
• How did you ensure the reliability and validity of your data?
• Can you discuss the ethical considerations involved in your research, and how were they addressed?
• What are the practical implications of your findings for practitioners in the field?
• How might your research contribute to theoretical development within this discipline?
• What recommendations do you have for future research based on your findings?
• Can you provide more details about your sample size and selection process?
• How did you handle missing or inconsistent data within your research?
• Were there any biases that could have influenced the results, and how were they mitigated?
• How do you plan to disseminate these findings within the academic community or to the broader public?
• Can you discuss the significance of your research within a broader social, economic, or cultural context?
• What feedback have you received from peers or advisors on this research, and how has it shaped your work?
• How does your research fit into your long-term academic or professional goals?
• Were there any particular challenges in conveying complex research findings to a general audience, and how did you address them?
• How does this research presentation fit into the larger project or research agenda, if applicable?
• Can you provide more insight into the interdisciplinary aspects of your research, if any, and how they contributed to the depth or breadth of understanding?
• Can you elaborate on the primary objectives and expected outcomes of this business initiative?
• How does this strategy align with the overall mission and vision of the company?
• What are the key performance indicators (KPIs) that you’ll be monitoring to gauge success?
• Can you discuss the risks associated with this plan, and how have you prepared to mitigate them?
• How does this proposal fit within the current market landscape, and what sets it apart from competitors?
• What are the potential financial implications of this plan, including both investments and projected returns?
• Can you provide more detail about the timeline and milestones for implementation?
• What internal and external resources will be required, and how have you planned to allocate them?
• How did you gather and analyze the data presented, and how does it support your conclusions?
• How does this proposal take into account regulatory compliance and ethical considerations?
• What are the potential challenges or roadblocks, and what strategies are in place to overcome them?
• Can you explain how this initiative aligns with or affects other ongoing projects or departments within the company?
• How will this plan impact stakeholders, and how have their interests and concerns been addressed?
• What contingency plans are in place if the initial strategy doesn’t achieve the desired results?
• How will success be communicated and celebrated within the organization?
• What opportunities for collaboration or partnership with other organizations exist within this plan?
• How does this proposal consider sustainability and the potential long-term impact on the environment and community?
• How have you incorporated feedback or lessons learned from previous similar initiatives?
• What are the key takeaways you’d like us to remember from this presentation?
• How can we get involved or support this initiative moving forward?
• Can you elaborate on the target audience for this marketing campaign, and how were they identified?
• What are the main objectives and key performance indicators (KPIs) for this campaign?
• How does this marketing strategy align with the overall brand values and business goals?
• What channels will be utilized, and why were they chosen for this particular campaign?
• Can you discuss the expected return on investment (ROI) and how it will be measured?
• What are the creative concepts driving this campaign, and how do they resonate with the target audience?
• How does this campaign consider the competitive landscape, and what sets it apart from competitors’ efforts?
• What are the potential risks or challenges with this marketing plan, and how will they be mitigated?
• Can you provide more details about the budget allocation across different marketing channels and activities?
• How have customer insights or feedback been integrated into the campaign strategy?
• What contingency plans are in place if certain elements of the campaign do not perform as expected?
• How will this marketing initiative be integrated with other departments or business functions, such as sales or customer service?
• How does this campaign consider sustainability or social responsibility, if at all?
• What tools or technologies will be used to execute and monitor this campaign?
• Can you discuss the timeline and key milestones for the launch and ongoing management of the campaign?
• How will the success of this campaign be communicated both internally and externally?
• How does this marketing strategy consider potential regulatory or compliance issues?
• How will the campaign be adapted or customized for different markets or segments, if applicable?
• What lessons from previous campaigns were applied in the development of this strategy?
• How can we, as a team or as individuals, support the successful implementation of this marketing plan?
• What inspired the main theme or concept of the book?
• Can you describe the intended audience for this book, and why they would find it appealing?
• How did the characters’ development contribute to the overall message of the book?
• What research was conducted (if any) to ensure the authenticity of the setting, characters, or events?
• Were there any challenges or ethical considerations in writing or presenting this book?
• How does this book fit into the current literary landscape or genre? What sets it apart?
• What do you believe readers will find most engaging or thought-provoking about this book?
• Can you discuss any symbolic elements or literary devices used in the book and their significance?
• How does the book’s structure (e.g., point of view, chronological order) contribute to its impact?
• What were the emotional highs and lows during the writing or reading of this book, and how do they reflect in the story?
• How does the book address or reflect contemporary social, cultural, or political issues?
• Were there any parts of the book that were particularly difficult or rewarding to write or read?
• How does this book relate to the author’s previous works or the evolution of their writing style?
• What feedback or responses have been received from readers, critics, or peers, and how have they influenced the presentation?
• What are the main takeaways or lessons you hope readers will gain from this book?
• How might this book be used in educational settings, and what age group or courses would it be suitable for?
• Can you discuss the process of editing, publishing, or marketing the book, if applicable?
• How does the book’s cover art or design reflect its content or attract its target readership?
• Are there plans for a sequel, adaptation, or related works in the future?
• How can readers stay engaged with the author or the book’s community, such as through social media, book clubs, or events?
• How do you feel the presentation went overall, and why?
• What part of the presentation are you most proud of, and what made it successful?
• Were there any moments where you felt challenged or uncertain? How did you handle those moments?
• How did you perceive the audience’s engagement and reaction? Were there any surprises?
• What feedback have you received from others, and how does it align with your self-assessment?
• Were there any technical difficulties or unexpected obstacles, and how were they addressed?
• How well did you manage your time during the presentation? Were there areas that needed more or less focus?
• How did you feel before the presentation, and how did those feelings change throughout?
• What strategies did you use to connect with the audience, and how effective were they?
• Were there any points that you felt were misunderstood or could have been communicated more clearly?
• How did the preparation process contribute to the overall success or challenges of the presentation?
• What did you learn about yourself as a communicator or presenter through this experience?
• Were there any ethical considerations in the content or delivery of the presentation, and how were they handled?
• How does this presentation align with your long-term goals or professional development?
• How would you approach this presentation differently if you had to do it again?
• How has this presentation affected your confidence or skills in public speaking or presenting?
• What resources or support would have enhanced your preparation or performance?
• How will you apply what you’ve learned from this presentation to future projects or presentations?
• How did your understanding of the topic change or deepen through the process of preparing and presenting?
• What steps will you take to continue improving or building on the skills demonstrated in this presentation?

What if I disagree with a point made during the presentation?

It’s important to frame disagreement in a constructive and respectful way. You might say, “ I found your point on X intriguing. From a different perspective, could Y also be considered…? ” This opens up a dialogue without dismissing the presenter’s viewpoint.

How can I formulate my questions to encourage a more detailed answer?

Use open-ended questions that start with “ how ,” “ why, ” or “ could you explain… ” as these require more than a yes or no answer and encourage the presenter to provide depth. For example, “ Could you explain the process behind your research findings in more detail? “

By asking insightful questions, you’re not only cementing your understanding of the material presented but also opening doors to further knowledge and collaboration. Remember, the quality of your questions reflects the depth of your engagement and willingness to learn.

So, the next time you find yourself in the audience, seize the opportunity to ask meaningful questions and watch as simple presentations transform into dialogues that inspire and illuminate.

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Bea Mariel Saulo

Bea is an editor and writer with a passion for literature and self-improvement. Her ability to combine these two interests enables her to write informative and thought-provoking articles that positively impact society. She enjoys reading stories and listening to music in her spare time.

• 45 Great Leadership Panel Questions
• Powerful Panels Blog

24 Questions to Ask In ANY Panel Discussion

The Worst Panel Question

A colleague of mine is moderating a high-level leadership panel and asked, “What are the best leadership panel questions?”  Like most open-ended questions, I had to counter with four fundamental questions:  

• Gain insight into what is happening in the organization or industry
• Inspire high potentials to become future leaders
• Learn lessons from experienced leaders
• Provide access/visibility to the audience who don’t see them much!
• Who are the panelists?  Once you get the names, research their leadership philosophy and practices and weave interesting thoughts and ideas you have learned that your audience cares about into your questions!
• Employees within the organization
• Members of an industry association
• Members of a broader community
• What does the audience want to know? Research the topical issues that would be relevant for the audience e.g. return to the office, resiliency, the economy etc. – anything relevant to the objective of the panel.

The line of leadership panel questions can be vastly different, depending on the answers!  The most typical leadership panel is to share leadership lessons with a broad and diverse audience. Let’s start with my top 45 potential leadership panel questions. You won’t ask them all, but perhaps they might provide some inspiration as you develop your own list .

Strategic Leadership Panel Questions:

• What is your definition of “leadership” and how was it formed/has it transformed?
• Describe your leadership style and how you “lead” others.
• What would you classify as the most defining leadership behavior?
• What was your most satisfying leadership role? Why?
• What do you look for in a leadership role? How do you assess what is right for you?
• What are some reasons you pursued leadership roles?
• What are the most important decisions you make as a leader?
• What makes a great leader?
• Who was/is your role model and/or leadership mentor?

Benefits/Consequences

• What benefits have you received from your leadership experiences?
• Did you aspire to this leadership position?  What was your path to get here?
• Have you been in a leadership position where the experience was very different than you anticipated? What did you learn? Were there unexpected benefits or unintended consequences?
• What has been one of your biggest joys as a leader?
• What has been one of your biggest challenges as a leader?
• What’s the biggest challenge facing leaders today?
• What’s the biggest lesson you’ve learned?
• What would you want to “do-over”? Why?
• What’s the biggest risk you took? Why?
• What’s the most dangerous behavior/trait that you have seen derail leaders’ careers?

Leadership Panel Questions that Beg for Specifics

• How do you rally the team to take on a big goal?
• How can organizations balance the tactical versus the strategic imperatives?
• How do you balance planning for the future and being present for your employees?
• How do you keep your team on track with the mission, vision, and values of the organization?
• How do you inspire others while keeping yourself inspired about the organization’s mission?
• At what stage in leadership should you start thinking about succession planning?
• What skills do you use most often in your leadership role?
• How have you grown those skills?
• What leadership skills are you continuing to work on?
• What are the most important qualities you look for in a future employee. Why?
• What do you consider before promoting an employee into management?
• What are the most effective ways you incentivize your employees?
• How do you foster a positive work environment?
• How do you encourage creativity among team members?
• How do you encourage honest, open employee dialogue?
• How do traits like empathy and vulnerability play a role in your leadership?
• What does work-life balance mean for you?
• How do you motivate employees to do their best to sustain business, and at the same time, have compassion for their peers in uncertainty?
• How do you make room for continued learning?
• What do you do in your personal time that helps you be a leader?

Questions about Application to the Audience

• What are the best ways that leaders can support other leaders?
• What resources do you suggest for new leaders (books, podcasts, apps, etc.)?
• What’s one thing you wish someone told you during your career journey?
• What strategies are most effective for prioritizing myriad tasks?
• What’s something you wish someone told you early on in your career journey?
• What’s one piece of advice you have for those in our audience currently in leadership roles or preparing to be a leader?

A big thank you to Caffeine Marketing, Michael Hyatt , and peopleHum for inspiration in building this list of great questions for any kind of leadership panel discussion!

Related Articles

Creating Great Questions for Your Panel Discussion

What Makes a Panel Question Good – or even GREAT !

24 Questions to Ask in ANY Panel Discussion

For more information about how to moderate a lively & informative leadership panel discussion, check out our free 7-part video series on how to moderate a panel and other resources to help you organize, moderate, or be a panel member.

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50 Smart and Insightful Questions to Ask Your Manager

By Status.net Editorial Team on January 17, 2024 — 8 minutes to read

One of the most pivotal relationships in any workplace is the one you share with your manager. It’s a dynamic that can significantly influence your job satisfaction, career progression, and day-to-day motivation. But what do you talk about beyond deadlines and project updates? This article will provide you with a curated list of thought-provoking questions designed to deepen your understanding of your role, align your goals with those of your manager, and unlock opportunities for personal and professional growth.

Related: Smart and Insightful Questions to Ask Your CEO

Top Questions to Navigate Team Challenges and Career Growth

“what’s the biggest challenge our team is facing, and how can i contribute to overcoming it”.

Understanding your team’s challenges can help you identify areas where your support may be valuable. This question demonstrates your commitment to the team’s success and your willingness to contribute to finding solutions. Your manager may offer insights into current obstacles and share ideas on how to address them. Take the time to listen carefully and understand their perspective.

“Can you share your insights on how to advance within the company?”

Your manager likely has firsthand experience in moving up within the company. Asking for their insights will not only show your ambition but also your sincerity in learning from them. They can provide valuable advice and guidance on the skills you need to develop, internal opportunities to seize, and ways to showcase your talents within the organization.

“In light of the recent reorganization, how do you foresee our team’s direction changing?”

Reorganizations within a company can significantly impact team dynamics, goals, and priorities. Asking this question shows that you’re staying aware of the bigger picture and looking to understand how changes may affect your team. Your manager can provide insight into new expectations and strategies and how you can adapt in your role.

“Could you offer feedback on my recent performance and how I can align better with the team’s goals?”

Receiving feedback helps improve your skills and performance and aligns you better with your team’s objectives. This question shows that you’re open to constructive criticism and committed to self-development. Give your manager the opportunity to share their thoughts on your strengths and areas where you could improve.

“How do you stay informed and make decisions about company-wide changes?”

By asking this question, you’re showing an interest in your manager’s decision-making process and the sources they rely on to stay informed. You may learn about useful resources or strategies to stay updated on company-wide changes, and their response can provide insight into the factors that influence their decisions.

“What do you enjoy most about managing our team, and how can we make the dynamic even better?”

This question helps you better understand your manager’s motivations and values when it comes to managing your team. You can potentially uncover areas of improvement and show that you care about your team’s well-being and progress. Your manager’s response can reveal what they appreciate most within the group, and you can work to build on those strengths or contribute in new ways to support a positive team dynamic.

Getting to Know Your Manager

Personal leadership philosophy.

Getting to know your manager’s personal leadership philosophy can help you better understand their mindset and approach to managing their team. Consider asking them these insightful questions:

• What are your core values as a leader?
• How do your values impact your decision-making process?
• How do you define success for yourself and your team?
• In what ways do you encourage employee growth and development?

Career Trajectory and Experiences

Understanding your manager’s career path and experiences can provide you with valuable insights into their leadership style. You can ask about:

• Their most rewarding experiences throughout their career.
• Any lessons they’ve learned from previous positions or teams.
• The transitions they’ve encountered and how they navigated them.
• Milestones or accomplishments that have shaped their leadership style.

Management Style and Expectations

Each manager will have unique expectations and a distinct management style. Gaining insights into this can enable you to align your work with their expectations. Some questions you could ask are:

• How would you describe your management style?
• What are your top priorities as a manager?
• How do you prefer to communicate with your team?
• What kind of work environment are you aiming to create?

Understanding Team Dynamics

Team building and collaboration.

By getting insights into the culture and collaboration practices, you’ll be better equipped to be a part of the team and contribute effectively:

• How do you encourage collaboration among team members?
• What kind of team-building activities do we have in place to foster teamwork?
• Are there any specific collaboration tools we use to enhance communication and coordination within the team?

Conflict Resolution Strategies

It’s normal for teams to experience conflicts, and it’s important to know how they are managed. Ask your manager about conflict resolution strategies and practices with these questions:

• How do you handle conflicts among team members?
• Are there any formal processes in place for addressing disagreements or issues within the team?
• Can you share an example where a team conflict was resolved successfully?

Understanding your manager’s approach to conflict resolution will help you navigate any disagreements that may arise and foster a healthier team dynamic.

Navigating Company Goals

Aligning with the company’s vision.

Asking your manager about the company’s vision is a great way to ensure you stay on track and prioritize the right tasks. A few discussion points could be:

• How would you describe the company’s vision in your own words?
• What steps can I take to align my work with that vision?

Opening this conversation helps you understand the bigger picture and make decisions in your day-to-day work that contribute to the overall direction of the company.

Contribution to Business Strategy

It’s important to understand your team’s role in the grand scheme of things and how your work contributes to the company’s strategy and growth. Here are a few questions to ask your manager to gain a clear understanding:

• How does our team’s work tie into the company’s overall strategy?
• Can you provide specific examples of how my role is adding value within the business world?

Developing Professional Skills

Opportunities for growth and learning.

An excellent way to approach this topic with your manager is to ask the following questions:

• What opportunities are available for growth and learning within the company?
• Which skills should I focus on to increase my value within the team?
• Are there specific courses or training programs that you recommend for my role?

Feedback and Performance Metrics

Regular feedback is crucial for your professional development, and understanding the metrics used to measure your performance can help you enhance your productivity. Some insightful questions to ask your manager about feedback and performance metrics include:

• How am I currently performing in my role based on the key performance indicators (KPIs)?
• What areas can I improve on to reach my potential within the team?
• How can we work together to set realistic goals and track my progress?
• What is the best way to request feedback on my work and ensure I am meeting expectations?

Adopting New Technologies

Consider asking the following questions to ensure you’re on the same page:

• How do you decide which new technologies to adopt?
• Can you share any recent examples of successful technology adoption in our team?
• What challenges have we faced in adopting new technology, and how have they been addressed?
• Are there any upcoming technology trends that you believe would benefit our team?
• How can team members stay informed about new technologies relevant to our work?

Maximizing Team Output

Efficiency in workflows and processes.

You can ask your manager the following questions in a friendly manner:

• What are the existing workflows in our team and how can we optimize them?
• Are there any steps in our processes that can be automated or streamlined?
• How can we enhance collaboration within our team members?

Tools and Resources for Productivity

By asking insightful questions about available resources and tools, you can ensure your team works smarter, not harder. You can ask your manager questions like:

• What tools do you recommend for improving our team’s productivity, and why?
• Are there any resources or training materials available for us to learn more about these tools?
• Can we allocate time or budget for testing and implementing new productivity tools?

Securing Information and Privacy

Addressing data security concerns.

Discussing these points shows that you take the security of the company’s information seriously and are eager to contribute toward its protection:

• How can we ensure that our team’s data is secure?
• What measures should we adopt to prevent unauthorized access to sensitive information?
• Are there any specific tools or software the company recommends for enhancing data protection?
• How can we stay updated on the latest security threats and best practices in the industry?

Policy on Privacy and Data Handling

• What is the company’s policy on handling sensitive information? Are there specific guidelines we must follow?
• How can we ensure that our team adheres to privacy regulations?
• Which data management tools do we use, and how can we use them effectively to protect sensitive information?

Integrating Client Feedback

Improving user experience.

When discussing client feedback with your manager, you can ask:

• How are we currently collecting and analyzing client feedback?
• Can you share specific examples of how client feedback has shaped our product or service?
• What areas have clients consistently mentioned as needing improvement?

Leveraging Client Insights for Service Quality

To understand how your team can leverage client insights to improve service quality, consider these questions:

• What are the most valuable pieces of client feedback we’ve received?
• Have we identified patterns or trends in client feedback?
• How can we use client feedback to enhance our services or identify new offerings?

Maintaining an open line of communication with your manager is not just about staying on top of your daily tasks; it’s about actively participating in the growth and direction of your team, as well as carving out a clear path for your own career development.

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The 7 Questions You Must Answer in All Your Executive Presentations

Executive presentations can be the hardest nut to crack, yet will have the biggest bang for your buck when it comes to your career advancement.

Master the executive presentation, and you will get the visibility and recognition to drive your career upward. The alternative is to fumble and ramble through, and get labeled as “ not for leadership ” material.

It’s unfortunate because being smart, analytical, detailed oriented will work against you when developing your executive brief, unless, you follow a disciplined approach to clarify and broaden your message.

What is an executive presentation?

An executive presentation is a brief update or a proposal you deliver to the executives in your organization. You either do an update on a project you worked/ working on, or you make a proposal for something new.

An executive presentation is also called an Executive Brief

It’s called a brief because executives live in a “no time,” “no patience dimension,” and will not tolerate you wasting their time.

Executives live in a “no time,” “no patience dimension,” and will not tolerate you wasting their time.”

I know that you might be thinking – you are busy too and distilling your message to the essence is hard to do, and maybe unfair to expect it out of you, but that’s the reality we live in. The senior executives hold the key to your promotions and making their life easier by putting some thought into your presentation will make your career progress easier.

Demystifying Executive Presentations with the 4 Executive Thinking Styles:

To create excellent executive presentations, you need to understand the 4 executive thinking styles. Then you need to tailor your message to appeal to those thinking styles instead of your own

The four thinking styles of executives is an adaptation of Dr. Bernice McCarthy’s  4MAT learning style system developed for to enhance the educational experience of students. I adopted it over the years to communicate better with leaders and executives in a business setting.

The “Why” thinkers:

The first executive thinking style is called the “Why” thinking style, these are the executives who care mostly about why we are doing things and why now. These executives tend to be in sales, marketing, and a lot of times the CEOs.

The “What” thinkers:

The second executive thinking style is called the “What” thinking style, these are the executives that care mostly about answering “what based questions” like what is the background, what is the science, what is the history, what is the science? Etc. These executives tend to be in engineering and technology like the CTO of companies or the VP of engineering.

These executives tend to be in engineering and technology like the CTO of companies or the VP of engineering.

The “How” thinkers

The third executive thinking style is the “How” thinking style. The how thinking executives, tend to think by asking “How based questions” like how do we get it done, how do we go forward, How do we get over this obstacle? Etc. The COO or the VP of project management would have this style.

The COO or the VP of project management would have this style.

The “What if” thinkers:

The fourth executive thinking style is the “What if” style. This is a funny group because they have “what if negative,” and “what if positive.”

The what if positive thinkers are the entrepreneurial executives like the CEO and co-founders of a startup (CEOs of established companies tend to be Why thinkers for the most part).

The what if negative are the executives that usually focus on what could go wrong like corporate counsel, CFO, and VP of quality. Note- there is nothing wrong with being what if negative, in fact, this type of thinking, is essential for strong organizations.

If you want to create an executive presentation, the safest route is to assume that all these thinking styles are present in the room and create a presentation that addressed all these learning styles.

Warning: if you do not consider all these thinking styles, then you will create a presentation based on your thinking style as a default and as a result, you will resonate with people who think like you and miss the rest.

[easy-tweet tweet=”if you do not consider all these thinking styles, then you will create a presentation based on yours.”]

When you are communicating with your peers, communication-based on your learning style is OK because your peers will probably think like you.

However, as you go higher in your organization, your message must have a broader appeal. Being able to communicate in all four thinking styles will allow you to reach more people and influence more executives with your message.

The 7 Questions to answer in every executive presentation or briefing:

Now that you know the thinking styles, all you have to do is create a presentation based on all these styles. Below is the template to guide you the next time you have to create a brief.

When used, this template will ensure that you have a concise, precise and laser focused executive presentation that will get the eyes of officials to jump out of their sockets.

The 7 questions you need to answer in every brief:

1. why are you there.

You have to be explicit in front of executives. You can’t be vague and wishy-washy. You got to be upfront with why you are there presenting to them.

Some examples of good answers: I am here today to give you an update on project x, or I am here to propose a new way of doing business.

2. Why does it matter (why is what you are saying important now)?

When executives are making a decision, they are always trying to assess the importance of what you are talking about. You tell them the importance of your idea, proposal, update, to make sure they don’t check out trying to figure it out on their own.

It’s amazing how many executives space out during a technical project update because they have no idea why the project is important anyway.

So you got to tell them why it is important now .

3. What is the background?

If you see 10 project updates a day, then after a week all these projects start to blur in your mind. That’s what happens to executives unless the project is one of their baby projects (a project they are directly involved in).

Most likely they will forget about your project unless you remind them and give them context by giving some background on what you are doing. It is easy to overdo this step, so be careful, and just give some background to establish common ground but not so much to bore and distract the executives with the minutia.

4. What is the update or what is the proposal?

This is the part where you get to the meat of the topic. Everything you said before this step was the ramp up for this.

I know what you might be thinking: don’t the executives want this part only. No, they also want the context and the importance of the update. Otherwise, they will be confused.

