Communication between groups of people is most effective when participants are engaged, and the discussion is both inclusive and collaborative. Creating an ethos of conversation, rather than a one-sided presentation, for critical discussions can better leverage the collective intelligence of the team, make solutions to organisational problems better and more comprehensive, and improve ownership for execution of ideas.
I wrote last year of the importance of being prepared to defend your pitch – ie approaching the meeting with a view to actively engage in a deliberately stimulated dialogue, rather than hitting and hoping an unbriefed audience with a battering-ram of a deck. This piece in the Harvard Business Review looks in more detail at how to effectively define the setting and content to generate a conversation. Of course there’s always the question of giving away your thinking before the meeting (although whoever has the deck ready before the morning of the day – and isn’t there always the assumption that no-one looks at it prior anyway?).
The HBR piece speaks to the importance of engaging with the client during the development process – and this is a challenge in itself with the increasing limitations on client contact during the increasingly regimented pitch processes. However, by setting out with the intention to deliver the pitch content ahead of time it should help structure the pitch development process to build in rather more time to reflect on the content than the time it takes to drive to client HQ. And by taking the time to really challenge the internal team on the anticipated questioning it should stand the pitch team in an ideal position to go beyond knowledge demonstration, taking advantage of a captive audience, and starting to build a relationship through the chemistry of conversation.