To script or not to script...

In the world of investment presentations there are script haters and script lovers. Or perhaps more correctly, there are those with a fear of scripts and those who have seen the light.

For nearly 30 years I was a fixed income investment director/specialist working with institutional clients at some of the world’s largest asset managers. Over the years I’ve been positioned as a subject matter expert in many thousands of client & external stakeholder meetings.

While that is factually correct, I saw my role slightly differently: after all, fixed income is a “problem solving” asset class and if we were to really add value to our client relationships then I should really be a “problem solver”. I’m not selling a “product” rather I’m bringing investment-related services to our clients.

The fact is, without the benefit of a script I could not effectively play the role of problem solver (or, “Trusted Advisor”1) in these interactions. Why is this so?

Having a script allows presenters to:

· Be active participants in meetings, listening and processing client concerns and helping them find solutions versus having the preoccupation of thinking about what you will say.

· Adapt to logistical curveballs by creating a prioritization of messages, allowing for condensed or detailed discussions.

· Be genuine and authentic by ingraining key messaging and allowing for adaptation to both the setting and the personality of the presenter.

· Minimize “surprises” introduced by colleagues by creating an open and shared dialogue ahead of the meeting.

· Prepare more effectively for the engagement, keeping the focus on delivering content valued by the client/audience.

Personally, the degree to which I script myself and co-presenters depends on the setting. If I am presenting to an audience – live or virtual - I will write a full-blown script and then I will rehearse it over and over again. If the presentation is virtual I might set the script up tele-prompter like and roughly follow it as I speak; if it is in front of an in-person audience then I will rely on my rehearsals to prompt key messages. My goal is not to recite it word-for-word (too much pressure!) rather it reinforces the intentionality of key messages I created for the presentation as a whole and individual slides. That way, I always have a way of pulling myself back when I inevitably go off-script. An added benefit to this approach is that the script itself can form the backbone of papers and articles.

For one-on-one client interactions I will also create a series of key messages for each slide in a presentation that summarize the point of the slide and the “so-what” attached to that, written from a client’s point of view. Typically, no more than three per slide. This allows presenters to essentially treat a presentation as an outline, highlighting the main points and digging deeper depending on the setting and level of client engagement. Presenters can thus personalize messaging to their “style” while reinforcing a well-conceived message.

By “scripting” key messaging firms can also more effectively benefit from the reach of their network. In this manner, the messaging of the CEO will link-up with that of the CIO, of the portfolio managers, analysts, strategists, business developers and client team. Clients and external stakeholders will spend less time wondering what value you bring to the table and more time looking for ways to work with you.

[1] David Maister, Robert Galford, and Charles Green, The Trusted Advisor (New York: Simon & Schuster, 2001)

pHOTO BY Etienne Girardet on Unsplash