CASE PRESENTATION
As a manager, you will frequently have to make out a case for
what you think should be done. You have to persuade people to
believe in your views and accept your recommendations. To do
this, you must have a clear idea of what you want, and you have
to show that you believe in it yourself. Above all, the effective-
ness of your presentation will depend upon the care with which
you have prepared it.
Preparation
Thorough preparation is vital. You must think through not only
what should be done and why, but also how people will react.
Only then can you decide how to make your case: stressing
the benefits without underestimating the costs, and anticipating
objections.
You should think of the questions your audience is likely to
raise, and answer them in advance, or at least have your answers
ready. The most likely questions are:
What – is the proposal?
- will be the benefit?
- will it cost?
- are the facts, figures, forecasts and assumptions upon
which the proposal is based? - are the alternatives?
Why – should we change what we are doing now? - is this proposal or solution better than the alternatives?
How – is the change to be made? - are the snags to be overcome?
- have the alternatives been examined?
- am I affected by the change?
Who – will be affected by the change and what will be their
reaction? - is likely to have the strongest views for or against the
change, and why? - will implement the proposal?
When – should this be done?
To make your case you have to do three things:
102 How to be an Even Better Manager