5. How to go forward?

This is where you tell the executives the next steps. Again, don’t get too much into the weeds here, talk about next steps in big blocks. You don’t need to tell them the timeline one hour at a time; you just need to explain the next steps from a broader perspective.

Instead of saying today, we will do x, tomorrow we will do y, and so on for an hour. Say we are working on getting manufacturing approval by the end of this month, and we will roll out the change in beta mode by the end of the quarter, and if everything checks out, we will launch with full force in Q3 this year.

Notice, no minutiae, just logical and zoomed out perspective .

6. What if negative

Remember, the what if negative people are the ones who will point out what’s wrong with you presentation. Ideally, you want to handle these people and their objections offline by lobbying their support. However, that might not always happen, so what you want to do here is bring up objections, alternatives and quickly deal with them.

[easy-tweet tweet=”Always try to lobby for support offline before the big presentation. The presentation is just a formality.” hashtags=”leadership, influence, sanfranciscoclasses”]

There are two reasons you bring this up first, rather than wait for someone to bring it up:

• One it shows that you have a balanced and rational view and it shows that you considered alternatives and what could go wrong and adjusted for it.
• Two it allows you to bring up objections first and deal with them before others do. This allows you to handle objections without having the other’s ego attached to it.Imagine if the CFO brings up an objection and you manage it, the CFO’s ego might get touched a bit, and she might dig in her heels, but if you bring up the objection and handle it before the CFO then you save the CFO’s ego, and you might get less resistance from her.

It’s important to remember calibration here – if there are no objections to your ideas, then maybe just mention a couple of alternative plans to show that you are balanced in your thinking, or just skip this altogether. The last thing you want to do is to plant objections when there were none.

7. What if positive

The executives are human beings too. So naturally, they have big goals, big dreams, and big ideas too. These thoughts usually manifest themselves in big company initiatives or executive baby projects. These baby projects tend to occupy a lot of the executive’s mind, and naturally, they care more about these pet projects than your project.

In the “what if positive” section of your executive brief, you want to tie your ideas to one of these baby projects or big company initiatives if you can.

For example: If you know that there is a big business initiative to improve diversity in your organization, and your proposal is related to the new intern rotation program, then at the end link your project to that big company initiative for diversity.

With both the what if negative and what if positive, you don’t want to overdo things. Use both strategically in the right meeting and for the right projects and updates.

Notice that all the above questions address all the executive thinking styles. Answering these questions will make sure that you appeal to all of the executives in the room and demonstrate that you can communicate to a broad audience.

Most of the time answering these questions will be your whole executive presentation.

Step by step procedure:

First, think of a project update or a project proposal you want to present to the executives.

Second, go through the template below and answer one question at a time. Just keep it simple, the executive brief is typically between 2-15 minutes max. If the executives need more, they will ask you questions, but most of the time this is all they need.

Executive Brief Template

You can use this template to create your verbal executive briefing, or you can do it as a physical print out or email to send out to executives. Either way, it will work.

Use the template exactly as it is first, then if you want to adjust things feel free to make adjustments to fit your style and personality.

• Why are you here? I am here to __________
• Why is it important? This is important because__________
• What is the background? Just to give you some background on this:__________
• What is the update or what is the proposal? – For update: Here is the latest update__________ – For a proposal: Because of__________, I recommend/ propose we do__________
• How to go forward? The way to go forward for us is__________
• What if negative? – If objections then use this: I know some of you might be thinking__________, but,__________ – If consequences: If we don’t do__________, then__________ – If presenting alternatives: We also considered__________, and we still think__________
• What if positive? After all, we are trying to achieve_(Big Initiative)__, and this__(your proposal or update)__will help us do it (faster, better, etc)

Here is an example of an executive presentation/briefing

For this example, I will show you an example, for a project proposal from the biotech industry.

Good morning!

I am here today to propose a new process for handling deviations.

This is important because the new process will help us increase efficiency and accuracy.

Just a quick background, our normal process for handling deviations right now looks like x, y, z (I removed the actual process to keep it simple). As you can tell there are multiple steps in the process, and that takes a lot of time and provides multiple points of error in documentation.

• I want to propose a new process to replace the x, y, z steps with only step w. This reduces the process to one step instead of three. For example…. (you can further illustrate by elaborating with a small example)
• To go forward we just need your approval on this new process for handling deviations, and once we have it, my team and I will take care of the documentation and training, and we will be ready to roll out by next quarter.
• I know that some of you might be concerned that reducing the process to one step instead of three removes the checks and balances that come with many eyes seeing the deviation.We, in fact, believe that reducing to one step, with one centralized accountability will enhance the accuracy. We currently follow a similar one step process for changing SOPs, and since implementation, it reduced the errors in procedures by 30%. We think we will achieve the same effect with this process change to handling deviations.

After all, our big initiative this year is to improve our manufacturing efficiency, and to update the deviation process is one big step forward to help us achieve our efficiency goal.

___________

Notice when you do the example, you do not vocalize the questions. The questions are just for you to help guide you and keep you organized. Here is the same example above with questions so that you see how they were used.

——- Good morning!

Why are you here?

I am here to __________

Why is it important?

This is important because ______________

What is the background?

Just to give you some background on this:______________

What is the update or what is the proposal?

For update: Here is the latest update_________________

(NA, it’s a proposal this time, see below)

For a proposal: Because of ______________, I recommend/ propose we do __________________

I want to propose a new process to replace the x, y, z steps with only step w. This reduces the process to one step instead of three. For example….

How to go forward?

The way to go forward for us is __________________________

To go forward we just need your approval on this process, and once we have it, my team and I will take care of the documentation and training, and we will be ready to roll out by next quarter.

What if negative?

If objections then use this: I know some of you might be thinking________, but, ____________________________

I know that some of you might be concerned that reducing the process to one step instead of three removes the checks and balances that come with multiple set of eyes seeing the deviation. We, in fact, believe that reducing to one step, with one centralized accountability will enhance the accuracy.

We currently follow a similar one-step process for changing SOPs and since implemented it reduced the errors in procedures by 30%. We think we will achieve the same effect with this process change to handling deviations.

If consequences: If we don’t do _____________, then ___________

NA handled objection this time

If presenting alternatives: We also considered _______________, and we still think____________________________

NA handled objections this time

What if positive?

After all we are trying to achieve ___(big initiative)___________, and this ____(update/proposal)____________ will help us do it (faster, better, etc)

In this article, you learned how to create executive presentations and executive briefings to communicate effectively to senior executives

You learned the 4 primary groups of information from you every time you present to them. The why, the what, the how and the what if of the project.

Instead of dancing around the bush, now you have the structure and template to structure your presentation for maximum impact and influence. As s a result you will not ramble, you will not stumble, and you will sound great.

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How to Give a Presentation to Senior Management & Executives (+ Expert Tips)

Do you have a big presentation to the C-Suite coming up? Use these executive presentation tips to deliver an attention-getting presentation. Keeps top execs engaged and interested.

It happens. You prep all night for an executive presentation, then it doesn't go as smoothly as it did in your head. It's not flowing, and you feel like your audience is kind of bored. 

To prevent your audience from saying " thank you; next ," you'll need to  up your presentation game.

This tutorial will show you how to present a presentation to senior management so you can keep their attention. You'll also see some of the best executive presentation formats and management presentation samples from Envato Elements and GraphicRiver. 

Best PowerPoint Executive Presentation Templates (With Unlimited Use)

A good place to find  executive PowerPoint presentation templates is Envato Elements. They've got a great offer to take advantage of today. Download as many management presentation templates as you want for one low price.  

For a head start with designing your slides, check out the  executive presentation templates  on Envato Elements. 

For well-designed executive slide decks that grab and hold your audience's attention, turn to Envato Elements. 

Here are some of the PowerPoint templates for executive presentations:

Envato Elements is great if you need a range of template designs for several executive presentations. But,  if you need a single template for one-off use, then check out the affordable  business PowerPoint templates  on GraphicRiver.  These popular templates for executive presentations will help you create eye-catching management presentations. And at a price that suits your budget.

If you're preparing an executive presentation in PPT, you want it to be the best it can be. Read on for tips on presenting to senior management and other executives.

15+ Tips for Better Executive Presentations (+ Expert Advice)

Are you planning on presenting recommendations to senior management? Use the following tips to create more effective executive presentations:  

1. Research Your Audience

When preparing for a presentation to senior management, a little research goes a long way. A good place to start is LinkedIn. Because it's business-oriented, LinkedIn can help you find the interests and background of the executives you'll be presenting to . You may be presenting to a group, but they're all individuals with different roles and focuses. 

For example, when presenting recommendations to senior management, know that the data you'll present to the CFO might not interest the CMO, and vice versa. Some people might be passionate about a particular topic or turned off by it. And some of your recommendations may have bigger implications for some departments than others.  Researching your audience as individuals helps you tailor your executive presentation to them.

Author and public speaker Pamela Hilliard Owens suggests:

"After you have been awarded the presentation opportunity, take the time to visit the company’s website and research the bios of each person who will be in your audience. Pay particular attention to the person’s title and position in the company as well as to what is important to them. If possible, try to get to know the person by name and title so that you can address them and/or their top issues or concerns as you prepare and present your topic."

"There’s no excuse to skip audience research.  It only takes one or two targeted examples to turn your presentation into a personal experience. Leverage the hobbies and interests of your audience to select examples which support your message."

2. Research the Niche

Sometimes it's as important to understand the niche you're presenting in as the audience. Mitch Mitchell, President and CEO of T.T. Mitchell Consulting , says:

"Audience research is important if you're addressing people with certain skills that might be out of the norm. For instance, if you're addressing an audience of nurses and medical people, it helps to know something in regards to how they work and what they deal with. The same goes for teachers. Depending on the presentation, I might not do audience research for most industries, but I might do market research on the topic so the presentation would be pertinent."

3. Prime the Audience

Andy Crestodina, Co-founder and Chief Marketing Officer of Orbit Media Studios , who gives 100+ presentations a year, says prepping your audience in advance is a good way to ensure your presentation is well-received:

"The key to a great presentation is to prime the audience. Make sure everyone knows the point of the presentation. State the goal of the meeting up front, in the meeting invite and on the first slide.  Make sure each point is concise. If you’re using a deck, limit it to only one idea per slide.  Never read slides. They’re there to support you, not replace you.  If there are deeper details, keep them in your back pocket (often at the end of a deck) and be ready to show them if necessary.  If there are likely dissenters, discuss things with them prior to the presentation. If you get surprising, negative feedback during a presentation, you likely didn’t prep that person well enough in advance!"

4. Tailor Your Presentation to Your Audience

Research your audience and niche. Then use that information to create a stellar presentation that meets their needs. Author, speaker and trainer Amma Marfo says:

"The key for clear communication with senior management is speaking in a language that they understand. So, as an expert on the topic at hand, consider filtering it through their lens. Are they primed to be moved by strong statistics? Make sure that you have quantitative proof of impact. If they’re convinced a given issue doesn’t exist? Come prepared with testimonials from impacted parties. Take note of not just what you want to share, but how they want to hear it."

"When I prepare to present to a company or organization, I make sure to spend time with organizers going over the context in which I’ll be speaking. What organizational issues might impact how people hear me when I arrive? How might people feel about this topic, and will it be an uphill climb for me to educate them on this? Without that context, I may be successful in delivering a talk, but I’ll have no idea if I can be impactful."

5. Project Confidence

When presenting data to executives, how you appear is almost as important as the data itself. That's why it's good to project the right body language . If you slouch, seem stressed, and don't look at your audience, then you'll wind up alienating them. Your presentation will seem boring, even if it really isn't.

But, when you look confident, have a relaxed demeanor, and make eye contact, it makes your audience more interested in what you've got to say. Check out our article on the importance of body language in presentations for more tips on using body language to win over your audience.

Nicole Fende has two unusual, but attention-getting, tips for projecting confidence as a presenter, by using lightsabers (yes, really!) and improv:

"I own 8 (yes 8!) movie replica lightsabers and often ask my clients to hold one.  Even people who’ve never seen Star Wars will stand straighter and carry themselves with more confidence.  Find your touchstone and hold it while you rehearse or right before your presentation. Please note, I do not recommend taking the lightsaber into your presentation unless George Lucas will be there. When things go wrong the key is riding out the moment calmly.  Improv teaches you how to handle even the craziest of scenarios and keep going. Improv has improved my presentation skills exponentially."

6. Lead With the Summary

The term "executive summary" exists for a reason. It's a good way to think of the starting point for executive presentations. 

The ideal executive presentation format is to lead with a summary of the key facts they need to know on the first slide. This helps focus their attention and create interest. When you get straight to the point, they'll know they're not wasting their time—and you're not wasting it, either. Here's a high level executive summary PowerPoint example using the Business PowerPoint template from Envato Elements:

It's ideal for busy execs who've dashed into your presentation at the last minute. This approach tells them why they're there and why they need to pay attention. Andy Crestodina agrees with this advice, but says it's useful for all presentations:

"The “executive summary” is important for the C-suite audience and anyone else. The reason is simple: people are not good listeners until they know that they are being listened to. If you do too much talking up front, the listener will gradually grow uncomfortable as they wait to give their input.  If you begin with a summary and then sit back and listen, you’ll quickly learn if there is support or objections. Then you can focus on those points as you continue the presentation.  With this approach, the presentation adapted for the audience as you go. It isn’t a monolog, it’s a dialog. That is the goal. It should feel more like a conversation. Most people would rather have a conversation than sit through a presentation."

Mitch Mitchell suggests that whether you need a summary for an executive presentation depends on the audience's knowledge:

"I think it depends on what the audience may or may not know about the presentation up front. For instance, if they're unsure of the topic of the presentation, a summary would be prudent to hopefully get their attention. If they know what the topic is going to be then a summary might not be needed in a normal sense; an outline will do."

After the summary, expand on your key points . Even busy execs who can't stick around for the whole presentation will get the most important information. Once you're past the summary slide, then keep it simple. Explain the situation, offer a solution, and explain the benefits of that solution, with relevant supporting information and data.

7. Make Your Presentation Flow

One of the best executive presentation tips I can share is to make your presentation flow by arranging information in a logical order . Once you've done your executive summary, then the slides that follow should outline the context. Cover those main points in order. 

While you're presenting, guide your audience to the key parts of your slides they should look at. Remember, while you're presenting, you're in charge.

8. Keep Your Executive Presentation on Topic

For an executive presentation, you may have to talk about business goals and values, business risks and opportunities. Do a SWOT (strengths, weaknesses, opportunities and threats) analysis. Learn more about creating and SWOT analysis slides here:

Whatever your subject, the key thing when creating presentations for executives is to stay on topic. If you don't, your audience will lose interest fast. Use your presentation speaker notes to help you keep your presentation relevant.

9. Have a Single End Goal

When presenting recommendations to senior management, it's important to have a goal. Before you start, know what key recommendation you're leading to. Mention this in the executive summary. Then present the evidence to make a compelling rationale for your key takeaway.

10. Include Relevant Statistics

If you want to grab—and hold—the attention of the C-Suite, wow them with data. Using the right stats will make your executive presentations more compelling. Stats can also support the recommendations you make. One tip: check and double check your stats before you make your executive presentation.  A single error could undermine the validity of your whole pitch. 

Andy Crestodina advises:

"People want to believe we are rational decision makers, even when it’s not the case. Statistics and data appeal to that rational part of the mind, letting decision makers feel like they are using data to make a good decision. But mostly, they help people rationalize the choices they have already mostly made. They are visual triggers for the confirmation bias. To make them more effective in this role, make the analysis and conclusion obvious. Don’t show a spreadsheet. Show a simple chart with the analysis added so the point is 100% obvious.  For example, if I was looking for support to create more long form content, I would show the trend data, but highlight the conclusion."

11. Present Data So It Gets Attention

When presenting data, it's important to remember that the figures tell a story. You want that story to be as clear as possible. Here are some tips to help you achieve that:

• Decide on the right chart type for the data you're presenting. Whether you use bar graphs, line graphs, pie charts, Venn diagrams or another chart type will depend on the data you've got to present.
• Avoid clutter as this can make data hard to read.
• Use color wisely to help viewers distinguish among data points.
• Ensure chart labeling is clear and helpful.

Nicole Fende recommends adding an interactive element to data presentation:

"Turn dry into compelling with an interactive presentation.  I will have people take out a coin, pick heads or tails, and flip it. If you chose correctly – congrats you’ve picked a successful company to copy. If your choice didn’t land – too bad, you’re following someone else right into failure. I use this to illustrate the risk in blindly copying another company’s pricing, policies, product offerings, strategy, etc.  It evokes emotion and involves three senses – visual, auditory, and touch."

Using executive presentation templates can also make your data stand out. Here's a high level presentation example, using the Sigma PowerPoint template , of how a small design tweak can make a big difference. In the first slide, all the bars are the same color. The audience is forced to check each line to figure out the percentages.

Look at the difference below! In the second chart, the addition of percentage labeling, and color contrast makes the data much easier to understand.

12. Pay Attention to Slide Design

An important part of making your management presentation appealing is having well-designed slides with a coherent visual identity. Unless you're confident about your graphic design skills, consider getting a premade management presentation sample or template. This will save time on the design elements of your presentation. You can have the confidence that it'll look great. Pamela Hilliard Owens advises:

"If you think people are getting tired of Zoom calls, they are really tired of PowerPoint slides! When designing your slides, ensure that you, and not your slides, are the star of the show. Add only 2 or 3 bullet points to each slide, and use them only as an outline for your presentation. Remind your audience that they will receive a printout of the slides, so they won’t need to take notes. That way they can focus primarily on you and what you are saying, instead of focusing on reading the slides and writing while you are speaking." 

13. Watch Your Language

When preparing your presentation slides, pay attention to the words you use, and how you use them. Avoid unnecessary jargon —when people don't understand it, that's a major turnoff. And keep slide text short and focused on the essentials. That gives people time to read it and avoids an off-putting wall of text.

Here's an example, using the Sepi business PowerPoint theme . On the first slide, there's a chunk of text, which most people will find hard to read.

The second slide is better, extracting the key points and putting them in bullet point form.

14. Get Your Timing Right

It's worth repeating that it pays to keep executive presentations short and focused. Don't make the mistake of creating a presentation that fills your whole time slot. If there's one thing you can count on, it's interruptions from your audience.

Allow for that in advance by making your presentation shorter than the allotted time. Plan for questions and interruptions. For time-crunched execs, a presentation that finishes early while still providing value is a bonus.

That said, you don't want to finish so early they feel short-changed. Amma Marfo recalls learning a lesson about presentation timing:

"Sometimes this is awkward for people, but practice, practice, practice. I made this mistake early in my speaking career - assuming there’d be longer periods for engagement and question, I finished what I thought would be an hourlong presentation…in twelve minutes. Now, when I put together a session on a new topic, I test it out - you can do this alone with a timer, or with a small group of trusted colleagues to simulate any interactive parts of the presentation for you."

15. Expect the Unexpected

Speaking of questions, there's no telling what those execs might ask. It's wise to prepare for the unexpected and do some research around your presentation topic . That'll help you be ready for any questions that come out of left field. 

That also goes for any data you include. Identify areas where people are likely to ask questions and have extra supporting data to help answer them.

Every now and then, you'll get a completely unexpected question. Don't panic. If you don't know the answer immediately, don't be afraid to say so. Just promise to check your facts and get back to the questioner with the answer in a short time. 

16. Practice in Advance

When it comes to delivering the perfect executive presentation, practice makes perfect. Run through your executive slide deck as many times as it takes to know your material inside out. Have a mental picture of where the supporting information is for each of your main points. That'll help you find it quickly if someone asks a specific question. Mitch Mitchell comments:

"I've always over-prepared. I put together an outline, I make sure I know all the answers to everything I want to talk about, then I rehearse upwards of 5-7 times to get the timing correct. The worst thing is to come across as unprepared or unprofessional; no one likes being rambled at." 

Pamela Hilliard Owens agrees:

"Practice, practice, practice, and be yourself. You were hired for your experience, your expertise, your personality, and your ability to relate to your audience. As you prepare your presentation, put yourself in the shoes and minds of your audience. Ask yourself: What are my goals for this presentation? Do my goals match the goals of the person/group to whom I am presenting? What are the specific “takeaways” I want for my audience? Am I speaking so that the people in my audience actually want to hear what I am saying?"

17. Step Away From the Podium

Don't be afraid to move away from the PowerPoint presentation and use a whiteboard to illustrate a key point. Switching up maintains interest and shows you know your stuff. It makes for an appealing presentation.

Grab Some Professional Presentation Templates

Find more high-level presentation examples in the articles below:

Learn More About Presentations

Want some more help with creating presentations for executives? Check out the tutorials below for more guidance:

Don't Miss Our New Free Online Presentation Guide

Now that you've been through our tutorial, do you want to learn even more about public speaking? We've got the resource for you! We'll take you through the complete process to get you ready for your next executive presentation in PPT—from start to finish.

Don't miss our new free online presentation guide,  The Complete Guide to Making Great Business Presentations . It's chock full of powerful business presentation advice to help you make your next business presentation your best yet.

Get a Unique Executive Presentation Template Today!

Now, it's over to you. Choose one of the PowerPoint templates we've shared in this tutorial. Or go to Envato Elements for a stunning executive PowerPoint presentation template that'll make your audience take notice. Look at GraphicRiver's best PowerPoint templates or business PowerPoint templates for even more choice. 

Download your favorite executive presentation template today.

Editorial Note : This article was original published on November 4th, 2019. It's been updated to include new information by Sharon Hurley Hall .

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Real questions from real team meetings. Spark productive conversations with your team by asking any of these popular team meeting questions.

My team meetings are the second most important meeting in my calendar, following my 1:1s. They’re a dedicated time for the team to align on goals, address blockers, share feedback, and build trust amongst one another. 

But, team meetings can grow stale if it’s the same standing agenda every week. That’s why it’s so important to add fresh new questions to your team meeting agenda . And that goes beyond only talking about work.

In addition to talking about goals and work-to-be-done, team meetings are also a great way to build better relationships and connections across the team. This can be done through adding team-building and icebreaker questions every once in a while, but also by encouraging feedback sharing. Now that many companies have shifted to hybrid and remote models, it’s more important than ever to carve out time to connect with the humans we work alongside every day.

In this article, we’ll be walking through: 

• How to come up with new team meeting questions to ask
• What you should be talking about during team meetings
• How to encourage constructive feedback during team syncs
• Top 10 meeting questions to ask in 2022

Let’s dive in!

How do you come up with great team meeting questions?

Look, I get it. Thinking of new and effective questions to ask in team meetings can be time consuming and draining, especially on top of your never ending to-do list. So, here are two ways you can come up with great meeting questions before your next team sync: 

1. Take advantage of helpful resources

Considering you’ve landed on this article, you’re already on the path of taking advantage of all of the helpful resources out there! Beyond the 10 questions listed below, we also have a constantly growing library of suggested questions that consists of over 500 battle-tested 1:1 and team meeting questions from the best leaders in tech.

Our question bank reduces your cognitive load while enabling you to spark meaningful conversations with your team.

Other resources you can check out include: 

• One-on-one meeting questions (a lot of these can be used for team meetings as well!)
• Meeting question suggester bot
• 10 Icebreaker questions
• Meeting agenda templates

2. Encourage your team to participate in meetings

Another great way to come up with great team meeting questions is to offload the work onto your team. Using a collaborative agenda makes this 10X easier. Rather than signaling to your team that you own the agenda and you alone, you’re inviting them to come to each meeting with their own thoughts, ideas, and questions. Giving your team the space to contribute to team meetings will ensure everyone feels heard, plus you’ll have one less thing to worry about each week. Win-win. 🥳

And there are some questions that are used a lot more than others. Over the last year, these are the top 10 most commonly used team meeting questions, as determined by managers using Hypercontext.

What do you talk about in a team meeting?

