Bad pitches of good ideas are frustrating, both for those making them and those hearing them. Unfortunately, there are few mechanisms for feedback. Decision-makers have neither the time nor process to critique those who pitch to them. And for those who are pitching, losing the deal is often the only sign that something went wrong. This not only leaves good ideas homeless, but it doesn’t improve anyone’s lot – those hearing pitches continue to hear bad pitches, and those making bad pitches continue to make bad pitches.

If you’ve sat on either side of this table, you have probably sensed this problem. For 20 years I’ve worked with investors, entrepreneurs, brands, and agencies in the US, Europe and Asia, helping them to market their products. I have seen how the technologies and processes transforming business have had the unintended consequence of diminishing many people’s ability to win pitches. 

“In a world where people expect to be able to engage with each other and with organizations with the greatest of ease, a digital workforce experience that doesn’t measure up to the commercial standard can cause a great deal of frustration—contributing to a negative workforce experience overall. And that’s a problem, because the quality of the workforce experience matters a great deal to productivity and engagement.“   

Deloitte Insights, 29 July 2019 https://www2.deloitte.com/us/en/insights/topics/digital-transformation/improving-digital-employee-experience.html

It’s not that there are fewer worthy ideas, it’s that the tools we use to be efficient and independent, collaborating in the cloud and not always in the same office have reduced the opportunities for people to project chemistry together in pitches – which by extension, reduces their ability to build chemistry with their audience – a key reason why people lose pitches. 

“Founders and management teams doing the rounds in pursuit of investment — especially those at an early stage, or in the IT sector — could give their chances a considerable boost by placing additional emphasis on their personal capabilities, passion, experience, and relationships as a team.”  

Ilya A. Strebulaev, Stanford, https://www.gsb.stanford.edu/insights/do-funders-care-more-about-your-team-your-idea-or-your-passion

Additionally, the more transient workforce of the gig economy has transformed corporate culture. Not only are many more temp and contract employees part of an organization’s workforce, subject matter experts not known for their pitch skills are included more often in ad hoc teams to seize a wider range of opportunities.

Can we make this better? I think so. If more people making pitches get feedback about how they can better present their ideas, then more good ideas will be executed on and executives will have to listen to fewer bad pitches. How do we get here? By developing feedback loops of information. 

Below is a short survey for people who hear pitches. Based on the surveys, and drawing on my experience as an agency founder and managing partner, this project will deliver the data-insights and case study-based strategies that people who deliver pitches need to improve. The results will help us illuminate a more efficient use of everyone’s time in pitches. 

1.     How many pitches have you heard in the last year?

2.     What do you find more trustworthy:

a.     A pitch team with good chemistry that all speak?

b.     A pitch team where 1 person does all the talking?

3.     If you had to chose 1: what qualities influences you most in people who pitch to you:

a.     Mastery of the facts being presented?

b.     Passion of the people speaking?

c.      Diversity of the team?

d.     Reputation/References?

e.     Experience solving problems like mine?

f.      Empathy for my own goals and challenges?

g.     Other:

4.     What is more valuable to your decision-making process?

a.     A big deck full of relevant case studies, facts and/or capabilities

b.     A few summary slide and more time for unscripted conversation

c.      Other

5.     Do you often wish people who pitch you:

a.     Knew how to “Read The Room” better and adjust accordingly

b.     Have a simpler narrative they can tell passionately?

c.      Other

6.     What specifically do you wish people pitching you would to more of?  Less of?

7.     What level of manager are you:

a.     Executive

b.     Middle Management

c.      Entry Level

8.     What is your gender?

a.     Male

b.     Female

c.      Other

d.     Prefer to not say