Selling With Data, Part One: What Not to do

Good morning,

We’ve all been victims of a presentation with dozens of data points, charts, statistics, and the 17th “really important insight.” Today we’re talking about the wrong way to sell with data so you know what to avoid. Let’s dive in.

The opening sentence in today’s newsletter alluded to the #1 way sellers fail their audience when using data: They go overboard. Presenting too much data thinking it supports your case often serves the opposite purpose. Two reasons why:

Brain Blindness: The human brain easily gets overloaded by data, and yet, sellers are comfortable having dozens of different numbers in a pitch deck. The human brain is designed to be efficient with energy, and critical thinking takes up a whole lot of energy. The human brain is constantly tasked to quickly determine presented information is actually important to survival. And yes, job security = survival for us desk dwellers. If deemed important, the brain will meaningfully engage with the content. If deemed unimportant or if overloaded with other information— which often happens due to uninspiring, cumbersome, and data-heavy decks, the brain becomes “blind.” 

Data Derailment: Let’s say whoever you’re presenting a slew of metrics to remains fully engaged. For data-engaged customers, it might seem like a good idea to “drive the pitch home with all relevant facts and figures.” In reality, it’s more likely disastrous to the success of your meeting. The number on a screen may be objective, but what it represents or the action you think it should inspire is subjective. As you provide more data to your audience, you provide more chances for them to misunderstand the message, become confused, nitpick chart data— all of which risk derailing the conversation. Less is more.

You should only present the most critical data points. But I’m also not saying you don’t need to have thoroughly done your research. There’s no way you can consistently skate by with a thin understanding of your data and what it represents. When a client asks an in-the-weeds question about the executive summary-level data you’ve presented, be confident in reclaiming control of the meeting. Consider saying:

“Let’s dive into the specifics of your question after the meeting; still, the point remains [Insert recommendation, change initiative you’re trying to drive, takeaway, etc. here].”

Show the workings of how you got to your recommendation in your appendix. 

The appendix is your ally. Practice presenting the most insightful and action-inspiring data, and put everything else in the appendix of your presentation (or in a follow-up email). Maintain control of the meeting’s narrative. 

Stanford Psychologist Mark Lepper succinctly summarizes what I’ve outlined above: "When people feel overloaded by options, they are more likely to choose the status quo and make no decision at all" (source).