When it comes to team meetings, discussions can range from a variety of topics. These are the most impactful ones: 

• Icebreaker questions: These offer up a great opportunity to ease into the meeting while establishing better rapport and discovering new connections amongst the team.
• Team-building questions: These conversations can be a great way to build upon the trust you’ve already established on your team. This can involve team-building activities or can be as simple as prompting recognition sharing across the team.
• Feedback questions: Feedback makes the world go round, don’t you think? It’s crucial that feedback isn’t strictly a top-down activity, but one that’s a continuous process that’s shared by everyone on the team. These conversations can lead to initiating process improvements, identifying common blockers and frustrations, and also pinpointing opportunities for the team to reach goals faster.
• Work-related questions: No, we’re not talking about status updates here. That’ll put your team in “this meeting should have been an email” territory. Instead, these questions focus on understanding how the team can work better together and cross-functionally.

How to encourage constructive feedback sharing during team meetings

We all love positive vibes, but only talking about what’s going great won’t help your team move forward or improve.

There’s always room for improvement and that’s why constructive feedback is so important to share. But, without high levels of psychological safety on your team, you’ll be pulling teeth to get any constructive feedback. When it comes to my team, these are my two best “hacks” for achieving this: 

• Practice vulnerable leadership : Leading by example is never a bad idea. For leaders looking to practice vulnerable leadership, it’s important to understand that being vulnerable doesn’t mean that you need to share your entire life story. Waterworks are not a requirement. Instead, vulnerable leadership is all about understanding where your strengths and weaknesses lie and being vulnerable enough that you can be honest about them with not only your team, but yourself too.
• Sign the lettuce pact with your team: Inspired by Kim Scott’s management approach, Radical Candor, the lettuce pact is focused on creating a collective understanding on your team that when feedback is shared, it should be coming from a place of good intentions. Of course, delivery is an important part of sharing feedback, but understanding the intention behind it helps the receiver too, especially in situations of constructive feedback.

Top 10 questions for team meetings in 2022

Alright, now let’s get to the meat of this article. 

Do you ever ask your peers what they’re talking about in their team meetings? What questions help encourage meaningful and productive conversations? What questions are the most useful to facilitate honest feedback sharing and rapport building?

Thousands of managers conduct their team meetings using Hypercontext every year. This year, we saw 10 questions that were consistently added to these meeting agendas from our library of over 500 suggested questions. 

Below we explore the top 10 team meeting questions and why you might want to consider adding them to your own team meetings (if you haven’t already)!

1. What’s our biggest challenge as a team?

This is the #1 most frequently asked question within team meetings. It’s a must.

That’s because, as leaders, we only know about 4-9% of problems our employees are facing. That number dwindles the higher up in the org you get. 

This concept is known as the iceberg of ignorance , which states, “Only 4% of an organization’s front-line problems are known by top management, 9% are known by middle management, 74% by supervisors and 100% by employees…”

When we’re unaware of the challenges that slow our team down, the lack of empathy can create a lot of frustration and misunderstandings around measuring success on the team.

So, what’s the best way to uncover those problems? 

It’s simple: just ask.

What you’ll uncover with this question

The goal of this question is to better understand what challenges, blockers, and frustrations your team is experiencing. Maybe a competitor launched a highly requested feature that your customers have been asking for. How will the sales team position your product against that competitor when they come up in customer calls? Or, maybe there’s a lack of process between the product and marketing teams, and as a result, there’s a lot of issues around aligning on go-to-market strategies for every new release.

When you’re able to uncover challenges within your team, both internally and externally, you’ll have a better understanding of what your team’s up against and how you can best unblock them in the future.

2. What are the biggest time wasters for you each week?

This is a great question to ask your team because it’s important to understand what’s working and what’s not. Looking back to the Iceberg of Ignorance we just discussed, the day-to-day work can be lost on managers. Whether it’s a specific meeting that the team doesn’t find value in, or a particular process, it’s important to give your team the space to share their frustrations. 

Asking this question will typically prompt constructive feedback and uncover inefficient processes, which might not always be easy for people to bring up organically. Opening the floor for improvement-focused conversations will enable you to optimize existing processes, tackle recurring blockers or issues, and empower your team to do great work.

You’ll never get to a point where you know every single problem that your team is facing, but being able to talk about the major things every once in a while will ensure that you can, at the very least, ease some of the problems they run into.

3. When’s the best time to give feedback on your work?

This is a great question to ask your team because, when it comes to feedback, timing is everything. Nothing is worse than getting to the end of a project only to have your manager give you feedback on the core parts of it leaving you to start all over again. What a waste of everyone’s time, right?

The solution to your team’s feedback process can just be sharing it in the right place, at the right time. What works for you might not necessarily work for individuals on the team, or even make sense in regards to the process of certain projects. While it’s not a blanket solution, we swear by the 10-50-99 feedback framework at Hypercontext. After asking this team meeting question, consider proposing and giving this feedback framework a test run on your team.

The 10-50-99 feedback framework

At Hypercontext, we use the 10-50-99 feedback framework when it comes to all of our big projects. In my opinion, it’s the best way to facilitate different levels of constructive feedback on bigger projects without causing major frustration across all parties involved. With this framework, we provide feedback at 3 stages of a project’s life. 

For example, these are the questions we’d ask at each stage of painting the Mona Lisa:

• 10% done —Basically not done at all. This is when you provide feedback on the core parts of a project: Should the painting be of a female or male?
• 50% done —Where the core components are coming together. This is your detailed wireframe, first draft, colorless mockup, you name it. This is when you ask “is this turning out how we pictured it?”
• 99% done —This is your last chance to share feedback before setting your project live. All of the nitty gritty details you’ve been itching to talk about are finally welcome, from grammar and spelling to color choices. In this stage you would say “Her nose is missing, once we fix that we’re good to go!”

Understanding when the best time is for your team to share feedback with one another is crucial to avoid potential misunderstandings, frustrations, and to keep the team moving forward.

4. How can we improve the way our team works together?

This question is another great way to prompt constructive feedback from your team. Whether it’s inefficient processes, pointless meetings, or the wrong goals that you’re working towards, getting feedback directly from the team will help you become more productive.

On the flip side, asking this question also opens up the door to share extra context into why things are done the way they are. If the answer is “because this is how we’ve always done it”, it’ll open up the door for process improvement discussions. However, if there are valid reasons behind those decisions, it gives the team all of the information at hand and reduce misunderstandings and assumptions.

This isn’t a question you should ask every time you meet, however, asking at least once per quarter is a good place to start!

5. As a team, is there anything we should START doing?

This is an obvious one if you’ve ever heard of the start, stop, continue team retrospective technique . Most people overcomplicate this into oblivion… just ask your team if there is anything we should start doing (or try doing). This invites time for your team to get out their internal F.U.D. and frustrations.

What you’ll uncover with this question

There’s a lot that can spur from asking your team what you should start doing. The endless opportunities are pretty exciting, but a couple include:

• Brainstorm new strategies to reach your goals faster: Goal-setting shouldn’t be only on the manager to put together. Instead, it should be a collaborative process that incorporates ideas from the team. Not only will this drive a stronger sense of ownership across the team, but you’ll also be incorporating more perspectives into the planning process. Not to mention, you’ve likely hired experts on the team across multiple areas, so the diverse perspectives you’ll bring in will enable you to have a more fleshed out plan for the upcoming quarter and year.
• Opportunities to improve processes: I know we’ve been talking about processes a lot, but with so much new technology out there, it’s becoming easier and easier to automate tasks and scale with tech rather than more people. This also feels like a less harsh way to share constructive feedback within the team because “starting” feels a lot less harsh than “what should we improve”. The change in phrasing could give people an opportunity to contribute thoughts where they might not have otherwise.

6. As a team, is there anything we should STOP doing?

Following closely behind is the flip side of question #5. This is the other 33.3% of the start, stop, continue team retrospective technique. What I like best about STOP, is that you don’t need any budget or unplanned work to get a win here.

From addressing blockers to eliminating time-wasting activities, this question opens up the floor for the team to share ideas on how you can all work better together. This works with the direct team, but also cross-functionally as well. Similar to finding opportunities for new things to test to get to your goals faster, it’s important to also be flexible and cut out certain activities or KPIs and readjust your goals when they no longer make sense. The market changes, customer needs change, and so does the world. Flexibility is key and this question helps you have more of it.

7. What are the biggest blockers affecting us from performing to our fullest?

To me one of the biggest tools at a manager’s disposal is leverage. If we can remove one step in a process that wastes the team’s time, then the productivity gains can be massive. Brad Feld calls this the 2% change . This 2% change involves making small changes. These are some examples mentioned by Brad:

• Raise your prices by 2%
• Eliminate 2% of variable costs
• Reduce time in meetings by 2%
• Increase employee engagement scores on the team by 2%
• Increase conversion rates across every stage of our funnel by 2%
• Reduce bugs released by 2%

You get the gist. This question gets at the heart of finding some of that 2%.

Whether you’re trying to improve by 1% every day or improve one thing by 2%, the focus of this question is to understand what’s preventing your from reaching its full potential. You’ll likely have some ideas as you get into the thick of the conversation, but you’ll be pleasantly surprised by what your team has to say. From there, you can start putting plans in motion to reduce every blocker possible on the team so that they can perform to the best of their abilities, rather than the best of what their environment allows them to.

8. How can I better support you?

I find this question and #7 are circling around the same issue: What can the manager do differently to improve the team’s productivity? While in the previous case it was about removing anything slowing the team down, this question gets a little more personal. Don’t expect people to open up immediately… let the conversation flow for a bit.

Hearing crickets? That’s the time to be vulnerable .

Whether your team is drowning or they’re lacking mentorship, this question can uncover a lot of areas where you can make a big impact on the quality of your team’s work life. In some cases, their personal lives too. Based on the answers you’re getting from the team, you’ll be able to dive in a bit deeper into their thoughts during your 1:1 meetings.

Is your team on the verge of burnout ? Are they having a hard time working with cross-functional teams? Asking this question will help you get answers to some of these questions.

9. What are you LEAST clear about—in terms of our strategy and goals?

For any high performing team, alignment is a must. That doesn’t just come by setting great goals and letting the team run with them. Instead, alignment comes from sharing additional context into those goals, the decisions behind them, and reviewing those goals every single week as a team.

When you first present your team goals, it might feel like everything makes sense to the team. Everyone’s nodding their heads as you share additional context and addressing the why . However, after a week passes, those goals might become a bit unclear to the team. That’s why it’s important to revisit and create opportunities to discuss your goals and overall company vision more than once per quarter.

This question can also jump start new ideas for how to reach those goals faster. Maybe the KPIs set aren’t the right ones and need to be adjusted. Better to do that a month into the quarter instead of at the end.

10. Who deserves a shoutout? What did they do? 🎉

A recent study found that 37% of employees said that personal recognition would encourage them to produce better work more often. You want to know a pretty easy way to get people to work harder? Have a recurring topic on your team meeting for peer-to-peer shoutouts. Sometimes they might even shout you out… Feels good, eh?

Building a culture of kudos can be a great way to celebrate employees for all of their hard work. However, this shouldn’t be a top-down exercise. Instead, recognition should come from every direction within a company’s org chart. When you add this to your team meeting, it creates a space for people to publicly appreciate and recognize their teammates. Sharing recognition is also a great way to reinforce the behaviors you’d like to see in your team.

Bonus! The #1 avoided suggested question:

“What can we do to improve our work environment?”

Why do they avoid it? Here’s my best guess: While there are tons of articles spouting mumbo-jumbo like best way to  increase productivity and workplace happiness is office design . The truth is the office environment and workplace perks don’t do a whole lot. In fact, in a post-COVID world, 74% of companies plan to allow remote work arrangements—pandemic or not. This office experience is a lot less relevant than it once was.

Office space and fun perks aren’t the difference makers at work. Think of it like this: You could have the best office in the world, 5 star chefs, puppies, and pinball machines… but if you have a bad manager then it doesn’t matter. Work will suck. Sundays will be stressful. Mondays will be the worst.

My suggestion? Focus on asking questions that are the difference at work. Things like how you can improve collaboration, productivity, and recognition within your team. Plus, you’ll uncover more of those 2% changes you can make to have an awesome team.

PS : If you’d like to try out getting more organized for your team meetings and try out the question-suggester for yourself, you can do so here . It’s free! Forever!

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• You should check out our library of meeting agenda templates for every type of meeting.
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116 Strategic Questions to Ask Senior Leaders – With Sample Answers – Part One

You are invited to click HERE to find out how you can join over 750 other leaders who have become Book Ambassador’s for the 3rd Edition of “LEADING WITH QUESTIONS” by Michael Marquardt and Bob Tiede.  This is Your Opportunity to increase the Leadership Effectiveness of Everyone in the Shadow of Your Influence and in Appreciation You will Receive a Complimentary, Signed 3rd Edition!

Guest Post by Benjamin Wann

Originally Posted @ BenjaminWann.com

Today’s Post is Part One – sharing the first 62 of Benjamin’s 116 Questions. 

Click HERE to read Part Two – sharing Questions 63-116.

Any leader will tell you that asking the right questions is key to success. But what happens when you’re the one being asked the questions? Asking strategic questions of senior leaders can be a powerful way to gain insights, build relationships, and advance your career.

Here are a few tips for asking strategic questions of senior leaders:

1. Do your homework. Before you ask a question, ensure you have a firm understanding of the issue. This will help you ask more insightful questions.

2. Be respectful. Remember, these are busy people with a lot on their plate. Don’t waste their time with frivolous questions.

3. Be prepared to follow up. If you get an answer that isn’t what you were hoping for, be prepared to follow up with additional questions or research.

Senior leaders need to be dual accountable, strategic, and thorough. Asking the right questions is crucial to ensuring both. By asking these questions, organizations can ensure that their strategies are aligned with their values, vision, and objectives. Additionally, they can identify any gaps or areas of improvement.

Asking these questions is not always easy, but it is necessary to create a successful strategy. Senior leaders must be willing to be both accountable and thorough in creating a strategy that will help the organization achieve its goals.

Strategic Questions to Ask Senior Leaders:

Most executives agree that strategy is essential for any business, but what exactly is strategy? One definition comes from seasoned executive strategist Pidot, who explains that strategy is simply a long-term plan that is put into action. But of course, there is more to it than that.

To develop an effective strategy, businesses must ask themselves essential questions and collect data to help answer them. This can be difficult, as it often requires tough choices between good alternatives. However, by developing a strategic plan, businesses can set themselves up for long-term success.

When it comes to your career, it pays to ask the right questions. If you have the opportunity to meet a senior leader, make the most of it by asking strategic questions that will help you learn more about your field and advance your career. Some questions to consider include:

• What are the biggest challenges facing our industry?
• How did you get where you are today?
• What do you see as the next big trend in our field?
• What are the biggest obstacles to career growth in our industry?
• What are some tips for success in our field?

By asking thoughtful questions, you can gain valuable insights that will help you accelerate your career growth. So next time you have the chance to meet a senior leader, make sure to ask the right questions.

There are many benefits to communicating with your leaders, including the development of new procedures and tactics. However, one of the most beneficial aspects is the ability to pose questions that might result in a breakthrough in your company or sector. By asking questions, you can better understand the goals and objectives of your leaders, as well as their vision for the future.

This knowledge can help you to develop more effective strategies and procedures that can improve the overall performance of your company or sector. In addition, by communicating with your leaders, you can build relationships and trust, which can further improve the effectiveness of your communication. Ultimately, by communicating with your leaders regularly, you can significantly enhance the development and performance of your company or sector.

Even better, by asking these questions to senior leaders and comparing their responses to the sample ones provided, you will get a good feel for whether this leader knows their strategy concepts and practices… or not.

Why Don’t We Ask Better Questions?

If asking good questions is critical, why don’t we spend more time and energy on discovering and framing them? One reason may be that much of our Western culture is focused on knowing the “right answer” rather than discovering the “right question.”

Our educational system focuses more on memorization and static answers rather than on the art of seeking new possibilities through dynamic questioning. We are rarely taught how to ask powerful questions. Nor are we often taught why we should ask compelling questions in the first place. Part of the reason may be that we live in a culture that esteems certainty and discourages doubt. Asking questions can be seen as a sign of weakness or lack of knowledge. But if we want to understand something or create something new, we need to be willing to ask questions and explore different possibilities. Only by doing so can we hope to find the answers we are looking for.

Aversion to creative questions might get in the way of solutions because we either can’t or don’t want to reflect and have conversations that explore multiple perspectives. Instead, we quickly look for a fix or gravitate towards black-and-white thinking. This might be due to rapid pacing in our lives and work, which prevent us from taking the time to be reflective.

Additionally, organizations often incentivize leaders to find fixes instead of breakthrough thinking. As a result, we might not be open to new perspectives even when facing unprecedented challenges. Watering down our aversion to creative questions, we could improve problem-solving in our lives and work.

In today’s business environment, change is the only constant. Organizations must adapt quickly to new market conditions and changes in customer demand to succeed. However, it can be difficult for leaders to know where to turn for guidance in a volatile and uncertain environment. One of the most credible stances leaders can take to assist their organizations in discovering the right questions at the right time.

Key leadership responsibility is creating infrastructures for dialogue and engagement that encourage others at all levels to develop insightful questions and to search for innovative paths forward. Leaders also need to consider reward systems that provide incentives for members to work across organizational boundaries to discover those challenging questions that create common focus and shared forward movement. By taking these steps, leaders can create an environment where innovation thrives, and organizational success is more likely.

Workable strategies begin to emerge in response to compelling questions and to the images of possibility that these questions evoke. Much like a jigsaw puzzle, as you piece the different elements together, a clearer picture starts to form of what the final product will look like. And, just as with a puzzle, there are always a few pieces that don’t quite fit.

But with perseverance and looking at the problem from different angles, you can usually find a way to make it work. Of course, the cycle is never complete. Relevant business data, ongoing conversations with internal and external stakeholders, informal conversations among employees, and feedback from the environment enable you to assess the business landscape, revealing new questions continually. By continually asking questions and seeking out new information, you can ensure that your strategies remain relevant and responsive to the ever-changing needs of your business.

Many organizations are stuck in a “problem-solving orientation” regarding strategy. They can’t seem to shake the focus on fixing short-term problems or seeking immediate (but ineffective) solutions. Moving their attention to a deliberate focus on essential questions, they can develop an inquiry-oriented approach to evolving organizational strategy (see “How Can I Frame Better Questions?”).

In a knowledge economy, this approach provides an opportunity for developing the capability of strategic thinking in everyone and fostering sustainable business and social value. By asking essential questions and encouraging others to do the same, organizations can create a culture of inquiry that is conducive to long-term planning and creative problem-solving. In addition, this approach can help leaders identify and cultivate strategic thinkers’ talents within their ranks. Ultimately, an inquiry-oriented approach to strategy can help organizations to develop the adaptability and resilience needed to thrive in an ever-changing world.

Strategy Questions to Ask Leaders: 

A company’s direction is only as good as its employees’ understanding. If your staff can’t explain what the company is working toward, they will likely not fully understand the vision themselves. This can lead to confusion and frustration, both of which can hamper progress.

To ensure that your employees are on the same page, clearly communicating the organization’s goals and objectives is essential. This way, everyone will work toward the same outcome and know their roles in helping to achieve it. When everyone is rowing in the same direction, it’s much easier to reach the finish line.

2. What time frame should our strategic plan cover?

The time frame for our strategic plan is an important consideration. We need to look into the future to be confident that our company’s environment will be stable, but not so far that the plan becomes unrealistic. In most cases, a three- to the five-year horizon is a good balance. This gives us the flexibility to review and update the plan regularly.

3. Where are we now, and where do we want to be?

It is essential to have a clear idea of where your business is currently and where you want it to be in the future. Without this focus, developing an effective plan for achieving your goals can be difficult. Your current situation should be detailed and quantifiable, so you can accurately compare it to your desired future state.

This comparison will help you identify the gaps that need to be filled to reach your goal. Once you have a good sense of where you are and want to be, you can develop a roadmap for getting there. This roadmap should include specific steps and milestones to help you track your progress and stay on course. With a clear destination in mind and a well-defined plan for how to get there, you can confidently move forward with growing your business.

4. Where have we come from? Where are we now? Where do we want to be?

One of the most important things for a leader is asking the right questions. This is especially true when it comes to senior leaders, who are often responsible for making high-level decisions that can significantly impact an organization.

Asking strategic questions can help to ensure that these decisions are based on a clear understanding of an organization’s history, current situation, and desired future state. Some essential questions that senior leaders should ask include: “Where have we come from?”, “Where are we now?” and “Where do we want to be?” By taking the time to reflect on these critical issues, senior leaders can make sure that they are making decisions that will help their organizations move in the right direction.

5. What do you feel is the biggest strength of our company right now?

Our company possesses many strengths, but if I had to choose one, it would be our ability to adapt and change. We live in a constantly evolving world, and the companies that can keep up with the times are the ones that succeed.

Our company has shown time and time again that we are willing to make changes when necessary, whether it’s adopting new technologies or changing our processes. This adaptability has been our key strength and has helped us stay ahead of the competition. I believe this is more important than ever in today’s rapidly changing business landscape.

6. What goal do you have for the company?

The old saying goes, “A goal without a plan is just a wish.” Having a goal for your company–and more importantly, a plan to achieve that goal–is essential for success. But what should that goal be? Certainly, profits are substantial, but they shouldn’t be the only thing you’re striving for. Instead, focus on creating value for your customers and positively impacting your community. Doing so will make your company more successful in the long run and make it a better place to work. And isn’t that what we all want?

7. Who is our target customer?

Let’s first consider our company’s purpose of determining who our target customer is. Our company exists to provide window installation and repair services for those who need them. With that in mind, we can see that our target customers are those people who have recently damaged or broken their windows and need immediate help.

This might include customers who have accidentally broken their windows and those whose windows were damaged by severe weather. By better understanding the needs of our target customers, we can more effectively provide the services they need and exceed their expectations. As a result, we can improve customer satisfaction and increase revenue for the company.

8. What are the biggest challenges the company is facing?

The company is currently facing several challenges, both internally and externally. One of the biggest internal challenges is the development of employee skills and knowledge. Rapid technological changes make it difficult for employees to keep up with the latest advancements in their field. As a result, they may become less productive and effective. Another internal challenge is poor communication between departments. This can lead to confusion and frustration, as well as decreased productivity.

One of the biggest challenges the company faces is competition from other businesses. With more and more businesses entering the market, staying ahead of the competition can be difficult. The company is also facing a challenge from a lack of product demand. In some cases, people may not need or want the product. In other cases, they may not be aware of the product or its benefits. Either way, this can lead to decreased sales and revenue.

To overcome these challenges, the company needs to find practical solutions. For example, it could invest in employee training and development programs to help them stay up-to-date with the latest advancements in their field. Additionally, it could improve communication between departments by implementing regular meetings or using specific software platforms. Finally

9. How can you improve the company’s current product?

As any business owner knows, the key to success is continually improving upon your current product. Whether developing a new feature, redesigning an existing one, or even just listening to customer feedback, making your product the best it can be is essential to staying ahead of the competition and keeping up with market demand. And while it’s essential always to look for ways to improve, sometimes the most obvious place to start is with the product or service you already have.

Investigating customer feedback is a great way to get ideas for improving your current product. Read through customer surveys, social media activity, and any other feedback you can find to see what people say about your product. Are there any common complaints? Is there something people keep asking for that you haven’t provided? Identifying areas where your product falls short can help you prioritize which changes need to be made.

Of course, you can’t please everyone all the time. But by constantly striving to improve your product, you can ensure that your business is always moving in the right direction.

10. How did the company get to where it is?

Today, the company is a powerhouse in the industry. It’s well-known for its quality products and exemplary customer service. But how did it get to where it is?

The company’s journey to the top began with intelligent decisions. First, the company invested in high-quality materials and hired experienced craftspeople. This ensured that its products were of the utmost quality. Second, the company focuses on providing excellent customer service. It hired friendly and helpful employees and trained them to resolve customer issues quickly and efficiently.

Finally, the company created a strong marketing strategy. It developed catchy advertising campaigns and ensured its products were visible in critical locations.

