should I begin or end with my recommendation?
Through virtual and in-person workshops around the globe, we have taught tens of thousands of people how to communicate effectively with data. This series captures some of the noteworthy questions we hear during those sessions—and our answers.
Should I begin my presentation with the recommendation or wait until the end to communicate what I am asking of the audience? I want to set expectations at the outset, but I also want to explain the details leading up to the proposed action.
The value of our analytical efforts are only truly realized when the insights we discover are acted upon. Since different people looking at the same data are likely to notice different aspects of it, we have to be explicit about what those insights are. We cannot assume that our intended takeaway is as immediately obvious to an audience as we may think it is.
Where, then, should that call to action be placed in your presentation? Is it better to have your recommendation at the end, after you've shared your analyses and your findings (the “chronological” path); or is it better to set expectations up front (the “lead with the ending” path), before you get into any of the details?
Whether you begin or end with a recommendation largely depends on your audience and the relationship that you have with them.
Consider the "chronological" path when:
You are communicating with someone for the first time. Suppose you don't have an existing reservoir of trust to draw on yet. In this case, it may be worth taking that person through your methodology and thought process before you deliver your final recommendation.
Your audience is unfamiliar with the topic. When speaking about a new subject to someone, explaining the details first will ensure that they understand the key points and are not confused or intimidated. Then, you can end with your call to action, knowing that everyone is on the same page.
You'll be speaking with technical or detail-oriented people. Some folks prefer to understand the specifics of an analysis project first, so they are prepared to take in your ideas about the next steps. In this situation, following a chronological path and showing the findings ahead of what you are asking of them could avoid someone derailing your presentation with a bunch of questions.
Consider the "lead with the ending" path when:
You have an established relationship and credibility with your audience. They know you and trust that you will do a thorough analysis. You could begin with your conclusion to get to a productive conversation more quickly.
The topic is well-known to everyone in the meeting. In this situation, you don't need to spend time reiterating what is already understood. There may be a benefit in starting with your proposal at the beginning, so you can spend more time discussing additional context and next steps.
You'll be communicating with executives or other "big-picture"-oriented people. When you have an audience that does not have a lot of patience for the specifics of your analysis, you should think about starting with your request. Getting to the “so what?” quickly will reduce the risk of losing their attention.
It all comes back to having a good understanding of your context when deciding whether to begin or end with your recommendation. If you are struggling with how to arrange your content, seek feedback on your presentation outline from people who know the intended target and get their perspective on what would be most effective.