Thanks to these decisions, the company quickly rose to prominence. Its products were well-made, and its customer service became renowned for being speedy and effective. As word spread, more and more people began seeking out the company’s products. Soon, it was one of the most popular brands in the industry.

Today, the company continues to build on its successes. It remains focused on quality, customer service, and marketing. And it continues to make intelligent decisions that help it maintain its position as a leader in the industry.

11. Where does the company want to go?

What does the company want to achieve? How does it want to develop? Every business should answer these two crucial questions to create a clear and focused plan for the future. Having a handful of essential goals over several years can help the company stay on track and avoid getting sidetracked by smaller goals or objectives.

Developing an effective action plan to achieve these goals is essential. Still, it is also important to have some flexibility built into the plan if the company needs to pivot or make changes along the way. Answering these questions can help any business create a roadmap for success.

12. What should the company do more?

A company’s success depends on its ability to adapt to changing market conditions and seize growth opportunities. As such, leaders must regularly assess the company’s strengths and weaknesses. Here are a few strategic questions that can help senior leaders steer the company in the right direction:

-What are we doing well?

-What could we be doing better?

-What are our most extensive opportunities for growth?

-What are our biggest threats?

-What do our customers think of us?

-What do our employees think of us?

By asking these questions regularly, senior leaders can better understand the company’s current situation and make informed decisions about where to focus its efforts.

13. Do you currently have any strategic uncertainties?

Strategic uncertainty is any goal or objective the company might have trouble achieving. You need to identify any strategic uncertainties the company has because it can help you avoid potential challenges and ensure the success of your company strategy.

After you find any strategic uncertainties, it’s beneficial to reevaluate the company’s current trajectory by examining competitors, tracking sales numbers, and conducting market research, to see if the company needs to adjust or fix anything.

As a leader, it’s crucial to identify and assess your company’s strategic uncertainties. These objectives can’t be accurately predicted given the available data and information. To properly assess these uncertainties, it’s crucial to consider the company’s goals and the data needed to achieve those objectives.

For example, if the company wants to increase customer satisfaction but doesn’t have enough surveys to determine the current level of satisfaction, customer satisfaction would be deemed a strategic uncertainty. By taking the time to identify and assess these uncertainties, you can develop a plan of action to address them and help your company achieve its goals.

In addition to the question about strategic uncertainties, here are a few other essential questions to ask senior leaders:

What are our goals?- It’s important to know what the company is trying to achieve so that you can align your objectives with the company’s and contribute to its success. Furthermore, if company goals change, you need to be aware of them to adjust your plans accordingly.

What are our action plans?- Knowing the company’s plans of attack for achieving its goals is essential for all employees, but especially those in leadership positions. This information can help you determine where to focus your efforts and how you can best contribute to the company’s success.

What are our priorities?- Understanding the company’s priorities helps you focus on the most critical tasks and ensures you’re not wasting time on less pressing issues. It also lets you see how your work fits into the bigger picture and where you can have the most impact.

Asking these questions allows you to better understand the company’s strategy and direction so that you can make more informed decisions and contribute more effectively to its success.

14. How often can your organization assess its strengths, weaknesses, opportunities, and threats to understand its current business climate?

Many organizations think that their current strategy is working well enough, so they don’t spend the time and resources necessary to assess their strengths, weaknesses, opportunities, and threats regularly. However, this can lead to complacency and an inability to adapt to changing business conditions. Measuring these aspects of the strategy will help to analyze the company’s current approach to strategic evaluation and reveal if it is necessary to analyze it more often.

Asking senior leaders how often they assess these factors will give you insights into whether or not the company is prepared to adapt its strategy as needed. It can also reveal if the leadership team is appropriately evaluating the current business climate and making decisions based on accurate information. Asking these questions can help you ensure that your organization makes strategic decisions based on a complete understanding of the current landscape.

15. How often does your organization analyze the competition to understand competitive advantages and disadvantages and identify areas for investment or needs for improvement?

Regular assessment of the competitive landscape is a crucial determinant of corporate strategy, and fine-tuning the frequency of this evaluation will help reveal how your company’s doing in competitor analysis. Many organizations fail to assess the competitive landscape regularly, which can have profound implications for corporate strategy.

By not keeping a close eye on the competition, companies may miss opportunities to invest in areas of advantage or improve upon areas of disadvantage. They may also be unaware of new threats that could hinder their success path.

Asking senior leaders how often they analyze the competition can help to uncover any blind spots in this vital area. Generally, the more frequently an organization assesses the competitive landscape, the better equipped it will be to form a productive corporate strategy. Of course, there is no “perfect” frequency for assessment, and it will vary from one company to the next depending on factors such as industry dynamics and resources. However, by ensuring that this evaluation is conducted regularly, organizations can stay one step ahead of the competition.

16. How well does your organization strategically differentiate from the competition in terms of the capabilities of its product? How clear is your organization’s strategy for this?

Any organization needs to know how it differentiates itself from the competition. This question helps to analyze and assess competition in a clear, specific way that will yield insight into the differentiation strategy. A well-differentiated product is essential for success in today’s marketplace, and a clear understanding of the strategy behind that product is critical for senior leaders.

This question allows leaders to assess the capabilities of their product and compare it to the competition, giving them a better understanding of where they stand and what needs to be done to improve their position. Asking this question also helps to create a dialogue about differentiation within the organization, raising awareness of the importance of this topic and fostering a culture of strategic thinking. Ultimately, this question can help senior leaders make better decisions about positioning their product in the market and ensuring it remains competitive.

17. Is our long-term view reflected in our short-term priorities? Are we pouring effort into initiatives today that connect with where we expect ourselves and the market to be in the future?

Any good strategy must be based on a clear understanding of the current situation and where the company wants to be. With that in mind, here are three critical questions that every senior leader should ask themselves when crafting a long-term strategy:

1. What is our current market position?

2. Where do we want to be in the future?

3. How do we get there?

Answering these questions is not always easy, but doing so is essential to developing a robust and sustainable strategy. Without a clear understanding of where you are today and where you want to be tomorrow, it will be impossible to develop a plan to get there. So take the time to answer these questions thoughtfully, and you’ll be well on crafting a winning strategy.

Anytime a company looks to implement a new strategy, it is vital to consider the potential positive and negative consequences. On the positive side, a new strategy could lead to increased profits, market share, or efficiency.

However, risks are also involved any time a company changes. A new strategy could alienate customers or employees, cause disruptions in the supply chain, or lead to other unforeseen problems. As a result, it is crucial to carefully weigh any new strategy’s potential risks and rewards before moving forward. Only by fully understanding the implications of a change can a company make an informed decision about whether or not to proceed.

19. When developing and implementing strategy, does our organization effectively balance short- and long-term priorities?

Every company has a culture, whether it is intentional or not. This culture arises out of the shared values, experiences, and beliefs of the people within the organization. Therefore, when developing and implementing a strategy, it is crucial to consider the impact that the strategy will have on the company culture. Will the strategy reinforce the existing culture, or will it require a culture shift?

For example, a long-term growth strategy may require a culture shift if the company focuses on short-term results. On the other hand, if the company is currently focused on long-term growth, the strategy for a short-term result may require a culture shift. In either case, it is essential to consider how the strategy will impact the company culture and whether or not the company is prepared to make the necessary changes.

20. To what degree are your offerings differentiated in their market?

To assess how well your company’s offerings are differentiated in their market, it is vital to ask senior leaders strategic questions. This will allow you to analyze how your company distinguishes its products from competitors, thus working to permeate the market as much as possible.

This question is essential when assessing your competition and analyzing your product itself. By asking these questions, you can better understand how your company’s products are positioned in the market and what needs to be done to improve market share.

21. How much ease and expense is required for your customer to switch to a competitor’s offering?

As a senior leader, it is crucial always to ask yourself strategic questions to stay ahead of the competition. One key question is: how much ease and expense is required for your customer to switch to a competitor’s offering? This will give you valuable insight into how customers value your product and whether or not they are likely to switch to a competitor.

If customers require little effort or expense to switch, this may indicate that they do not view your product as unique or valuable. On the other hand, if customers willingly go through significant effort or expense to switch, this indicates that they see real value in your product. Understanding customer switching costs is essential for making strategic decisions about how to position your product in the marketplace.

22. How well do the organization’s products solve the customers’ problems and meet their expectations?

As a business leader, it’s important to regularly evaluate how well your products or services solve your customers’ problems and meet their expectations. This can help you ensure that you deliver value and do not fall behind the competition. There are a few key questions you can ask to get started:

– How well do our products or services solve the customer’s problem?

– How easy is it for customers to find and use our products or services?

– Are there any areas where our products or services fall short of customer expectations?

– How does our product or service compare to similar offerings from other companies?

Asking these questions regularly can help you identify areas where your business needs to improve to serve your customers better.

23. How often does our organization analyze the competition to understand competitive advantages and disadvantages and identify areas for investment or needs for improvement?

If you’re looking to get insights from your senior leaders about your organization’s competitive posture, here are a few strategic questions you can ask:

-How often does our organization analyze the competition to understand competitive advantages and disadvantages and identify areas for investment or needs for improvement?

-What are our organization’s core strengths and weaknesses? How do they compare to our competitors?

-What do we believe are our competitors’ key strategies, and how are we preparing to counter them?

-What industry trends affect our business, and how will we respond?

-What are our customers saying about us relative to our competitors? What do they value most?

Asking probing questions like these can help you uncover whether or not your company understands the competitive landscape and what it takes to compete effectively. If not, it may be time to make some changes.

24. Based on your knowledge of current efforts to promote our services, what are the significant internal barriers to selling your services to clients?

One internal barrier to selling services is a lack of understanding of the client’s needs. If your company does not take the time to understand the specific problem the client is facing, it won’t be easy to sell them a solution. Another internal barrier is a lack of passion for the product or service.

If your sales team isn’t enthusiastic about what they’re selling, it won’t be easy to transfer that excitement to the client. Finally, another internal barrier is a lack of focus on the client’s journey. If your company is more focused on its own goals and objectives, it will be challenging to sell the client the value of your services. By determining these internal barriers, your company can find ways to avoid them and strategize better.

25. Does our product offering encourage innovation for the customer through versatility, usability, and efficiency?

What are our customers’ unmet needs? This is always the starting point for any company seeking to create valuable products – what need does the customer have that is not currently being met? Once this need is identified, the company can begin designing a product that meets this demand. However, it is not enough to create a new product; the offering must also be versatile and easy to use, or else customers will quickly become frustrated and look elsewhere.

Efficiency is also vital, as customers do not want to waste time using a complicated or inefficient product. By asking these strategic questions, companies can ensure that they are on the right track to developing valuable, innovative offerings that appeal to their target market.

26. What is the direction and state of our innovations? Is the direction suitable for now, 5 years from now, and 10 years in the future?

Knowing whether or not your company is on the right track can be challenging. After all, getting caught up in the day-to-day and losing sight of the bigger picture is easy.

That’s why it’s essential to assess your company’s direction periodically. One way to do this is to ask senior leaders some tough questions. For example, you might ask them about the state of your company’s innovations.

Are you truly pushing the envelope, or are you playing it safe? It’s also important to consider the future when evaluating your strategy. Is your product roadmap still relevant 5 or 10 years down the road? By asking these questions, you can better understand whether your company is on track and make adjustments as needed.

27. Does our organization have several strategies for differentiation, innovation, customer alignment, and a detailed plan of forecasted strategies?

Differentiation, innovation, and customer alignment are essential aspects of any business strategy. Does your organization have a clear plan for differentiating itself from the competition? What innovative new products or services can you offer that appeal to your target market?

And how will you ensure that your offerings are aligned with the needs and want of your customers? These are all critical questions to ask senior leaders to understand the organization’s future direction. Without a clear plan for differentiation, innovation, and customer alignment, it will be challenging to maintain a competitive edge in the marketplace. Therefore, these questions should be at the forefront of any discussion about company strategy.

28. Does your organization’s pricing strategy match with the availability of your current resources?

Many organizations clearly understand their need to optimize their pricing strategy. They know that they need to align their prices with the availability of their current resources, but they often struggle to do so. The problem is that they often don’t clearly understand how much their resources are worth.

As a result, they end up overpricing their work and forfeiting profit. To avoid this, it’s essential to closely examine your organization’s resources and determine their actual value. Once you have a good understanding of what your resources are worth, you can then price your work accordingly. Optimizing your pricing strategy ensures you’re making the most of your resources and maximizing your profits.

29. Can we clearly define our target customer or market where we will concentrate our attention and resources?

When planning for business growth, it is essential to have a clear understanding of your target market. Who are your potential customers? What needs or problems do they have that your product or service can address? What are their buying habits? Once you have a good sense of your target market, you can develop strategies for reaching them.

It is also essential to ask whether your current offerings are well-suited to the needs of your target market. If not, what modifications need to be made? Are there new products or services that you could introduce that would better meet the needs of your target market? These questions can help you develop a growth strategy tailored to your business’s specific needs.

Finally, it would help to consider what resources you will need to implement your growth strategy. Do you have the necessary financial resources? Do you have the staff in place with the skills and knowledge required? Do you have the necessary infrastructure, such as manufacturing facilities or distribution channels? Once you have identified any gaps, you can develop plans for addressing them. By asking these strategic questions, you can ensure that your business is well-positioned for growth.

30. What do our customer’s value/need? How do we know that? Do we provide that value? How do we know that?

Asking the right questions is essential for any business leader who wants to ensure that their company provides value to its customers. Two critical questions are: “What do our customers value/need?” and “Do we provide that value?” Knowing what your customers need and want is the first step to being able to provide it for them.

There are several ways to research this, such as surveys, customer interviews, and focus groups. Once you understand what your customers want, you can start asking yourself whether or not your company is supplying that. This second question is just as important as the first because even if you think you know what your customers want if you’re not providing it, it’s all for nothing. The best way to assess this is usually through feedback mechanisms, such as customer surveys or web analytics.

Regularly asking these two strategic questions can help ensure that your company is always on the right track in providing value to its customers.

31. Are we clear about who our target customer is not so that we avoid trying to be all things to all people?

Any good business leader knows that focus is key to success. Trying to be all things to all people is a recipe for disaster, as it inevitably leads to diluted resources and a lack of clear direction. That’s why it’s so important to have a well-defined target customer and to ensure that everyone in the organization knows who that customer is.

One way to ensure this is to regularly ask senior leaders strategic questions about the target customer, such as “Who are we trying to reach with our products and services? Who are we not trying to reach? What needs does our target customer have that we can address? What are our target customers’ pain points? By asking these questions, you can help keep everyone focused on the task at hand: serving the needs of your target customer.

32. What makes our product/ service distinct/ different from competitors? How do we know that?

If you’re preparing to interview a senior leader at a company, it’s crucial to ask strategic questions that will give you insights into the business. To get started, you can ask about what distinguishes the company’s product or service from competitors. This question can help you understand the company’s unique selling proposition and how it differentiates itself.

Additionally, you can ask the senior leader how they know the product or service is distinct. This question can help you understand the research and development process behind the product or service and how the company assesses its market position. By asking these strategic questions, you can gain invaluable insights into a company’s business model and operations.

33. What makes our product/ service distinct/ different from competitors?

When trying to gain a competitive edge, it’s essential to understand what makes your product or service distinct from your competitors. This question can help uncover areas where you have a unique selling proposition. It’s also important to understand what your competitors are doing well and where they may fall short. This question can give you insights into how you can improve your offerings. Asking tough questions can help you better understand the market and position yourself to succeed.

34. How big is our market(s)? How is it defined (slices/segments)?

Asking senior leaders strategic questions is essential for the development of any business. By understanding the market’s size and scope, businesses can make informed decisions about allocating resources. Furthermore, businesses can target their products and services by segmenting the market. As such, asking senior leaders questions about the market is a crucial step in ensuring the success of any business.

35. What is our share for each market in which we compete? Are we losing, gaining, or holding shares?

As anyone in business knows, market share is essential for long-term success. Companies that fail to maintain a strong market position will eventually be forced to scale back or even close their doors. That’s why it’s so important for senior leaders to regularly ask themselves tough questions about their company’s market share.

What is our share for each market in which we compete? Are we losing, gaining, or holding share? How does our share compare to our competitors? Where do we need to focus our efforts to improve our position? By regularly asking these types of questions, senior leaders can help ensure that their company remains competitive and prosperous for years.

36. Where are the opportunities for growth (in our core business or adjacencies)?

One of the most critical questions that any senior leader should ask is where the growth opportunities are. In today’s rapidly changing business environment, it is essential to identify new markets and products that can drive growth.

For many companies, this means looking beyond their core business and exploring adjacencies. However, ensuring that any growth strategy is aligned with the company’s core values and competencies is also essential. Only by asking the right questions can senior leaders ensure that their companies are positioned for long-term success.

37. Can we clearly articulate the unique benefits we seek to provide to our target customers, the price/cost we expect them to bear, and how this entire value proposition is unique (our competitive advantage)?

As a young professional, it can be daunting to approach a senior leader with tough questions. However, asking the right questions is essential to ensure that your company is on the right track. When it comes to strategic planning, there are a few key questions that every senior leader should be able to answer.

First, can we clearly articulate the unique benefits that we seek to provide to our target customers? Second, what price or cost are they willing to bear for these benefits? And finally, how is our entire value proposition unique? Answering these questions honestly and thoughtfully will help ensure your company remains competitive and thriving in the long run.

38. Do we “stay the course” when necessary and shift strategies appropriately, avoiding day-to-day reactions and programs of the month?

Many senior leaders find themselves bogged down in the day-to-day aspects of running a company, and as a result, they can lose sight of the big picture. This is why it’s crucial to have strategic questions that will help keep them focused on the organization’s long-term goals.

Some examples of such questions include: “What are our core values?”, “What is our long-term vision for the company?” and “What are the biggest threats to our success?” By asking these questions regularly, senior leaders can ensure that they are constantly making decisions that align with the company’s overall strategy.

39. What is the competitive landscape? Is it concentrated or fragmented? Who are our competitors? What is their share of the market?

Any good business leader knows that it’s essential to understand the competitive landscape in which their company operates clearly. After all, how can you devise a winning strategy if you don’t know who your opponents are? That’s why, when entering a new market or planning a major business initiative, it’s essential to ask senior leaders critical questions about the competitive landscape. First, is the market concentrated or fragmented?

This will give you a sense of how many competitors you’re up against and how tough the competition will likely be. Second, who are our competitors? Knowing their names is not enough; you need to understand their strengths, weaknesses, core customer base, and market share. Only then will you be able to develop a comprehensive strategy for success.

40. What must the organization maximize to create superior value for customers, shareholder returns, and employment opportunities?

Asking the right questions is critical to making sound strategic decisions. When it comes to senior leaders, there are a few key questions that can help to guide the way.

First, what must the organization maximize to create superior value for customers? This question helps to ensure that the focus remains on the customer and that any decisions made will be in their best interest.

Second, what needs to be done to generate returns for shareholders? This question keeps the bottom line in mind and ensures that any actions taken will be financially responsible. Finally, what sort of opportunities can be created for employees? This question ensures that employees are considered in any decision-making process and that their needs are considered.

By asking these strategic questions, senior leaders can make informed decisions that will benefit all stakeholders.

41. What are the emerging trends that have the potential to change the way we do business? Do we fully understand key opportunities and potential threats influencing our customers? Competitors? Technology? Regulatory environment? Suppliers?

With the ever-changing business landscape, it’s more important than ever for senior leaders to stay strategic and ahead of the curve. Asking the right questions is a vital part of this process. Some essential questions that every leader should ask are: what are the emerging trends that have the potential to change the way we do business? Do we fully understand key opportunities and potential threats influencing our customers? Competitors? Technology? Regulatory environment? Suppliers?

By taking the time to consider these questions, leaders can better understand the forces at play and make informed decisions about the best way to move forward. In today’s business world, being strategic is the key to success.

42. Have we clearly defined who we are as an organization (mission, vision, values)? What are the implications for our strategies and structure?

Any leader worth their salt knows that one of the most critical parts of their job is to ask questions. The right questions can help to clarify goals, identify problems, and create solutions. When it comes to strategic planning, there are a few key questions that every senior leader should ask. First, have we clearly defined who we are as an organization? What are our mission, vision, and values? What are the implications for our strategies and structure?

Without a clear sense of identity, it will be challenging to develop a cohesive plan. Second, what are our core competencies? What do we do better than anyone else? This question can help to focus your team’s energies on the areas where you have the most significant potential for success. Third, what are the trends affecting our industry? How might these trends impact our business in the future? You can position your company for long-term success by staying ahead of the curve. Asking these tough questions is essential for any senior leader who wants to create a winning strategy.

43. What external opportunities and threats can help or hinder the achievement of these ambitions? What internal strengths and weaknesses can help or hinder the achievement of these ambitions?

Before setting any goals, it’s essential to understand the landscape in which they will be achieved. For this reason, senior leaders must ask themselves two key questions: what external opportunities and threats can help or hinder achieving these ambitions? And what internal strengths and weaknesses can help or hinder the achievement of these ambitions? By carefully considering both sets of factors, leaders can develop a more informed and effective strategy for achieving their goals.

44. How are you defining the boundaries of the business?

Senior leaders need to be able to define the boundaries of their business. After all, significant risks and opportunities can often sit ‘upstream’ or ‘downstream’ from the business itself. For example, the chemicals and water used to grow cotton for an apparel brand or how food brands can deliver nutritional benefits while avoiding ’empty calories.’ That’s why leaders need to consider the whole value chain, from the consumer use and disposal of the product or service.

The boundaries of the value chain should reflect the business’ categories and geographies. By asking senior leaders how they’re defining the boundaries of their business, you can get a better sense of their strategic thinking and where they see the most significant risks and opportunities.

45. How will you identify current and future risks, disruption, impacts, and opportunities?

As the world becomes increasingly complex, leaders must learn to think strategically to identify risks, disruptions, and opportunities. Leaders can better understand the potential impacts and constraints on their business model by taking an outside-in approach and working with external experts.

Scenario planning can also be used to ‘wind tunnel’ the business model and highlight vulnerabilities and opportunities. By thinking strategically and taking advantage of available resources, leaders can make informed decisions to help their businesses thrive in an ever-changing world.

46. Are the company’s purpose and business model compatible with the rapidly changing context?

As the world around us continues to change rapidly, it is more important than ever for companies to take a strategic view of their business. One of the critical questions that senior leaders need to ask is whether the company’s purpose and business model are compatible with the changing context. The analysis stage will likely highlight some significant changes required to the business’ core processes, products, structure, and even its fundamental business model.

This may require a revision of the business’ values and purpose to adapt to the disruptions to business as usual and to seize new opportunities to create commercial value by meeting society’s needs. Before moving on to strategic priorities, aligning critical stakeholders on the fundamental purpose and future business model is essential. Taking this holistic view of how the business can create long-term value by meeting society’s needs presents an opportunity to sharpen or revise the company’s purpose. It also provides a framework for setting strategic priorities that will enable the company to thrive in a changing world.

47. What are the strategic priority areas?

Leaders are responsible for setting the direction of an organization and ensuring that it remains aligned with its goals. As such, they need to be able to answer strategic questions about the organization’s priorities. What are the most critical areas for the organization to focus on? What are the most significant transition points that need to be addressed?

How can the organization best access opportunities and remove negative impacts? Leaders must clearly understand these issues to make informed decisions about the organization’s future. By asking senior leaders strategic questions, we can better understand their priorities and how they plan to address the organization’s challenges.

48. Describe trends you see in the industry. How will we evaluate those trends, and which do we need to be in front of?

Asking the right questions is critical for any leader, but working with senior leaders can be incredibly challenging. With so much experience and knowledge, it can be challenging to know where to start. However, there are a few strategic questions that can help to get the conversation flowing. For example, you might ask about trends that senior leaders have observed in their industry. What are they seeing, and how will they know if the company is on the right track? This can help to open up a discussion about strategic planning and goal setting.

Additionally, you might ask about the senior leader’s experience with a particular issue or challenge. What did they learn from it, and how would they handle it differently now? These questions can help build trust and rapport while also providing valuable insights.

49. Who will be a part of this planning process? What will be their role for the people who are a part of this process?

When it comes to strategic planning, it is vital to involve the right people in the process. This includes senior leaders with a wealth of experience and knowledge to share. But what questions should you ask these senior leaders to get the most out of their input? Here are a few suggestions:

Who will be a part of this planning process? It is vital to ensure that all key stakeholders are involved in the planning process. This way, everyone will be on the same page, and there will be no surprises down the road.

What will be their role? Once you have identified who will be involved in the process, it is essential to clarify their role. This will help to ensure that everyone is clear on their responsibilities and that the process runs smoothly.

What are your goals for this planning process? Senior leaders should be able to articulate the goals of the planning process. These goals should be realistic and achievable so that the planning process can be successful.

What are the potential risks and challenges associated with this plan? No plan is perfect, and it is essential to identify any potential risks or challenges associated with your strategy. This way, you can develop contingency plans or take steps to mitigate these risks.

50. How much creative dissonance vs. resonance are we seeking?

You might want to ask your senior leaders how much creative dissonance vs. resonance they seek. This question seeks to uncover how open the organization is to hearing dissenting opinions and new ideas and whether there is a preference for consensus or Stimulating Creativity Through Argument or creative disagreement.

If the answer is that the organization values creative disagreement, then you can be more comfortable presenting your own dissenting opinions. However, if the organization prefers creative resonance, you will need to be more careful about how you present your ideas so as not to cause undue disruptions. By asking this question, you can better understand the organization’s culture and what role you can play in it.

51. What uncomfortable changes does the organization have to make in the next 5 years?

Asking difficult questions is never easy, but it’s essential if you want to get to the heart of the matter. If you’re looking for honest feedback from senior leaders, try asking them about the uncomfortable changes the organization will have to make in the next five years. This question can help to surface some hidden agendas and reveal areas of tension within the company. It also shows that you’re interested in making tough decisions and are willing to have difficult conversations. Asking this question can help to build trust and open up lines of communication between you and senior leaders.

Planning Questions to Ask Leaders:

52. Do you have an achievable clear, defined, documented strategy and plan? How are you going to manage the transition?

As a senior leader, it is crucial to have a clear and attainable strategy and plan. You must also be able to manage the transition to ensure success. The following are strategic questions you can ask senior leaders to help them develop a successful strategy: What are our organization’s core values? What are our long-term goals? What is our competitive advantage? How will we know if we are successful? What are the risks and potential challenges we face? How do we plan to overcome these challenges? By asking these questions, you can gain valuable insights into the senior leaders’ thought processes and help them develop a sound strategy for success.

53. Who should be part of the strategic planning process?

The strategic planning process is typically led by the strategic planner, usually the top or several executives. They will need the help of a cross-functional team that should include representatives from finance, human resources, operations, sales, and other critical functions.

The process should not be limited to just senior management. If you want the plan to work, it must engage everyone to some degree. So while the leadership team may be more involved in final decisions, those decisions should be based on input from managers and their teams. What are their thoughts on the future of the business? What do they think your company is doing well, and where does it need to improve? These are all critical questions that can help shape the company’s direction.

54. What obstacles lie in our path, and how do we remove them?

Every strategic plan will face risks and potential derailments. Some of these risks can be foreseen (for example, the internal weaknesses you discover as part of a SWOT analysis), while others cannot. This is one of the most challenging steps in developing a strategic plan, but the company’s long-term success is worth the temporary discomfort of having candid conversations.

Management teams should outline the known risks and financial impacts and articulate the mitigation plans to prevent or curtail them. Sometimes, identifying and removing one critical obstacle can turn your company into a more profitable one.

To overcome potential obstacles, it is crucial first to identify what they are. Once you have done this, you can develop a plan to remove them. You can interview employees, customers, and other stakeholders to identify obstacles. You can also review company records and data to look for trends or patterns that may indicate an obstacle.

Once you have identified an obstacle, you can develop a plan to remove it. This may involve changes to company policy, processes, or procedures. It may also require employee training or changes to how work is performed.

55. When should we change or update our strategic plan?

A strategic plan is a roadmap for your business, so it’s essential to periodically review and update it to ensure it’s still relevant. You should always review your plan at least once a year to see if any changes in the marketplace or your industry require you to adjust to your high-level goals and objectives.

Additionally, you may need to add new projects, change or update how you’re tracking KPIs, or change your KPI targets. Periodic strategy refreshes allow you to keep the elements of your plan still valid while making necessary changes to the parts that are not. This will help ensure that your strategic plan is always up-to-date and aligned with your business goals.

56. How often should we review progress on our strategic plan?

At the beginning of each year, organizations need to review their progress on strategic plans and set up regular meetings to ensure they are on track. The frequency of these meetings depends on the goals of the review: setting up monthly meetings might include a director from each department, quarterly meetings require a smaller set of leaders, and annual strategic retreats are usually reserved for the highest levels of leadership.

Getting these meetings on the calendar early reserves the times and sets an expectation for preparedness. By preparing in advance and ensuring that the appropriate participants are invited, organizations can make the most of their strategic planning sessions and ensure that their plans remain on track.

57. Is your organization pursuing growth and new business/market development with as much passion as it does operational efficiency?

This question still addresses the importance of planning for the future and focuses on the sense of urgency for growth. Finding the balance between day-to-day operations and new developments is critical for your company’s future success.

Many CEOs and top executives are so focused on operational efficiency that they lose sight of the need for growth. But without growth, companies will eventually stagnate and die. The key is to find the right balance between operational efficiency and growth.

That’s why asking your senior leaders whether they are pursuing growth with as much passion as operational efficiency is essential. If not, then you need to rethink your priorities. Growth should be a top priority for any organization if it wants to survive and thrive in the long term.

Operational efficiency is essential, of course. But it’s not enough on its own. You also need to be constantly looking for new growth opportunities. Otherwise, you’re just treading water – and eventually, you’ll start to drown.

Focus Questions to Ask Leaders:

58. Will it be actively used in a structured manner to maintain focus throughout your Change Program?

Asking questions is vital to effective communication, especially regarding Change Programs. Here are some strategic questions to ask senior leaders to maintain focus and ensure successful change:

-What are the specific goals of the Change Program?

-Who is responsible for each aspect of the Program?

-What are the timeline and budget for the Program?

-What are the risks and potential roadblocks?

-How will progress be monitored and reported?

-What is the communications plan for communicating progress and changes to stakeholders?

Asking these questions from the start will help ensure everyone is on the same page and that the Change Program stays on track. By asking these questions, you can help ensure your Change Program is successful

59.  What must be done to achieve alignment and commitment of key stakeholders to this strategy?

When developing a new strategy, getting buy-in from all the key stakeholders is essential. Without alignment and commitment from everyone involved, the strategy will likely fail. So, what questions should you ask senior leaders to ensure they are on board with the plan?

First, you need to understand what their goals and priorities are. What are they trying to achieve, and what are their biggest challenges? Once you know this, you can start crafting a strategy to help them meet their objectives.

Next, you need to get a clear understanding of their budget. How much money do they have to invest in this new strategy, and how much leeway do they have to increase spending if necessary? This will help you to tailor your proposals accordingly.

Finally, it would help if you determined their timeframe for implementing the new strategy. Are they looking for immediate results, or are they willing to give it some time to bed in? This will affect the type of strategy you recommend.

By asking these questions, you can ensure that you have the senior leaders’ total commitment before moving forward with your plans.

Decentralization Questions to Ask Leaders:

60. How do we make our strategic plan flexible to allow for changes?

Leaders are constantly asking themselves how they can improve their organization. One way to do this is to develop a strategic plan. This document provides a road map for where the organization wants to go and how it intends to get there. However, even the best-laid plans can go off course. That’s why ensuring that your strategic plan is flexible enough to accommodate changes is essential.

A strategic plan’s three elements should be regularly updated: goals, measures, and projects. Goals should be reviewed every one to five years to ensure they are still relevant and realistic. Measures should be updated every six to 24 months to ensure they are aligned with the goals. And projects should be reviewed quarterly to ensure they are still on track.

If any changes need to be made to a project, such as an adjustment to the budget or end date, this can be done at the quarterly review.

Regularly reviewing and updating your strategic plan ensures it remains relevant and responsive to changes. This will help you continue progressing towards your goals, even when things don’t go exactly to plan.

61. Do we have the proper governance in place?

Existing methods of cascading departmental and individual objectives must be aligned to the purpose and strategy, ensuring appropriate metrics, indicators, and decision-making tools.

Boards are ultimately accountable for the business’ performance, impact, risks, and disclosure. Many Boards need to be equipped to lead and scrutinize the business’ ambitions and plans.

Many leaders have set up an advisory board with external expertise to provide expertise, scrutiny, and guidance.

62. What is the difference between a strategic plan and an operational work plan?

A strategic plan is built off a long-term vision for your company’s future. It typically looks out three to five years, involves your key goals, and is broad-reaching across your organization.

An operational work plan tends to be an annual plan for a division or department. It is built with a budget and lists the key activities you commit to executing in a particular year.

Many companies mistake treating their strategic and operational plans as two separate entities. However, the most successful businesses take a holistic approach, linking their long-term vision with annual targets. By aligning your operational work plan with your strategic plan, you can ensure that everyone in your organization is working towards the same goals. This can help to increase efficiency and avoid duplicated effort. Additionally, it can help to keep your team focused and on track, leading to better results in the long run. So, if you want your business to thrive, link your strategic and operational plans.

ABOUT THE AUTHOR

Benjamin Wann drives business results by building relationships, empowering others, unleashing analytics, and removing complexity.  Benjamin is the author of 13 books including, “Strategic Questions to Ask Senior Leaders.”    You can connect with Benjamin at BenjaminWann.com  

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Blog > The Right Way to do a Question Slide in your PowerPoint Presentation

The Right Way to do a Question Slide in your PowerPoint Presentation

01.20.20   •  #powerpointtips #presentation #engagement.

You just finished your presentation. You’re asking your audience if there are any questions. Nobody, or one or two people at best raise their hands, but you’re quite sure that your audience actually has a lot more to ask. Does that sound familiar?

If it does (which is likely, as many presenters experience that phenomenon), you’re in the right place. Some may take the silence after asking the audience if there are any questions personal, as if they are not a good enough speaker or as if they just held a terrible presentation. Others may be happy and think that they explained everything so well that there are no more questions to ask. In reality, probably none of those is the case. It all comes down to the way you ask questions – and here’s how to ask them (well – first here’s how not to ask them!)

How not to ask Questions

The absolute worst, but sadly often used method to ask your audience about any questions they have is the “Any Questions?” – Slide, which is, like you may guess from the name, a simple slide at the end of the presentation with the words “Questions?” or “Any Questions?” on it. Why is it so bad? Well, first of all, it’s extremely unspecific. It’s likely to overwhelm your attendees. They will try to force their brains to think of something to ask, but due to the amount of information you just gave them in your presentation often can’t think of anything. Another factor is the fear of public speaking many have. There may be someone in the audience who wants to ask a question, but is too shy to raise their hand and actually ask it – often out of fear of asking a “stupid” question.

How to ask Questions (in order to get Questions)

So here is what you came for: Better ways to get your audience to talk to you and actually ask about what they would like to know.

1. Use a Q&A Tool

Let your audience ask questions via their smartphones or notebooks – even anonymously – and be sure no one ever holds back any questions. Q&A tools such as SlideLizard are integrated seamlessly to PowerPoint. Your attendees connect their devices with your presentation and are then able to send in as many questions as they want by simply typing them into their phones. The question will arrive directly at your presenter’s view. You’ll see it immediately after it has been asked. The huge advantage is that you can answer the questions even during the presentation, or wait until after you’ve finished. Also, be sure to invite your audience at the beginning to ask any questions they have via the Q&A tool, and inform them about when you will answer them.

2. Ask specific questions

We recommend leaving out the “Any Questions?” slide at the end, but if you still insist on using something similar, this is the way to go. It is an insanely easy tip, but it has great impact. Instead of just asking if there are any questions, you just assume there are some and ask your own questions accordingly. Here are some good examples:

• What was unclear?
• What else would you like to know?
• What would you like to know more about?
• What was missing in my presentation?
• What was surprising for you?
• What was new to you?
• What did you find most interesting?

Notice how none of these questions can be answered with “Yes” or “No”. That is key to getting your audience to actually reflect on the input and talk. Also, don’t fill your slides with all of these reflective questions, as that may again overwhelm the audience. Decide what you would like to know and use 1 – 3 of the prompts.

3. Do a Poll/Quiz at the end

Even though this is not a conventional way of a Q&A session, it will still show you and your audience whether they have understood what you just talked about or not. Create a little trivia quiz and test your audience. By looking at the result of each individual question, you’ll see if you have to explain something again or if the majority already got it. For this method, you can again use tools like SlideLizard , that have an integrated poll function where you can analyze the results even after the presentation is done. Of course, you can also combine this third method with one of the previous ones.

Get Inspired

A good beginning and ending are essential for giving an awesome presentation – similar to a book. The beginning makes you want to keep on reading, and the ending makes it memorable. If you want to get some inspiration and learn innovative new ways for creating title and final slides, check out this guide: 10 creative ideas for title and end slides .

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About the author.

Pia Lehner-Mittermaier

Pia works in Marketing as a graphic designer and writer at SlideLizard. She uses her vivid imagination and creativity to produce good content.

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Business Strategy

M&A Management Presentation: 5 Ways to Prepare  

By   Jack

Selling your business is a monumental decision, and if you’ve made the decision to sell, you want to ensure you do everything in your power to maximize the value you receive.

Your management presentation can make or break a deal and is a key part of the bidding process. But what is it exactly? And how can you create a presentation that will make a prospective buyer clamor to acquire your company?

In this post, I’ll walk through everything you need to know for a successful M&A management presentation.

What is an M&A management presentation?

An M&A management presentation is a comprehensive, engaging, and persuasive pitch that provides potential buyers with an in-depth understanding of your business. It showcases your company’s strengths, opportunities, and the management team’s expertise, demonstrating why your business is an attractive acquisition target .

Why is it called a “management” presentation? Because your management team is your company’s backbone. This presentation will highlight their prowess, proving they have the skills, knowledge, and passion to drive your business to new heights.

Keep in mind some of this info will have already been created in your Confidential Information Memorandum .

Why is a management presentation critical when selling your business?

Imagine you’re a potential buyer, sifting through dozens of acquisition opportunities. What would make a business stand out ? You guessed it – a compelling management presentation! It’s not only about the numbers; it’s about telling the story of your business, emphasizing the value you’ve created and the potential that awaits.

A well-crafted management presentation:

• Sets your business apart from the competition
• Showcases your company’s unique strengths and opportunities
• Provides an opportunity for your management team to shine
• Builds credibility and trust with potential buyers
• Opens the door for productive negotiation and higher valuations

What should be included in your management presentation?

Creating a persuasive management presentation requires a delicate balance of storytelling, data analysis, and showcasing your management team’s expertise. Here are the key points to include:

• Company overview : Introduce your business, its history, vision, mission, and core values. Paint a vivid picture of your company’s unique identity and culture. Include your product / service offerings, organization structure, target customers, and geographic reach.
• Market and industry analysis : Demonstrate your understanding of the market, including trends, opportunities, and threats. Establish your company’s position within the industry, and outline your competitive advantages . Include a SWOT analysis to further emphasize your company’s strengths and opportunities.
• Financial performance : Present historical and projected financial information, emphasizing growth, operating expenses, profitability , and value creation. Include key performance indicators, milestones, and any other relevant financial data. Be transparent about your financial performance to build credibility.
• Operations and processes : Describe your company’s core operations, processes, and systems , showcasing their efficiency and scalability. Detail your supply chain , manufacturing capabilities, and any intellectual property or proprietary technology you possess.
• Management team : Highlight the experience, skills, and achievements of your management team, proving they have the ability to lead and grow the business. Include their background, areas of expertise, and any industry recognition or awards they have received.
• Growth strategy and opportunities: Present a clear and achievable growth strategy, detailing specific initiatives, timelines, and expected results. Include market expansion plans, new product development, or potential mergers and acquisitions.

How do you prepare for a management presentation?

The key to a successful management presentation is preparation. Here’s how to get started:

The best management presentations all have these pieces:

• Gather data and insights : Collect all relevant financial, operational, and market data to analyze and present in a compelling manner. This includes conducting thorough market research and competitive analysis to showcase your company’s position in the industry.
• Assemble your team : Involve your management team in the process, ensuring they are comfortable with the presentation’s content and can speak confidently about their areas of expertise. Encourage collaboration and open communication to create a cohesive and engaging presentation.
• Tell your story: Craft a narrative that captures your company’s unique value proposition, weaving it throughout the presentation to create a memorable and persuasive document. Use anecdotes, examples, and case studies to illustrate your points and bring your story to life.
• Design an appealing presentation: Prioritize visual appeal by using a clean and professional design, incorporating visuals like graphs, charts, and images to enhance your presentation. Keep text to a minimum, using bullet points and concise language to convey your message effectively.
• Practice, practice, practice : Conduct rehearsals with your management team to refine the presentation and ensure everyone is confident in their delivery. Encourage feedback and make any necessary adjustments to improve the overall impact of the presentation.

Biggest mistakes in management presentations

• Overloading with information : While it’s important to provide a comprehensive view of your business, avoid overwhelming potential buyers with excessive detail. Focus on the most relevant and persuasive information to keep your audience engaged.
• Neglecting storytelling : Data alone won’t win the hearts of potential buyers. Weave a compelling narrative that brings your business to life, demonstrating its unique value proposition and potential for growth.
• Underestimating the importance of visuals : A picture is worth a thousand words. Use visuals like graphs, charts, and images to enhance your presentation, making it more memorable and impactful.
• Ignoring your management team : Your management team is a key selling point. Make sure they are involved in the process, well-prepared, and ready to shine in front of potential buyers.
• Failing to address potential concerns : Anticipate the questions and concerns potential buyers may have, and address them proactively in your presentation.

Frequently asked questions

How long should a management presentation be.

Aim for 30-40 slides, striking a balance between providing comprehensive information and maintaining your audience’s attention. Remember, less is often more.

Should I customize the presentation for each potential buyer?

Absolutely! Tailoring your presentation to the interests and priorities of each potential buyer can make a significant difference in the perceived value of your business .

Consider conducting research on each buyer’s past acquisitions, investment criteria, and strategic objectives to tailor your presentation accordingly.

How can I make my presentation stand out from the competition?

Focus on storytelling, create visually engaging slides, and showcase the unique aspects of your business, such as your management team, innovative processes, or untapped growth opportunities. It should look professionally designed.

Additionally, consider incorporating multimedia elements like video testimonials, customer success stories, or product demonstrations to further engage potential buyers. If possible, I’d say an in person meeting is far preferable to a Zoom equivalent.

Should I seek professional help in creating a management presentation?

If you’re unsure about your ability to create a persuasive and comprehensive presentation, consider engaging the services of an M&A advisor, consultant, or even a professional designer to guide you through the process and ensure your presentation effectively communicates your business’s value.

When should I start preparing my management presentation?

Ideally, begin preparing your management presentation several months before you plan to engage with potential buyers. This will give you ample time to gather data at a detailed level, involve your management team, and craft a compelling narrative that showcases your business’s strengths and opportunities.

How do I handle confidential information in my management presentation?

When sharing sensitive information, it’s crucial to maintain a balance between transparency and confidentiality. Consider providing potential buyers with a high-level overview of your business, reserving more detailed confidential information for subsequent discussions or after signing a non-disclosure agreement ( NDA ).

How do I handle questions or concerns during the presentation?

Encourage an open dialogue with potential buyers and address their questions or concerns as they arise. If you don’t have an immediate answer, assure the buyer that you will follow up with the information they need.

Demonstrating your willingness to engage in conversation and address concerns can help build trust and credibility with potential buyers.

What if I have limited experience with public speaking or presenting?

If you or your management team lack experience with public speaking, consider engaging a presentation coach or enrolling in a public speaking course (like Toastmasters ) to improve your skills.

Practice is also essential – rehearse your presentation multiple times to gain confidence in your delivery and become more comfortable with the content.

How can I gauge the effectiveness of my management presentation?

To assess the effectiveness of your management presentation, consider soliciting feedback from trusted M&A advisors or colleagues.

Analyze the level of engagement, interest, and questions from potential buyers during and after your presentation to identify areas that may need improvement or further clarification.

As we wrap, remember that a well-prepared and persuasive management meeting can be the key to unlocking the true value of your business when it’s time to sell.

By showcasing your company’s strengths, opportunities, and the expertise of your management team, you’ll be well on your way to securing the best possible outcome during the final bidding process.

Now, it’s time to tell your company’s story and make potential buyers believe in your vision.

Investor & Mentor

related posts:

SDE vs. EBITDA Adjustments: What Business Owners Should Know

Private sale vs. auction sale: what business owners should know, asset sale vs. share sale: what business owners should know, get in touch.

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To Ace Your Next Interview for a Management Position, Be Ready to Answer These 10 Questions

Interviewing for a management position? Even if you’ve never been a manager before, you’ll want to clearly demonstrate to the interviewers your managerial skills and leadership philosophy.

This article will reveal 10 questions you should reflect on and be prepared to answer in your interview for a management role (in addition to other  common interview questions ). Even if your prospective employers don’t ask every one of these, preparing to answer them will help you gain clarity on your strengths and the way you approach management and leadership—so you can communicate your capabilities with ease no matter what question you’re answering.

In my role as an executive coach and organizational consultant for mission-driven companies, I’ve helped many managers and leaders showcase their talents and knowledge in interviews for jobs and with media outlets. And if I’ve learned one thing, it’s the power of telling a good story to show the talent of a current or potential manager or leader through action, instead of asking possible employers to take their word for it.

Still looking for the right management role for you? Search open jobs on The Muse!

What to Know Before Your Management Interview

Before we get to the common questions for management interviews, let’s start with a few things you should know going in.

You Should Be Ready to Tell Stories

Once, while preparing a mid-level manager to interview for a managing director role, I asked her, “Which acts of leadership are you most proud of?” Her first instinct was to answer generically: “We’ll, we’ve met almost every deadline for three years in a row.” But when I pressed her for specifics about how she’d succeeded as a leader of people , she had a much more compelling and informative answer:

“I once had this really talented direct report who was always late. Timeliness is one of our company’s core values, and the employee and I discussed and tried to troubleshoot the issue many times. He would improve, maybe for a week. Senior management noticed when he arrived late twice to company-wide meetings. I didn’t know what to do. The thought of firing him really upset me, because he was talented.

“Then, I had an idea. I asked him to take charge of the morning staff meetings: to review and organize the agendas the night before, introduce the main topic and structure, and manage the time at the meeting. It was risky to reward someone who wasn’t following the rules, but frankly, no one else wanted the job. He embraced it and showed up on time religiously, knowing that the team was depending on him.”

This manager’s story revealed her ingenuity in dealing with people, playing to their strengths, problem-solving, and working with a team. The ability to convey so many details to your prospective employers is why storytelling is the most powerful tool in your interview kit.

As you prepare for a management interview, mine your work experience for management and leadership wins. Even if you haven’t been a manager before, you’ve still demonstrated leadership in training others, managing projects, motivating colleagues, contributing ideas, thinking strategically, and holding others accountable. Take some time to reflect on your work experience and jot down significant moments when you led. These are the basis for your stories, which should reveal one or all of the following:

• A time when you influenced and encouraged others (and how you approach influencing and encouraging others in general)
• A time when you and a team were successful and what your contribution was
• A time when your problem-solving and/or delegating skills directly impacted a coworker, team, or initiative

Make Sure You Highlight the Right Skills

Consider what skills are required for the job you’re interviewing for and especially focus on the stories that show you developing or using these skills.  Lay out your stories in a coherent way by defining the problem, explaining how you arrived at a solution, and describing how you implemented it. Once you’ve collected  a handful of tales , you’ll be able to easily modify them to answer different interview questions in a way that demonstrates your management and leadership chops.

Remember that management across most functions and roles largely involves prioritizing and delegating,  time management ,  problem-solving , and  organization . Be sure to showcase those skills in your stories.

And even if a company is extremely focused on having their managers drive the productivity of their staff to “hit the numbers,” you’ll still need  soft skills , such as  emotional intelligence or  interpersonal skills , to manage and inspire your team to get there. Empathy and sensitivity are increasingly valued workplace traits. Show your capacity for them.

Confidence Is Good, But Don’t Over-Rehearse

Thorough preparation will help you feel confident and confidence will help the interviewers see you as a leader. But be careful not to over-rehearse exactly how you will tell your stories. You shouldn’t present as overly polished in your interview, says Alli Polin, a leadership expert and founder of Break the Frame Consulting. “The company wants to understand your philosophy and leadership style—not [be presented with] answers learned by rote.” A hiring team is looking for managers and leaders who are relatable and can think on their feet. And rehearsed speeches can come across as inauthentic.

Diversity, Equity, and Inclusion Are Likely to Come Up

In addition to developing their interpersonal skills, managers must be familiar with DEI principles and resources and why they matter in the workplace. Be sure to go over these and be prepared to  speak about diversity, equity, and inclusion in an interview .

Keep all of the above in mind as you prepare for the following questions you’re likely to get when interviewing for a management position.

• Walk Me Through a Project You Led and What Made It Successful.
• How Would You Describe Your Leadership Style?
• Tell Me About a Decision That Was Difficult to Make. Did You Consult With Anyone?
• How Have You Successfully Delegated Tasks?
• How Do You Establish Priorities for Yourself and the People You Supervise?
• What Is Your Leadership Approach to Managing Diverse Teams and Being Sensitive to and Inclusive of All Your Staff?
• How Do You Give Feedback and Hold People Accountable?
• Describe a Time You Managed an Employee Who Was Struggling or Causing Strife.
• What Is Your Ideal Vision for Company Culture and How Have You Upheld Company Values in Prior Roles?
• What Are Your Plans for Your Team’s Professional Development?

1. Walk Me Through a Project You Led and What Made It Successful.

When asking this question, interviewers are looking for your knowledge of people and project management as well as communication skills. It should be easy for you to think of the most impactful project you led to answer this question, but a story will truly demonstrate your abilities. Saying something like, “We had a goal to acquire 3,000 new customers by March and we hit it,” reveals a great win, but no leadership skills. Your answer, like the story in the last section, needs to spell out what you specifically did to influence the successful outcome. The more specifics you include, the better able the interviewer will be able to see your talent and impact.

Here’s an example answer:

I was recently in charge of designing a marketing strategy for a premium version of our top-selling hiking shoes for new and existing customers on a short timeline. I led the team through several brainstorming sessions on potential campaigns, and since we were on a tight schedule, I laid out the exact type of ideas we were looking for ahead of the meetings and kept a close eye on the clock to make sure the discussions stayed on topic. We came up with three campaigns we wanted to pursue, then laid out each step of all three to really break them down and see if we could implement the work on time. It became clear that if we wanted high-quality execution, we could either hire temporary people or implement two of our three ideas by the deadline. It was tough, but I chose to only focus on two with the existing team rather than risking not finding the right people to help us on short notice. To me, quality always wins over quantity. I consulted with the project manager and the team to determine who was in charge of and responsible for each part of the campaigns. Together we developed key performance indicators (KPIs), such as how many customers we wanted to reach and how many interactions would lead to direct sales. Additionally, each team member came up with two personal goals, such as: ‘to reach out to colleagues more for input’ and ‘to slow down when I’m rushing so I don’t make a mistake.’

Lastly, we agreed that if someone was falling short of their deadlines, they needed to let the rest of the team know through our project management software and we could discuss the best way to proceed from there. Because we were all so clear on what needed to get done, who was doing what, and where they were in the process, we managed to accomplish our first set of goals ahead of schedule and the campaign ultimately exceeded our original sales goal by over 10%. It really helped me see that being thorough and deliberate about my expectations, making tough but realistic choices about what we could accomplish, and outlining priorities and clear goals were tremendously effective strategies.

2. How Would You Describe Your Leadership Style?

Sometimes it seems that there are as many formulas and paradigms for describing leadership styles as there are people to lead.  This article reveals eight different styles, but to make it simple, I’ll provide four that I like to reference:

• Direct : when leaders know what they want, outline their expectations, and are not afraid to speak up or confront others
• Relational: when managers lead by forming strong connections with others
• Visionary: when leaders have big ideas and easily find out-of-the-box solutions
• Operational: when managers are focused on the processes of how work gets done

As a leader you might have two or even three blended styles, but for this question, you’ll want to talk about the style you use most and give examples of when and how it has worked to get people motivated and essentially do their work more efficiently. For example, a relational leader I know wowed her interviewers with a story about an employee who suddenly started complaining frequently. Instead of addressing the employee’s complaints directly, she simply asked, “Why now?” The employee broke down and shared her fear that the workload was too much. Together they came up with a step-by-step plan for prioritizing her tasks, getting help from coworkers and, ironically, taking more structured breaks. The employee is now more motivated than ever, and comes to the leader with problems she can’t solve herself quickly rather than letting them build. The leader’s new bosses later told her that they were impressed with what this story said about her capacity for listening and empathy.

Read More:  How to Answer “What’s Your Management Style?”

3. Tell Me About a Decision That Was Difficult to Make. Did You Consult With Anyone?

Managers are always making decisions, including really tough ones like firing employees who aren’t working out, redistributing work when someone falls ill, making budget cuts, reporting to upper management that a project has failed, or promoting one person over another, to name a few. Interviewers want to see that you’re up to the task.

It’s also useful for hiring managers to see that you include others in your decision-making, rather than trying to make all the decisions by yourself. Work cultures are trending away from an overly hierarchical, top-down, command-and-control style of leadership. And a leader who relies on the input and expertise of subordinates and others in decision-making, also known as a collaborative leader, is often more effective and inclusive than those who do not.

For this question, you’ll want to recap the difficult decision, share your thought process around how and why you came to the conclusion you did, and tell the interviewer what actions you took, including who you consulted with along the way. You can sum it up by sharing the results of your decision-making for the team or project. For example, if you fired someone, was it due to an immediate ethics breach or a long, slow haul of inefficiency that included many conversations with the employee but failed to result in better performance? Was consultation with any staff, board, HR personnel, or outside counsel about your decision useful to you in making it? And how did the team operate after the person was let go? Was it a struggle to fill the gap? What did you learn or take with you?

Read More:  What Interviewers Want to Know When They Ask You to “Describe a Time You Had to Make a Difficult Decision”

4. How Have You Successfully Delegated Tasks?

Managers have to be cognizant of how work is distributed throughout their team. They need to know the details of who does what and who has authority over final decisions in shared tasks—plus they must make sure that these things are clearly communicated. For example, who needs to see the contents of an email communication before it gets sent out? And does the email manager or communications director have final say if they disagree on something in the message? Hiring managers, in addition to seeing that you understand the importance of role clarity—that workers know what their job is—want to be sure that as manager you don’t attempt to take on the entire workload as a way of making sure it gets done, but rather that you’ll effectively distribute it to your reports.

Your story for answering this question could include what you did at a time when the workload was very heavy and you helped the team distribute the work and collaborate, what you did when there was a gray area as to who did what and how you helped straighten it out, or what you did at a time when a deadline was approaching and the team needed additional resources. Companies also want to see that you work to understand the dynamics of your team—who excels at what tasks, who can handle more work, who needs more time off, and who needs tasks that will challenge them to grow, for example.

Here are some things not to do when answering this question:

• Complain about a boss who couldn’t delegate
• Tell stories about how difficult distributing work can be without saying how you’ve solved this problem
• Fail to acknowledge the complexities that are sometimes involved in delegating

5. How Do You Establish Priorities for Yourself and the People You Supervise?

Sometimes there are a number of projects taking place at once. Hiring managers know that without clearly agreed-upon priorities, a workforce can become split and frustrated, waiting for key pieces of work in order to be able to complete their own tasks and meet deadlines. So how have you—or how would you—ensure that members of your team know how to organize their day and what to work on first?

For this question, you can share a story about a time you needed to establish priorities for yourself at a past job. How did you decide which tasks to attend to first? If you’ve led a team or been a project manager, what criteria have you used to determine priorities for the team and how did you communicate them? Make sure the story is representative of your leadership style: For example, do you tend to let each worker figure it out on their own or with each other first and come to you with questions or do you step in from the get-go? Does it depend on the employee or situation?

And you can add specifics: What software or tech do you use for project management and when do you need to reinforce priorities outside of it? Are there daily meetings? How are those run? Have you ever coached an employee on how to manage their time or prioritize their own workload?

6. What Is Your Leadership Approach to Managing Diverse Teams and Being Sensitive to and Inclusive of All Your Staff?

Don’t answer this question by simply spouting off the talking points from your last diversity training. You need to show your interviewers how your values of diversity, equity, inclusion, and social justice play out in the workplace, says Tameka Nikki Andrews, who has managed teams in nonprofits, tech, finance, and advertising; has extensive experience with DEI work; and is now the founder of the creative consulting agency Flannel and Blade. As a manager, you might supervise employees across spectrums of gender, race, sexuality, age, class, and more, Andrews says. So she says companies want to know: “How are you going to make sure that your own biases and narratives don’t negatively impact the way you manage people?” and “How do you effectively create a healthy and productive...team, when everyone is so different from one another?”

As a manager, it is your responsibility to be self-aware and educated on DEI best practices in hiring, performance reviews, and conflict management. “We’ve all seen what can happen if you don’t educate yourself on DEI as a leader,” Andrews says. Leaders with unexamined unconscious biases perpetuate the passing over and/or silencing of people of color, the stealing of ideas (usually by men from women), and the proliferation of microaggressions ranging from sexually inappropriate to racially insensitive comments, to name a few.

Tell a story about how you helped people work across differences by building bridges to different perspectives and communication styles, or tell a story about how you learned about differences through making a mistake.

Do not explain that you don’t pay much attention to these issues because you are “colorblind,” are more focused on hitting goals, or were taught to tolerate other people’s opinions—even if those opinions are harmful to others.

Read More:  8 Interview Questions About Diversity and Inclusion Every Job Seeker Should Be Able to Answer

7. How Do You Give Feedback and Hold People Accountable?

In addition to making sure that your team gets their work done and that it’s high quality, managing means that you will continually be learning new ways to help people be better at their jobs. As a manager, you’ll be leading performance reviews and challenging employees to grow. So for this question, think back: When it comes to giving feedback, what have you done that works? How did someone take feedback that you gave and make an improvement in their performance, and how did that improvement impact the team or initiative at large? Particularly if you haven’t managed anyone before, you can use an example from times you’ve given feedback to a coworker or even a superior.

You can describe how you were able to keep a team on task and how you’ve held people accountable for their deliverables. What tricks have you learned to help people work smarter and what system(s) have you used to track improvement or lack thereof? If holding others accountable has been difficult, as it was for one seasoned leader I worked with whose employees had different ideas about the flexibility of deadlines, what resources have you relied on to help you solve the problem, such as consulting with mentors or coaches or reading up on the latest trends in employee management, as this leader did?

This is also a time in the interview when you can share your overall leadership philosophy—about what you believe makes people tick, what constitutes effective communication, and how to get the best out of the people you manage.

8. Describe a Time You Managed an Employee Who Was Struggling or Causing Strife.

When asking this question, your interviewer wants to know if you can handle a sensitive situation and how you’ll go about it. The story about the chronically late employee who came on time once he took on a new responsibility (shared at the beginning of this article), is a great example of how to answer this question, as it showcases the manager’s innovation in people management.

In your preparation for the interview, think of at least two people you’ve worked with who struggled or disrupted a team’s work in some way and how you dealt with the difficulties—then choose which situation better exemplifies your management skills and style and makes sense in the context of your conversation. For example, I know a leader who might have talked about the time they inherited a team on which two employees’ division on a hot-button issue created an unmistakable feeling of tension at every meeting, and the leader had to quickly figure out how to repair the rift before it derailed the team’s work.

Ask yourself: Were the issues about skills gaps, personality differences, attitude problems, work ethic, inappropriate behavior, or other types of noncompliance? When you share your story, make sure to describe the employee’s struggles or behavior and the impact it was having in the workplace, followed by how you reflected on and dealt with the issue, including what the final outcome of your intervention was. You can name a difficult behavior, but don’t disparage the worker, by saying, “They were a real pain in the neck,” or anything else about them as a person.

Your example also doesn’t have to result in a fairytale ending where everything works out perfectly. Some employees’ performance or behavior will improve only marginally. And if an employee continued to have or cause problems in the workplace, termination could be a perfectly fine end to the story as long as you thoroughly explain why and what steps you took. A story ending with an employee being let go can show your ability to assess the right staff and/or follow through on ethical standards on behalf of the company.

9. What Is Your Ideal Vision for Company Culture and How Have You Upheld Company Values in Prior Roles?

“Culture” can be like “leadership”—everyone seems to have their own, slightly original definition. I generally refer to culture as an ideal way that a group agrees to act in accordance with shared values. For example, the company Bridgewater Associates is known for its culture of “ radical transparency ,” which means that giving feedback to anyone at any time is not only acceptable but expected, regardless of role or seniority.

Companies “want to know your view on organizational culture to ensure you’re a strong match for the direction they’re heading,” Polin says. In other words, a company will compare your personal vision of an ideal culture with the culture they want to uphold or create to assess if you’re a match.

So to answer this question, reflect on the behaviors, environments, and values that you believe help groups work best: Is there scheduled company time for socializing because you believe it helps build teamwork? How should people approach difficult conversations? Does everyone need to be involved in every decision? Have you ever participated in establishing a company-wide values, ethics, or culture statement?

Depending on the exact question you were asked, you might go on to discuss how you’ve upheld company culture and values. How have you ensured that company values are upheld in interactions—for example, have you spoken up when something didn’t seem right? How did you foster company values in your direct reports or your colleagues? The ability to translate values into action requires loyalty, awareness, and commitment—traits that are invaluable to a company.

10. What Are Your Plans for Your Team’s Professional Development?

The best managers are not just invested in their teams’ present, but in their future as well, and interviewers want to see that you’ve thought about how your employees can continue to learn and grow.

Being able to truly support individual employees in their professional growth means you have to get to know them. The only way to learn of your staff’s potential is to be an observant leader, looking out for their strengths and opportunities for improvement. This takes time. You can make it clear that in order to answer this question fully, you’ll want to be able to see your staff in action for at least six months before you can determine what training would benefit them most.

Then you can give some examples of what professional development you might suggest. To answer this question you should be familiar with the relevant industry conferences, certifications, and trainings and what they offer. Take the time to learn which ones are best suited to the organization and position you’re interviewing for and why. Get specific about what you’d want each role on your team to get from the possible development opportunities you suggest: What do you want your customer service employees to learn about conflict resolution and why? Do you want your team to be proficient at public speaking and to what end?

You can also share any past experiences of supporting employees taking on a training or advanced education and how it impacted them, the team, and the company. What were the benefits? Were there any pitfalls to watch out for, such as it impacting their ability to handle their workload in a timely manner because they missed meetings to attend classes? Did they develop a new skill, such as video editing, and then leave the company to do more of it elsewhere? If you’re not an experienced manager, you can share what professional development training you’ve benefited from in order to vouch for why you think it’s useful for staff.

After you’ve taken the time to reflect on how you’ve embodied all the aspects of being a manager—leading, delegating, prioritizing, holding people accountable, helping others learn and grow, and more—whether or not you’ve actually been one, there’s one more thing to do: relax. So many situations in your life, at work and otherwise, have prepared you to be in charge. If you’ve taken the time to look back on many of the moments that got you to this one, you’re on your way to acing your next interview for a management position.

And don’t forget, Polin says, that while a company is interviewing you, you are also assessing if they are a good match and if this is where you want to spend the next phase of your career.

17 Questions for Project Kick-Off Meetings + Checklist

As I’ve got older and more experienced, I’ve also got lazier when it comes to preparing for project meetings. Recently I was completely caught out when I checked my diary in the morning. That afternoon I had four external people coming in for a meeting that I had forgotten about!

It was an informal pre-kick off meeting for something that might turn into a project. I had a couple of hours to prepare which was plenty, but it made me feel a bit uncomfortable. It could have been worse — at least the meeting wasn’t at 9am.

We talked through the bare bones of what they wanted to do and I think there is something there. The next step will be properly initiating the project.

In this article, we’ll talk about what you should include in that kind of meeting: the project kick off meeting.

But first, let’s talk about the project initiation phase and what needs to happen at the start of a project to set it up for a successful finish.

The project initiation phase

You kick off the project through the project initiation phase. This is where you get all the information together to work out exactly what it is you are supposed to be doing, by when, with whom.

It’s the very first part of the ‘real’ project, after the business case is approved but before the work starts.

How long is project initiation?

There is no simple answer to how long the project initiation phase should be. On a small project, you could finish project initiation in a morning, following a chat with one other person.

On a big project, you might run multiple workshops with various different groups of stakeholders, each getting you closer to understanding the full project scope and objectives of the project. That could take a couple of weeks.

And you might need extra time to build your project plan and schedule after that. Project managers would call the planning phase a different part of the project lifecycle, but sponsors don’t see it that way in my experience.

They see ‘person doing thinking and planning and not delivering anything’ and ‘the ‘doing’ work has started’. They don’t much care about the specifics of how to manage a project as long as someone is doing the work in a noticeable way for them.

Don’t let anyone tell you are taking too long for project initiation. It takes as long as it takes. When you feel ready to start properly planning, then initiation is over.

What documents are created in the project initiation phase?

The business case should have been completed before project initiation.

During initiation, you are creating the project charter and any other essential project documents .

Read next: The project documents (and templates) you need to manage your project .

Your pre-project questionnaire

I’ve prepared a list of essential questions to ask when starting a project. These are questions to use in your project kick-off meetings, and during the initiation phase so you fully understand what needs to happen.

Here they are:

• Why is this project important?
• What’s the problem you are trying to solve?
• What are you expecting the project to achieve? What do you see as the high-level objective?
• Have the project’s requirements been documented yet? If so, where? By whom?
• What’s the solution that has been agreed upon, if any? What analysis was done about the proposed solutions?
• What are the project’s success criteria? (Read more about success criteria in my definitive guide to project success criteria )
• How does this project tie back to company strategy?
• How is this project going to be funded? Have all the funds already been secured?
• What are the constraints?
• What is most important: time, cost or quality management ? Or would you rank something else as the defining measure?
• Who benefits from the project?
• Who are the other stakeholders ?
• What is in scope?
• What is deliberately out of scope and why?
• What internal and external dependencies should we be aware of?
• Have you done this sort of project before? If so, who can I talk to in order to learn about their experiences?
• What risks are you aware of already? How risky do you think these risks are? What do you think of these risks I know about already?

As you can see, there is a mix of project planning questions and other pre-project questions in the list. These are what I would typically ask during a project initiation meeting.

The questions related to project funding should (in theory) have already been sorted out as part of the business case. In fact, most of the answers to these questions should have been asked at business case time.

And sometimes, the funding isn’t secured, even though the business case is approved — or you only have funding for part of the project.

You might ask different stakeholders different questions, so pick and choose from the list depending on who you are talking to. I would run a series of individual one-to-one meetings and also a team kick-off event.

Consider using transcription software to capture everything discussed in your meeting.

The project initiation meeting

The project initiation meeting is a meeting you have at the beginning of a project to set expectations for the rest of the work.

You might call it a kick-off meeting (I do, sometimes, as it sounds less formal and therefore less daunting for people who will be attending).

Who attends the project initiation meeting

The core project team will normally attend the project kick-off meeting. This includes:

• You, as the project manager
• The project sponsor
• The key day-to-day customer representative, assuming the project sponsor is so senior they won’t actually know how the processes or systems work in detail
• Anyone else who will be working regularly on the project team.

If you are going to use a legal person to draft a contract mid-way through, you wouldn’t invite them to this meeting. The objective is to get the right people in the room so you can all agree on what is going to be done and how.

The initial meeting could be just you and one other person, or you might have a packed meeting room. It just depends on what it is going to take to get the work done.

You might choose to run several different meetings, each with different attendees, focusing on a different topic. Then you’d combine the output of each meeting so you’ve got a complete view of everything that affects project initiation.

Project kick-off meeting agenda

I have another article with detailed guidance on how to create a meeting agenda , but there are definitely some specific topics you’ll want to include in a project initiation meeting agenda.

An agenda for a project initiation meeting looks like this:

Don’t assume everyone in the room will know each other or have worked together before. Take time to introduce everyone and state their roles and what they will be responsible for on the project. This conversation is also useful to feed into creating a roles and responsibilities template for the team and a RACI matrix .

Equally, don’t assume everyone has worked on a project before. You might need to do a ‘what is a project manager and what will I be doing’ introduction to your own role.

Get the project sponsor to talk about the project objectives. Mention key dates, what has been promised and share the highlights from the business case if there was one.

The point of this is to set the project in context, so link it back to the company’s strategic objectives. This helps people understand why they are working on this thing. When people understand why, they are more likely to actually do the work.

Talk about what it is you are going to be delivering. Be specific. Talk about what you aren’t delivering too.

Talk about how you are going to get the objectives delivered. You aren’t doing detailed planning in this meeting. It’s more about ensuring everyone is on the same page for the way the work is going to happen.

For example, if you are going to use Agile methods , make sure everyone is aware of that. If they haven’t worked with Agile before, you might need to do some follow-up sessions to help them understand what it means to work in an Agile team.

That’s a meeting that can be planned for early on in the project — as soon as possible, really.

Set expectations for weekly/monthly reporting, team meetings, time recording, and anything else you need the team to be on the same page for. Layout the time scales for updating you with progress on tasks.

You can even outline what the agenda of the weekly team meeting will be, or what you expect to be discussed in the standups .

If you use project management software, talk about how it works and how you expect others to use it (if you do). Generally, I don’t expect the rest of the team to input data directly into our project management tools, but you might need to explain to them how to do that or set them up with a login.

If your team has to track their time spent on the project, then make sure they know how to do that too. This isn’t the right time for a lesson in how to use the time tracking software, but note down who needs help with that and schedule some time for them to get some training or support before they need to start using it.

Normally, your next steps will be to do a planning workshop with the people who will be doing the work. Get the people in the kick-off meeting to tell you who needs to be involved in that from their areas.

You’ll have been writing down next steps and actions as you go, so summarize what you’ve noted down. For example, any follow-up meetings or training, or providing logins to people so they have the tools, skills, and access they need to do their work.

Any other business. Give people enough time to ask questions and raise additional points that haven’t yet been covered.

You can also confirm the date and time of the next sessions, for example, your first weekly team meeting, if you haven’t already covered that in the next steps.

The AOB section of your meetings should get shorter over time as people get used to how to bring up topics for the room’s attention, but you should always include it in case there are things you have forgotten to discuss.

Typically, the actions from AOB are to make time to have further discussions, so note that in the action summary of the meeting.

During your meeting, you should aim to answer the questions from the pre-project checklist above, where you haven’t had those responses from your one-to-one meetings with stakeholders.

Should you invite the client?

If you are doing a project for an external client, you might want to think twice about having them along to your first project initiation meeting with your internal team. It might not be appropriate for them to be there.

However, you should have a kick-off meeting with the client. If you work in an agency environment where you are approaching the client kick off with a statement of work to discuss, and so on, then read this guide to project initiation from The Digital Project Manager . My experience is all on in-house projects.

After the meeting, capture and circulate meeting minutes to record the important points.

The most important project question

I always ask people: Is there anything else you’d like to add? Since I started asking this question when interviewing people for this blog or just in the course of my normal job, you’d be amazed at what gems of information come out.

Don’t assume that because you are a project manager you know what to ask! When asked an open question, people give you lots of other information that you wouldn’t otherwise have got. Try it!

Once you’ve carried out your kick-off meeting, and go through project initiation, the next stage of the project lifecycle is planning. As you think about how to get the work done, consider how to avoid common scheduling mistakes, so you and the rest of the team know exactly what to do.

For more guidance on how to manage project initiation, check out my ebook on the topic: The Rebel Project Manager’s Guide to Project Initiation & Scheduling .

Pin for later reading:

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

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• The 9 Questions You Should Ask a Company's Management Before Investing

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9 Major Questions Investors Should Ask Management

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Participating in an investor conference call can provide you with a sense of comfort in your investment decision. Alternatively, it may encourage you to walk away and drop the stock from your portfolio. There are many benefits to having a one-on-one conversation with those at the head of the corporations you invest in. For example, you can receive information without a middle man, sense whether management's voice is unsteady or suspicious, and build a rapport with the managers of the company.

Key Takeaways

• These questions will help you determine whether you want to put your faith and money into a target company.
• A question that prompts the manager to speak about where they see sales trending in the next 12 to 24 months will give investors a good glimpse of the opportunities and the risks that could present themselves over both the short-term and the intermediate-term.
• A question that prompts the manager to speak about the best use for cash on the company's balance sheet may indicate whether the company is planning a merger or acquisition, if it will use its cash to buy back common shares in the open market, or if it feels it's better off saving cash for future expansion.
• A question that prompts the manager to speak about the emerging competitors in the industry in which the company operates will let the investor know who the competition is, and/or who it may be in the future.

In the past, earnings conference calls were only made available to analysts and institutional investors. However, thanks to the accessibility of the Internet, almost all public companies allow individual investors to listen in on the call. Here are nine questions for management that will have the CEO doing more than delivering the company line. These questions will help you determine whether you want to put your faith and money into a target company.

The 9 Questions You Should Ask a Company's Management Before Investing

Where do you see sales trending in the next 12 to 24 months.

This time frame will give the investor a good glimpse of the opportunities and the risks that could present themselves over both the short-term and the intermediate-term.

Because this is an open-ended question—and not a simple "yes or no" or one-word answer question—it allows the manager to give a broad response. Perhaps they will touch on a variety of issues that could prove valuable to the investor's decision-making process.

What Are the Risks Associated with the Sourcing of Raw Materials or Holding the Line on Costs of Services?

This question allows the manager to potentially touch on a variety of factors that could have an adverse impact on raw material or labor costs related to sourcing. The manager's response may give the investor some valuable insight into the future direction of gross margins , which in turn will give some insight into future potential earnings.

Truly savvy investors will compare the answer to this question with the earnings projections that the sell-side is making.

What Is the Best Use for the Cash on the Company's Balance Sheet? How Does the Company Plan to Raise Capital in Order to Fund Future Growth?

The manager's answer to these questions may indicate whether the company is planning a merger or acquisition , if it will use its cash to buy back common shares in the open market, or if it feels it's better off saving cash for future expansion. This information is particularly valuable because it may alert the investor to potential catalysts that could drive the stock higher (or to potential risks that could depress it).

If you're asking about future growth, you should be looking for a response that would indicate that the company is taking steps to improve its place in the market. If the company isn't growing and is losing cash, then you know what kind of performance to expect.

Who Are the Emerging Competitors in the Industry in Which You Operate?

This question will let the investor know who the competition is, and/or who it may be in the future. It may also alert the investor to new products/services that may be coming to the market, which could impact the company at some point down the road. Consequently, management may also disclose plans on how it plans to deal with these emerging competitors.

What Part of the Business Is Giving You the Most Trouble Now?

The answer will identify potential weaknesses in the company's organization and provide some insight into future earnings. For example, if the manager indicates that Division XYZ was forced to pay more in the current quarter for its raw materials because of a supply problem (and the investor knows that Division XYZ makes up 40% of the company's total revenues), the investor could assume with reasonable confidence that there may be a near-term earnings shortfall .

Keep in mind that identifying problem areas are just one part of the equation. It is far more important to hear what the company plans to do to resolve the problem area(s) in both the short and long term.

How Close Is Wall Street in Terms of Estimating Your Company's Earnings Results?

With this question, the investor is asking if the company will meet consensus estimates . Think about it. If the manager answers that "The Wall Street analysts typically underestimate us," the implication is that they'll keep on doing that and there could be some upside to future earnings.

Conversely, if the manager comments that "The analysts are sometimes a little too optimistic," the implication is that there could be an earnings shortfall at some point in the future.

What Part of the Business Do You Think Is Being Ignored That Has More Upside Potential Than Wall Street Is Giving It?

This question will also lead the manager into revealing more about the company's positive points. It will probably inspire a long answer from the manager, who will undoubtedly love talking about the positive aspects of the company that aren't being represented in the media.

The manager's answer will also likely reveal the source of potential upside earnings surprises , which is important because it may potentially allow the investor to buy into the stock before the impact (of the earnings) is actually reflected in the share price.

Do You Have Any Plans to Advance or Promote the Stock?

Knowing if and when management plans to promote the stock to individual and/or institutional investors is invaluable because the savvy investor (assuming they like the company's fundamentals) can buy into the stock ahead of what could be a large amount of buying pressure. Individuals looking to time entry or an exit point in the stock may also find this particular question to be valuable.

What Catalysts Will Affect the Stock Going Forward?

Again, this is an open-ended question, so the manager is likely to give the investor a wealth of information. In some cases, the manager might highlight the potential for new analyst coverage, the possibility that the company may have a stronger year than most are expecting, or plans to promote the stock. Conversely, the manager might yield information about negative catalysts that could adversely impact the share price.

Having one-on-one conversations with managers is a terrific opportunity to garner timely, valuable information. Remember, all of the information you receive from these managers is readily available elsewhere for the public to find, but the information that you glean from hearing how they answer the questions according to tone and speed will say more than any earnings report could.

So go out there and be proactive. Call your prospective investment's company managers and participate in conference calls. And don't forget to ask plenty of questions! You'll be happy you did.

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20 project manager interview questions and answers

Landing a project management interview is a big accomplishment. But you’ll only get a chance at the job if you prepare for the interview properly. In this article, we cover some of the most common project manager interview questions and answers so you can ace this interview and get hired.

Take a deep breath—we’re here to help. If you have an interview for a project manager position coming up, this post is for you.

What does a project manager do?

Before we dive into common project manager interview questions, let’s take a look at what a project manager actually does. 

The title project manager has changed significantly over the years. Initially, project manager roles were highly specialized technical positions, and project managers themselves were certified in complicated, complex project management tools. Luckily, modern project management tools have made project management accessible to a broader variety of roles—and now, more often than not, a project manager is less focused on the technical element and more focused on aligning stakeholders, driving clarity, and hitting project goals. 

The definition of project management varies between companies, departments, and positions. For example, at Asana, we believe that if you’re managing projects, you’re a project manager, regardless of your job title. 

To get a sense of what your interviewer expects from you as a project manager, study the job description closely to understand the main responsibility of the position you applied for. Is it people management, cost management, risk management, program management , or something entirely different?

If you know what exactly this project manager job will entail, you can use this information to better prepare for the interview. This will also help you figure out which of the questions and answers below are going to be the most helpful for your interview prep.

1. Tell me about yourself.

While it’s technically not a question, more often than not, this is going to be the first thing an interviewer wants you to talk about. Think of your answer as your elevator pitch—this is your chance to briefly summarize who you are, why you’re here, and what makes you the best candidate.

What the question means: For the interviewer, it’s a great way to ease into a conversation, give the candidate a chance to settle in, and give a first impression. The interviewer wants to find out who you are as a person and why you’ve applied. 

How to answer: Briefly explain your last project or current position. Then name a few project planning skills you’ve learned in your previous job and how they’ve prepared you for this position. Stay positive, be truthful, and let your passion shine through. 

What not to say: Don’t just restate your resume. The interviewer has that right in front of them. Tell them something they don’t know and can’t find out from your resume alone. Also, keep it professional and read the room—not every interviewer cares about your new puppy (unfortunately).

2. Do you have experience working from home and managing a remote team?

Since working from home has become the norm for many companies, it’s possible that you’ll have to manage a fully remote team either now or in the future. Project manager positions are often team leads or project leads, so your interviewer may want to learn more about your experience in this area.

What the question means: Virtual managers face more challenges than managers who share the same office space as their teammates. The interviewer wants to find out if you have previous experience managing virtual teams .  

How to answer: If you have experience managing a remote team, that’s great! Talk about some of the challenges you’ve faced not being in person and how you overcame them. If you don’t have a ton of relevant experience, talk about how you can use project management tools and team bonding exercises to connect, communicate, and collaborate with remote teams.

What not to say: Don’t downplay the challenge of keeping virtual team members motivated and engaged. Your interviewer needs to know that you take team morale seriously and understand what it takes to connect with your team in a remote world.

3. How do you keep your team motivated?

If your project team doesn’t feel motivated, they’ll struggle to complete their high impact work. This can cause project delays and lack of quality in your deliverables. As a project manager, one of your responsibilities is knowing how to keep your team motivated and moving towards the project objective .

What the question means: The interviewer wants to find out what your tactics are for keeping a team engaged and motivated. 

How to answer: You can start by describing the work environment you hope to build for your team. Besides a place where teammates feel valued, seen, and understood, it’s also important to set transparent goals and expectations for your team. Explain how setting realistic project milestones doesn’t just keep the project on track but also fosters effective teamwork.

What not to say: Don’t talk about monetary rewards like raises or promotions. Teams that complete their work for extrinsic motivation only aren’t going to feel as fulfilled as teams that feel intrinsic motivation to perform well.

4. What is your leadership style of choice?

There are several different leadership styles out there and while some may be more popular than others, there is no right or wrong leadership style. In fact, your team members may benefit from different leadership styles depending on their unique personalities, the projects they’re currently working on, and the challenges they’re facing. 

What the question means: While the terms leadership and management are often used interchangeably, not every manager is a leader and not every leader is a manager. If the interviewer asks this question, they’re probably looking for someone who can be both—so it’s important that you know what your leadership style is. 

How to answer: Be sure that you know what different leadership styles entail. Know the risks and benefits of your leadership style so you can confidently answer follow-up questions about your specific leadership skills, like:

As a democratic leader , how do you ensure that your team still trusts you when you make a decision without their input?

How do you approach conflict resolution as an affiliative leader?

As a transformational leader, how do you combat pressure your team may feel because of your constant involvement?

What is your communication style as a transactional leader ?

As a laissez-faire or delegative leader, how do you keep your team on track?

What not to say: Don’t wiggle your way out of the question by simply saying your leadership style depends on the situation. If that’s true and your leadership style is in fact situational , talk more about how you adapt your style and give examples of when you’d apply a supporting, coaching, delegating, or directing style.

5. How do you communicate bad news with your team?

Part of your job description as a project manager will be to deliver news to your team—good and bad. Whether you’re managing people or projects, at some point, you’ll likely have to relay bad news to your team.

The way you handle sticky situations, like communicating that you’re not hitting a project’s goals or are losing funding for an exciting initiative, will be a reflection of how qualified you are to be a manager.

What the question means: The interviewer likely wants to find out if you have both the integrity and communication skills to deliver bad news to your team without causing misunderstandings or issues.

How to answer: Acknowledge that the challenge of communicating bad news is that you have to balance representing and understanding both the emotional response of your team and the decision of higher-level executives. Explain that the best way to effectively communicate bad news is to prepare yourself. 

Once you’ve prepared and practiced how you’ll deliver your message, you’ll do your best to use direct language when communicating the news to avoid misunderstandings. It’s also important that you set aside time for questions from your team and establish next steps so they feel prepared for what’s to come.

What not to say: Don’t try to answer this question with a positive spin. Bad news is bad news and there’s no reason to sell it as something it’s not. Instead, be realistic and ensure that you show the interviewer that you understand the potential risks and severity of a scenario like this.

6. How do you prioritize tasks?

As a project manager, your workday can change in an instant. New tasks, change requests, or a confused stakeholder who needs clarification right away can throw off your entire schedule. It’s important that you know how to prioritize work if you want to excel in this position.

What the question means: The interviewer is looking for a very direct and detailed answer on how you prioritize tasks. 

How to answer: Explain your go-to time management method . Perhaps you use the Eisenhower Matrix to find out which tasks need to be done right away or can be scheduled for later, delegated to someone else, or deleted altogether. 

Maybe you prefer to eat the frog and get your biggest and most complex task done first thing in the morning. Whatever your preferred method of task prioritization is, quickly explain what it is and give a specific example of how you’d apply it—or better yet, how you’ve applied it in the past.

What not to say: Don’t just say you go with the flow. A skilled manager will use tools and techniques to prioritize tasks by importance and urgency, so make sure to share your go-to approach with your interviewer.

7. How do you define an ideal project?

The answer to this is not “one that goes according to plan.” This question intends to find out more about what type of projects you prefer to work on.

What the question means: The interviewer wants to know what type of projects you feel most comfortable and confident working on. This is not going to be a guarantee that you’ll get the kind of project you describe but it’s going to give the interviewer a better sense of your skill set.

How to answer: The best way to answer this question is to be honest. Tell the interviewer what kinds of projects excite you the most. Perhaps you prefer projects that are super collaborative and innovative. Maybe you do your best work when a project is streamlined and there aren’t too many moving parts at the same time. Or you may do really well managing multiple small projects that run simultaneously. Whatever it is that you feel the most passionate about—tell the interviewer. And, if you can, give an example of a specific project you’ve done in the past that was really rewarding for you.

What not to say: Don’t lie and say you can handle any type of project. Even if that’s true, really dig into the type that excites you the most so your answer is more genuine.

8. How do you handle changes to a project?

Projects rarely go according to plan, which is why your position is so important. As the project manager, you’ll be in charge of adjusting the schedule, communicating changes, and adopting them accordingly. 

What the question means: The interviewer wants to know what kind of problem-solving strategies you’re familiar with. Depending on the level of your position, they may also want to know how familiar you are with change management processes .

How to answer: Showcase your ability to adapt to unexpected or uncomfortable situations when answering this question. Convince the interviewer that you’re quick on your feet and have successfully handled project changes before.

What not to say: Don’t be vague. If you’re struggling to explain how you handle changes to a project, give a real-life example instead. This will also show the interviewer that you’ve successfully managed a situation like this before.

9. What project management methods have you used in the past?

There are many different project management methodologies and chances are you’ve used or experienced more than one before. Whether you’re familiar with Agile work environments, the waterfall model, or running teams on Scrum —this is the time to showcase your knowledge.

What the question means: The interviewer wants to find out whether the project management methods you use fit the organization's style.

How to answer: Talk about the project management methodology you’re most familiar with and give an example of how you’ve used it. For example, you could talk about your experience with Scrum teams or talk about projects that you managed using Kanban boards . Explain why you used the given methodology and how it worked for your team and project.

What not to say: Don’t just toss around buzzwords. Make sure that you know what Agile means if you’re going to talk about applying this methodology. Interviewers notice whether or not you understand a methodology so it’s best to be prepared for follow-up questions.

10. What project management tools do you have experience with?

There is an array of project management software available and chances are, you’ve used your fair share of them. There really is no right or wrong answer to this question but you can get a few extra points if you personalize your answer.

What the question means: The interviewer wants to gain a sense of how many and what types of project management tools you’re familiar with.

How to answer: Truthfully answer what project management tools and software you’ve used in the past. If possible, find out what tools the company you’re interviewing for uses. You may find information on their website, on a review site, or get this kind of insight from an employee via LinkedIn. With this information on hand, you can tailor your answer to the tool the company uses and let the interviewer know that you’ve used it or something similar in the past.

What not to say: Don’t judge any project management tools. You may have a favorite (Asana, right?) or even a tool that gives you a headache just thinking about it, but now is not the time to pass judgment. Simply list the tools you have experience with and explain your skill level, if applicable.

11. Do you have experience with cost or budget management?

While not every project management position requires cost management knowledge, it’s a very common interview question for human resources, accounting, or finance management positions. So let’s take a look at the best way to answer it. 

What the question means: The interviewer is curious whether you’ve had to manage costs before and is likely looking for an example.

How to answer: If you don’t have experience managing budgets, be honest about it and let the interviewer know how you’re planning to build this skill. If you have budget or cost management experience, talk about the budget you’ve managed, what you were in charge of, and how you allocated additional resources when necessary.

What not to say: Don’t make up budgets you’ve never managed or talk about how you manage your personal budget if you don’t have professional experience. Being fiscally responsible is not the same as knowing how to manage a project budget. So be honest about your experience and skill level.

12. What motivates you to give your best to a project?

This is an excellent opportunity to talk about a project that went really well and explain why it was one of your best projects to date. Chances are, you were passionate, inspired your team, and led the project to success because you felt so motivated. 

What the question means: Motivation looks different to everyone. The interviewer wants to find out what keeps you motivated to get a better understanding of your personality.

How to answer: Think about what motivates you when you’re working. Is it a great team that loves to collaborate? Do you love showing up for work to solve problems? Do you get excited about learning new things and widening your skillset? Whatever satisfies and excites you to do your best in a project, share it with your interviewer and give an example if you can.

What not to say: Don’t say “money.” It’s obvious that money is a factor in why you’re motivated to show up for work every day but the interviewer is asking this question to find out what other factors drive you.

13. Tell me about a challenge you’ve faced and how you handled it.

As a project manager, you’ll encounter plenty of challenging projects. Share a challenge that turned into a successful project or a great learning experience with your interviewer to prove that you can handle roadblocks or setbacks.

What the question means: The interviewer wants to learn more about your problem-solving skills and how you approach challenges. They’re looking for a specific example.

How to answer: The best way to answer this question is to apply the STAR method. This method allows you to break down a situation into four categories: 

Situation : Start with the situation you were in. For example, explain that your project team suddenly got smaller because two people were out sick for an extended period of time.

Task : Explain how you wanted to resolve the situation. For example, your goal was to ensure that you could still deliver the project on time.

Action : Describe the actions you took to reach your goal. For example, you first tried to get help from another team. When that didn’t work out, you had to outsource some of the simpler tasks to a freelancer to give your team the bandwidth for their work.

Result : Finish with the outcome of the situation. For example, hiring a freelancer allowed your team to focus on the important tasks and complete the project without delays. Plus, you ended up hiring that freelancer for your next project because they did such an amazing job supporting your team.

What not to say: Don’t talk about a personal challenge. The interviewer wants to know how you handle challenges like lack of resources, negative feedback, or project delays. Whether you have prior experience as a project manager or not, we’ve all faced difficult times at work before, so talk about a situation where you showed how well you can handle a challenge.

14. Why are you looking to leave your current job?

Obviously, there’s a reason you’re doing this job interview. And the interviewer is curious what you’re hoping to find here that you’re lacking at your current job.

What the question means: The interviewer wants to find out one of two things (or both): How do you speak of your former/current employer and what motivated you to apply for this position?

How to answer: Instead of looking back at your old or current employer, talk about what excites you most about this new opportunity. Are you excited about the possibility of relocating? Are you looking forward to gaining new skills or taking on more responsibilities? Perhaps you’re looking to improve your work-life balance and feel like this new company is the perfect place to do so. Let your excitement for the new role shine through—that will set you apart from other candidates.

What not to say: Don’t bash your former employer. No matter how dreadful your current or past job is or was, it’s important to look forward and stay positive in your interview.

15. Name three tactics you’ve used to develop and maintain great customer relationships.

Depending on your field, you may have to deal with customers or clients on a regular basis. If you’re skilled at creating and maintaining solid relationships, you’re going to be a great asset to your company.

What the question means: Happy clients or customers are important—the interviewer wants to know if you have more than one card up your sleeve when it comes to fostering meaningful professional relationships.

How to answer: Think about your past customer relationships and what they valued. Did they appreciate your quick and positive communication? Did you make them feel like they were your only client or customer? Did you consistently exceed their expectations? Were you able to understand their goals and speak their language? All of these are tactics proven to build and maintain strong business relationships. 

What not to say: Don’t brag about how great you are with clients or customers. Humility is one of the many tactics that help maintain positive professional relationships so make sure you’re staying humble in your interview to prove you’re capable of this.  

16. How do you inspire underperforming team members?

A successful project manager must be able to motivate their team, and this question probes both your communication and management styles.

What the question means: The interviewer is seeking insight into your leadership skills, specifically how you identify, address, and turn around instances of underperformance within your team. They're interested in your ability to inspire and motivate, rather than just manage.

How to answer: Begin by emphasizing the importance of understanding each team member's strengths, weaknesses, and personal motivators. Share a past experience where you identified the root cause of an underperforming team member, such as a lack of clarity, insufficient training, or personal challenges. Explain the steps you took to address the issue, which might include setting clearer goals, providing additional support or resources, or adjusting project roles to better align with team members' strengths.

Highlight the positive outcome of your actions, such as improved performance, increased team morale, or the successful completion of a project. It's crucial to convey empathy, adaptability, and a commitment to developing your team's potential.

What not to say: Avoid suggesting that underperformance is solely the team member's fault or implying that punitive measures are your go-to strategy.

17. How do you handle changes to a project’s scope, especially in the middle of a project?

This question explores a project manager's adaptability, strategic planning skills, and decision-making process—all of which are critical for managing the inevitable changes that occur during the project life cycle.

What the question means: The interviewer is looking to understand your process for managing scope creep and your ability to maintain project objectives, timelines, and budgets in the face of change. They're interested in your stakeholder management skills, decision-making process, and how you communicate changes.

How to answer: Start by acknowledging that changes to a project's scope are common and can sometimes lead to better project outcomes. Describe your initial step of evaluating the impact of the requested change on the project's timeline, budget, and resources. Emphasize the importance of good communication with stakeholders to understand the reasons behind the change and to set realistic expectations.

Share a past experience where you successfully managed a scope change by conducting a thorough impact analysis, obtaining necessary approvals, and adjusting project plans accordingly. Highlight how you kept the team informed and motivated, managed stakeholder expectations, and ensured the project remained on track. Stress the importance of flexibility, but also of having robust change management processes in place to assess and integrate changes efficiently.

What not to say: Avoid suggesting that you resist all changes to project scope or that you accommodate changes without assessing their impact and obtaining the necessary approvals.

18. Can you describe your experience with Agile project management?

This question targets a project manager's familiarity and proficiency with Agile methodologies, which are vital for managing projects in dynamic and fast-paced environments.

What the question means: The interviewer is gauging your understanding of Agile principles, practices, and frameworks (such as Scrum, Kanban, etc.) and how you've applied them in real-world projects. They're interested in your ability to adapt, collaborate, and deliver value quickly and efficiently.

How to answer: Briefly explain your understanding of Agile project management and its importance in fostering collaboration, flexibility, and customer satisfaction. Then, share past experiences in which you successfully managed projects by applying Agile practices. Discuss how you facilitated sprint planning, guided daily stand-ups, and conducted reviews to ensure continuous improvement and stakeholder engagement. Highlight any challenges you faced, such as resistance to change or team alignment issues, and explain how you overcame them.

It's also beneficial to mention any certifications or training you've completed in Agile project management. This demonstrates your commitment to professional development and your proactive approach to managing projects.

What not to say: Avoid giving the impression that you are unfamiliar with Agile methodologies or that you prefer not to use them, especially if the organization you're interviewing with follows Agile practices.

19. Can you briefly tell us about the last project you worked on?

This question offers a window into your recent project management experiences, showcasing your project planning skills, challenges you've overcome, and ability to deliver results.

What the question means: The interviewer is seeking a snapshot of your project management style, including how you handle project schedules, dependencies, and metrics to ensure success. They're interested in your ability to lead, adapt, and apply lessons learned to future projects.

How to answer: Begin with a brief overview of the project, including its objectives, scope, and team dynamics. Highlight your specific responsibilities, such as planning, execution, stakeholder management, and any particular methodologies or tools you used (e.g., Agile, Waterfall, Gantt charts, etc.). Discuss a key challenge you faced and how you addressed it, demonstrating your problem-solving skills and resilience.

Conclude with the project's outcome, emphasizing any successes or achievements, and reflect on a valuable lesson learned or how the experience has prepared you for future projects. This approach shows your competence, leadership, and ability to reflect on and grow from your experiences.

What not to say: Avoid giving a vague or overly general response that doesn't provide insight into your capabilities or the specifics of the project. Also, steer clear of placing blame on others for any difficulties encountered during the project.

20. What is your experience with stakeholder management, and how do you balance conflicting priorities and demands?

A successful project manager must be able to communicate with stakeholders while balancing conflicting priorities. This project management interview question gauges your capacity to resolve conflicts and prioritize effectively.

What the question means: The interviewer is seeking insight into your ability to engage with various stakeholders, each with their own interests and expectations, and how you navigate the complexities of competing demands and priorities that are a reality in most projects. They want to know if you can maintain a strategic perspective while ensuring stakeholder satisfaction and project alignment with business goals.

How to answer: Begin by summarizing your approach to stakeholder management, emphasizing good communication, transparency, and relationship building. Provide specific examples of how you've identified and engaged stakeholders in past projects. Then, transition into discussing your methods for prioritizing demands, such as using a decision-making framework, leveraging project management tools, or applying negotiation and conflict resolution skills.

Highlight a past experience where you successfully balanced conflicting priorities, detailing the outcome and what you learned from the experience. It's essential to convey that your approach is systematic, adaptable, and tailored to the unique needs of each project. 

What not to say: Avoid suggesting that you prioritize tasks solely based on intuition or without a clear, consistent methodology.

Tips for acing project management interview questions

Knowing what to say is important, but a job interview is about much more than just saying the right things. You’ll want to leave a great impression and make sure that your personality stands out from the rest of the candidate pool (especially in person or via Zoom). Here are our favorite tips to leave hiring managers and recruiters with a great impression.

Understand PM terminology. You should familiarize yourself with common project management terms . That way, when they come up during the interview, you don’t have to ask what they mean first and potentially risk your chances of getting the job.

Practice clarity and confidence. Besides rehearsing answers to common interview questions, work on delivering your answers with confidence and clarity. This includes practicing your body language to make sure it conveys confidence.

Ask for clarification when needed . If a question is unclear or you're unsure of what's being asked, don't hesitate to ask for clarification. It's better to get more information than to answer incorrectly due to a misunderstanding. This also demonstrates your communication skills and attention to detail.

Prepare with real-world examples . Equip yourself with past experiences that demonstrate your project management skills and accomplishments. Tailor these stories to the job description and the skills it requires, showing how your background makes you the perfect fit for the role.

Go get that project manager job!

Now that you know what to say (and what not to say) during your job interview, we’re sure you’re going to nail it. 

And if you land the job, make sure you utilize tools that make your life easier, like Asana’s project management software that’s designed to minimize app switching. That way, you and your new team can keep everything from messages to timelines in one place and focus on what’s really important.

Related resources

How Asana streamlines strategic planning with work management

What is a flowchart? Symbols and types explained

What are story points? Six easy steps to estimate work in Agile

How to choose project management software for your team

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38 Smart Questions to Ask in a Job Interview

And a few to avoid.

The opportunity to ask questions at the end of a job interview is one you don’t want to waste. It’s both a chance to continue to prove yourself and to find out whether a position is the right fit for you. In this piece, the author lists sample questions recommended by two career experts and divides them up by category: from how to learn more about your potential boss to how to learn more about a company’s culture. Choose the ones that are more relevant to you, your interests, and the specific job ahead of time. Then write them down — either on a piece of paper or on your phone — and glance at them right before your interview so that they’re fresh in your mind. And, of course, be mindful of the interviewer’s time. If you were scheduled to talk for an hour and they turn to you with five minutes left, choose two or three questions that are most important to you. You will always have more time to ask questions once you have the job offer in hand.

“So, do you have any questions for me?”

• Amy Gallo is a contributing editor at Harvard Business Review, cohost of the Women at Work podcast , and the author of two books: Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict . She writes and speaks about workplace dynamics. Watch her TEDx talk on conflict and follow her on LinkedIn . amyegallo

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Top Questions Buyers Should Ask during Management Meetings When Acquiring a Company

As anyone who has ever done it before will tell you, buying a company is a process. It can take anywhere from a few months to a couple of years to complete. To reduce uncertainties and understand the business as much as possible, buyers must conduct thorough due diligence and ask the right questions. Finances, potential synergy, liabilities, customer relationships, and key employees are just a few areas that the buyer should consider.

Here are five essential questions buyers should ask during management meetings when acquiring a company.

1. Why is now the best time for you to sell your business?

• There can be a variety of reasons why a business is started. Someone may believe they can improve a process or make a product cheaper. Or they may have just wanted to escape the 9-to-5.
• Regardless of why a business is started, it is essential to understand why the owner(s) is now ready to sell. Age and/or desire to retire are frequently cited reasons for a sale. The owner may be having difficulty with making the financials work and needs a capital infusion or believes he can’t take the business to the next level on his own.
• Sometimes the business is family-owned in which the current owner grew up, but they are not as passionate about the line of work as the founders. (Alternatively, family-owned businesses could have multiple family members who don't get along and want to get rid of it.)

The question behind the question: “Is this a good company to buy?”

2. Which employees are bringing in revenue and which have established relationships with the key customers of the business?

Is it the owner, someone from the management team, or someone else?  Are there strong non-compete/non-solicitation agreements in place should these people leave?

It will be critical to know the answers to these and other questions relating to the major customers of a business. A large part of a company’s value is its customers. Ensuring the customers are retained through and beyond an ownership transition should be one of the number one things a buyer should focus on.

If the owner has critical customer relationships, buyers should consider including an earn-out component to the offer that pays over several years based on meeting specific mutually-agreed performance targets.

The question behind the question: “Are the key customers going to leave when the owner sells?”

3. Who are the key employees? Are they committed to staying with the company after a sale is completed?

Most business owners we represent are extremely proud of what they've built. Generally, the owners are concerned with what becomes of the company and its people after it is sold.   Often one or more of the owners will be interested in remaining with the company after the transition period. This can be a good sign that the business is worth the investment.

In any business, some employees will be more key to its success than others. Identifying and utilizing those key people will help facilitate a smoother ownership transfer. These individuals, often in leadership roles, can have long-term relationships with the firm’s customers/suppliers and be well-respected within the company. Other employees will frequently take their clues on how to react to a company’s sale from these people.

Building relationships with these key employees who have operational and institutional knowledge of the company is an essential aspect of buying a business. A common practice for sellers to help ease potential buyers' concerns is to pay a bonus to key employees if they stay for a certain amount of time after a sale.

The question behind the question: “Will the people who made this company successful still be here in a year?”

4. Why do your customers prefer you rather than others?

Customers come to expect a certain level of service or value in the price they pay. It will be up to the buyer to meet or exceed those expectations after a sale is completed or risk losing those customers. Buyers should also carefully read customer terms/contracts to determine if they can legally fulfill agreements already in place.

Does this business compete on price? Has it grown due to its personal relationships? How does this business differentiate itself from other companies in the marketplace? What marketing efforts have been most effective in growing the business?

These and other questions will paint a better picture for the buyer on retaining the key customers after a sale.

The question behind the question: “What are the competitive advantages?”

5. If you were in my position, what would be your top concerns with purchasing this business?

This may reveal hidden concerns of the owner and/or management down the road. It could be that the seller has a significant amount of older equipment that must be replaced in the next few years, or there have been low investments in raw materials. Pending or potential litigation could also be cause for alarm.

No business is without risk. Although there are possible upsides to risk, the possible downsides should be considered too. In an acquisition where potentially millions of dollars and future legal responsibilities are exchanging hands, buyers should enter negotiations with both eyes open to understand the asset or assets they are buying as much as possible on the front end.

Even if the seller does not reveal any deal-breakers, it may provide a glimpse of how forward-thinking the company is regarding how it anticipates external threats to the organization.

The question behind the question: “Are there any potential economic and/or legal landmines on the horizon that should be avoided?”

Buyers should attempt to dig in on their responses, so they understand what is truly motivating the seller. If the seller is presenting the company as being successful, why are they selling it? Does the owner give any red flags in their answers? Will this company operate successfully without the seller in place? Does the owner have concerns about the future viability of the company or industry?

Buyers will never eliminate all the risks associated with acquiring a company (and that shouldn't be the goal), but by asking the right questions and understanding what the answers they receive could mean, they can reach a comfort level in completing their due diligence so that an informed decision can be made.

Benchmark International Buyer Profiles

Want to be the first to know when new opportunities come to market that fit your acquisition criteria? Create a buyer profile [ https://www.benchmarkintl.com/buyers/resources ] today. While you're there, be sure to check out all the resources we've created specifically for buyers, including opportunities, on-demand webinars, buyer events, and our latest edition of The Mark magazine.

T: +1 (615) 924 8950 E: [email protected]  

Americas : Sam Smoot at +1 (813) 898 2350 / [email protected]

Europe:  Michael Lawrie at +44 (0) 161 359 4400 / [email protected]

Africa : Anthony McCardle at +27 21 300 2055 / [email protected]  

ABOUT BENCHMARK INTERNATIONAL

Benchmark International’s global offices provide business owners in the middle market and lower middle market with creative, value-maximizing solutions for growing and exiting their businesses. To date, Benchmark International has handled engagements in excess of $6B across various industries worldwide. With decades of global M&A experience, Benchmark International’s deal teams, working from offices across the world, have assisted hundreds of owners with achieving their personal objectives and ensuring the continued growth of their businesses.

Website : http://www.benchmarkintl.com Blog : http://blog.benchmarkcorporate.com

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What Is a Sales Cycle and How Do You Optimize It for Consistent Sales?

A repeatable sales cycle helps you deliver value when its needed most so you can close and grow.

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A sales cycle goes from leads to prospects to customers, and along the way, we earn the right to keep talking, listening, and selling. We have to take it one step at a time and do those steps in the right order. It’s why we don’t dive into our product details before we’ve found out the problem they’re trying to solve. And it’s why we don’t send out a contract until we’re sure the right decision-makers are bought in. 

Here’s how to master the steps of the sales cycle, with tips and tricks to help you advance every deal to close.

What you’ll learn:

What is a sales cycle, why is a sales cycle important, what are the 7 stages of the sales cycle, sales cycle best practices, sales cycle management: how software can help, drive pipe faster with a single source of truth.

Discover how Sales Cloud uses data and AI to help you manage your pipeline, build relationships, and close deals fast.

A sales cycle is the collection of sequential stages sales reps follow when converting a prospect into a customer. Think of it like the structure of a deal — the building blocks, like lead qualification and sales calls, that need to be stacked in a specific order so it’s possible to drive deals to close. 

The goal of a sales cycle is to ensure reps are uncovering customer needs and resources they can map to product solutions before ever making a pitch. Sure, every rep wants to win another deal, but first you have to find a mutual fit between seller and buyer. If you don’t have that fit, you don’t have a deal.

The terms “sales cycle” and “ sales process ” are similar, but there’s one important difference. A sales cycle is the “what” and a sales process is the “how.” A sales cycle describes the steps from lead to nurture to close , and a sales process describes your methodology and strategy for getting there effectively. 

A well-defined sales cycle has two key benefits. First, it helps reps take the right actions at the right times, delivering helpful information and resources to prospects when they need them most. This advances the deal to close. Second, having set stages for every sale removes ambiguity and indecision about what step to take next, allowing reps to focus on building relationships.

“When you’ve really got the stages in the right order in your sales cycle down, it frees you up to be connected with your prospect in the moment,” said Elyse Archer, CEO and founder of She Sells.

Without a sales cycle in place, reps run the danger of overwhelming prospects with too much information all at once. Can you imagine getting an email from a sales rep with a pile of links — for a demo, a datasheet, a product guide, and a pricing list? No thanks.

A sales cycle stops reps from playing all their cards at the same time, and guides them to build the relationship one small step at a time. Instead of sending that big scary email, a sales rep following the sales cycle might do this: Reach out to a target prospect on Linkedin, mention a mutual contact to build trust, and ask the prospect to chat over coffee to understand their business better. When they meet, the rep listens intently and asks thoughtful questions to understand the prospect’s pains and goals. This builds the kind of relationship that can’t be forced with a shortcut. That’s the kind of relationship that ends in a sale.

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The sales cycle has seven stages, from customer research to close. While the stages in the cycle may vary slightly depending on your industry, the essential framework is the same. The key is following your cycle stages in order, using best practices in each stage to ensure deals move quickly to close.

Here’s a closer look at each sales cycle stage:

1. Customer research

I often hear that prospecting is the first stage in the sales cycle. That’s a big mistake. If you start by doing customer research, you’ll be able to find and focus on the most promising prospects instead of chasing leads that go nowhere.

To guide your research, define your ideal customer (also known as a buyer persona ). This includes demographic traits like industry and business size, and psychological ones, like the motivations and challenges of target decision-makers. 

Take a look at the characteristics of past customers to get this started, then get additional insights from online research. Set up Google alerts for headlines about companies or individuals that mirror existing customers. Read headlines about target industries in trade publications. Track relevant industry keywords on LinkedIn. All of this will help you paint a better picture of what your ideal customer needs, and where you find them.

2. Prospecting

After doing your customer research, you can start prospecting. This is when you reach out to the people or companies that match your buyer persona. 

There are a lot of different ways to make that first prospecting connection — emails, cold calls , videos, events, and customer referrals. And then, of course, there are social media platforms like LinkedIn.

Start by following companies that fit your ideal customer profile. Then, look for contacts within that company and follow them on the social platforms they use most (likely LinkedIn). Comment on, like, and share their posts to show you’re interested. You can also catch their eye by posting useful content that addresses needs articulated in their posts. If you get a follow back or engagement after you’ve posted, shared, or liked their content, then send them a message introducing yourself and your company.

Another simple, powerful prospecting strategy is to do a Google search with their name and company to see if they’ve been featured in any articles, videos, or podcasts. Read or listen to whatever you find so you can identify a need or pain point you can use in your prospecting outreach . 

A word of warning: Make sure your messages are tailored to each prospect. Don’t rely on the standard “Hey, let’s talk!” Stand out by saying something relevant, like: “I read your post about the new initiative you led last quarter – how did that turn out?” Your prospects will be more likely to respond if you personalize your communication.

3. Qualification and discovery

You’ve made a connection. Now, you need to determine whether the prospect has a problem you can help solve and the resources to purchase your solution. This vetting process is commonly referred to as lead qualification. 

After making introductions, ask to set up a call to learn more about the prospect’s business, needs, and goals. This is called a discovery call. You’re trying to determine whether they’re a good fit — based on demographic traits (company size and industry), the problem they want to solve, and whether they have decision-making authority.

If the lead isn’t a fit, remove them from your list of prospects for now. Keep in mind, however, that just because they’re not qualified now, doesn’t mean they won’t be down the road. Hold onto their contact information and be prepared to reach out again if their role or company changes.

If you get a string of “yesses,” dig in to learn more about their business. What are their current pains and how your product can help? What does this problem cost the company? What happens if they do nothing? What solutions are they considering? 

Also, be sure to identify any decision-makers who need to weigh in on the deal. If there are stakeholders that you need to meet, ask for an introduction and do discovery with them as well. This is called “multi-threading” and is key for larger deals where many stakeholders are involved.  

4. Presentation and demo

You’ve uncovered a bounty of pain points and needs that align seamlessly with your solution. Hurray! Ask to set up time with your prospect and key stakeholders to walk them through your solution with a sales presentation or product demo .

Be sure to tailor your presentation to make it relevant, personal, and engaging. For example, match your language to the language of your prospect’s specific industry and business. Show how your product will work in their unique environment. And describe how your solution alone is positioned to solve the problems you uncovered during in the discovery phase.

Fair warning: You should eventually expect to hear objections. These can be about topics such as price (“The cost is too high”), timing (“We’re not ready to decide yet”), or lack of urgency (“We’re sticking with what we have.”). This is totally normal. To overcome an objection, ask follow-up questions to understand the root of their concerns, and respond with details that address their concerns. (Our article on objection-handling techniques has more guidance.)

5. Proposal

You’ve led a successful demonstration and the prospect wants to move forward. In a small business, that might be the end of the sales cycle – you close the deal right then and there. But in a more complex sale, you’re not over the last hurdle. You still need to draft a formal proposal to get buy-in from all stakeholders and decision-makers, especially those in finance who cut the checks.

Because your quote needs to make a business case to these executives, it should cover the total cost of your solution, including initial implementation, onboarding, and ongoing maintenance. Your quote should also show a clear return on investment (ROI).

Three critical questions to answer in your proposal are: Why does the customer need to change? Why now? What’s the financial impact? I recommend showing the cost of delay, too, which shows the monthly cost of waiting and can drive urgency.  

6. Negotiation

After reviewing the proposal, stakeholders will often want to negotiate a better price. In enterprise companies, this usually happens with a procurement or purchasing department that’s set up to negotiate directly with vendors. The legal department will also scrutinize your deal and the terms of the agreement.

That’s why I’ve emphasized the need to show an ROI earlier on. It’s how you can win over the CFO and the legal team. 

Even if ROI is clear, the prospect might make the case for a lower price by comparing your cost to the cost of other solutions on the market, the cost of their current solution, or their budget. Be prepared to address any discrepancies here, and come with a discount or price cut option in your back pocket to sweeten the deal (more on that below). 

If procurement is delaying the deal or asking for unreasonable concessions, lean on stakeholders who are completely bought in to help expedite things on their end.

7. Close the deal

Many people say closing is the hardest part of the sales cycle, but it doesn’t have to be. If you’ve done everything else right – there’s a fit, you’re solving a problem, you can prove ROI, you have the right people engaged – closing the deal is the easiest part of the whole process. You really don’t have to close very hard if you’re helping the business.

But let’s say you’ve presented the deal paperwork, and the signature line is still blank. There are a few closing techniques to seal the deal. 

For example, there’s “The Take Away Close” where you suggest that your prospect may not qualify for your solution if circumstances change. This is reverse psychology and it works because people want what they can’t have. Then there’s the “Alternative Choice Close” where you offer two payment options (ex. a 60-month and a 36-month term) and ask them which one they prefer. This gives them two options for saying yes instead of an option for saying no. Finally, there’s “The Potential Cost Close” where you hammer on the cost of not buying your solution.

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The good news is that you don’t reinvent the sales cycle wheel, because there are tried-and-true best practices you can follow. These include measuring and adapting to the data, using relationship-selling techniques, and always coming back to your sales plan. Let’s take a look.

1. Make prospecting easier by building your personal brand

“When you position yourself as an expert in your space, prospects come to you,” Archer said. “That means you can cut down on outreach, dramatically shortening the sales cycle.” This worked so well for Archer that shortly after she started her sales coaching business, she had a steady stream of inbound clients reaching out for help.

To build a brand, start with a list of the questions your target customers would have about your product, and answer those questions publicly – in LinkedIn posts, YouTube videos, podcasts, or blog posts. This builds authority and sets you up as a thought leader. Prospects will see your content, reach out for more information, and hopefully  convert to customers. 

“I make a list of 52 questions my ideal customers would have, related to the solution I provide,” Archer said. “Then once a week, I go on social media and answer one question. That’s a year’s worth of content mapped out for you, and you can answer those questions in 20 minutes.”

2. Identify easy-win prospects from previous sales cycles

Knowing your target audience is a critical first step to successful prospecting, but you can take it a step further. Examine your sales over the past year to see which prospects sailed quickly and easily from early conversations to close. What qualities, needs, or interests do they share? Did seasonality, budget, or market conditions create a sense of urgency? When you can identify these shared characteristics, you can target them in future prospecting and move new deals more quickly to close.

3. Maintain good mental health so engaging is easy

What does mental health have to do with optimizing your sales cycle? Everything — because if you don’t take care of yourself first, then improving your sales cycle — including the discipline to push through the steps above and the presence to engage with prospects — won’t matter. You’ll stall out.

I learned this the hard way back in 2017, when I hit $5 million in sales and was the top seller at Salesforce. My sales had never been better, but my mental health had never been worse. That was the moment when I learned that I had to fix myself before I could enjoy the success from my sales. I prioritized self-case for the first time in my life, and what I learned is that I could be happy no matter how much or how little I sold.

Over half (63%) of sellers say they struggle with mental health, according to the State of Mental Health in Sales Report . If you’re one of them, know that you’re not alone. Read my tips for improving mental health in sales.  

No seller can master sales cycle management without the help of technology. And why would you want to? Today’s tools are here to make your life easier, with a CRM to collect customer data in one place, sales automation to take non-selling work off your plate, and AI to inform and assist you throughout the sales cycle. Here’s what to look for in sales cycle management software:

A CRM : Customer relationship management software helps you track and act on customer data from a single source of truth. It does this by logging and updating important information about your customers as you sell and close, so you always have data at your fingertips, ready to pick up each conversation where it left off.

Automation : Sellers spend 72% of their week on non-selling tasks. Let automation do that work for you, freeing up more of your time to sell. For example, an activity management tool can automatically capture emails, events, and other types of engagement activities directly in the CRM. 

AI : Artificial intelligence, once a big fancy phrase, is now something simple, accessible, and ready to help you sell. Sales reps can speed up and deepen relationships with a wide range of tools, from predictive AI that helps you identify the hottest leads, to generative AI that helps you write emails and even create sales pitches.

A strong sales cycle is your key to success

When you develop a well-defined sales cycle, you’ll know how and when to move winning deals down the field. Supplement this with a grasp of the data, a focus on the relationships, and tools and technology to help. When you put all of this together, you’ll set yourself up many big quarters to come.

Want to take the #1 CRM for a test drive?

Go on our Guided Tour to see how Sales Cloud boosts productivity at every stage of the sales cycle. 

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Ian is a former #1 enterprise account executive at Salesforce with over $100 million in career sales. Today, he is a sales coach helping AEs perform to their fullest potential at work, while also finding joy and fulfillment outside of work. He lives with his wife and two sons in El Segundo, CA, and ... Read More is passionate about spending time with his family, running, and traveling.

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Example prompts to try with Copilot for Microsoft 365

Experience the power of Copilot for Microsoft 365  (formerly named Microsoft 365 Chat). See how much time you can save and how much more you can get done. Use Copilot chat to catch up, create content, and ask questions. This article provides several example prompts you can try.

Tip:  When you’re giving Copilot instructions, you can direct it to specific work content by using the forward slash key (“/”), then typing the name of a file, person, or meeting.  If you write a prompt and don’t reference a specific file, person, or meeting, Copilot will determine the best source of data for its response, including all your work content.

Synthesize large amounts of data into simple, consumable responses and catch up on things quickly. Here are some examples:

You've been on vacation now you're back. You need to find out what's going on with Project X. Find the latest about Project X. What's the current timeline? When are deliverables due?

You've just joined a new team and you're trying to ramp up on recent activities. Summarize team communications over the last 30 days. What are the team's priorities? 

There's been a recent change in how your team is tracking work. Find information about the new way our team is tracking work. Include email communications and points of contact for questions.

Create content

Brainstorm ideas and draft new content based on information at work. Here are some examples:

You want to draft a one-page description of a new project (let's call it Project Foo) that's just about to kick off at work. Using information in file1, file2, and file3, write a one-page description of Project Foo. Write it so non-technical people can understand what the project is about and when it's scheduled to be completed.

You're preparing an email to invite customers to attend an upcoming conference and visit your company's booth. Using information in Document Z, write a fun, catchy email inviting our customers to come see us at our booth during next month's conference.

You want to plan a morale event for your team. List 3-5 ideas for group activities in the Seattle area that would be suitable for my team. Include approximate cost and time estimates. 

Ask questions

Find information and get answers quickly, even if you can't remember where the information you need is or how it was shared. Here are some examples:

You need to know what's left in the budget for supplies. How much did we spend on supplies for Project Foo?  How much budget do we have left for Project Foo?

Your team received customer feedback. You want to identify the top things your team should address. Review the feedback we received from customers via email last week. What are the top three issues we should address?

Overview of Copilot for Microsoft 365

Use Copilot for Microsoft365 at Microsoft365.com

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