Tag Archives: pitchcoach

Charles Saatchi. Artaholic. Pitchmaster.

It has long been a fascination, or is it an oxymoron, how the ‘notoriously shy’ Charles Saatchi makes the news when it suits him to pitch his wares, be they ad campaigns or exhibitions of art.  Or, just now his book, ‘My Name is Charles Saatchi and I am an Artoholic.

This part of his genius, which I  do not believe is too strong a word, was first evidenced in the way he created the myth, the success, of Saatchi & Saatchi in its  heydays in the 80s. Yes, of course, some great ads were produced but others were doing that.  The difference, which paved the way to  the global stage, was the way he pitched the agency like a Fellini directing a masterpiece.

Long before he shunned openings of his shows, he shunned meetings with his clients. In his stead, he recognised that brother Maurice and Tim Bell were star performers both of whom exuded the charm and the confidence, backed by his certainty, that captivated clients. (Today both these Lords of the Realm continue to captivate!)

He understood, seemingly before competitors,  the power of the first impression and the aura of success. The latter, in part, was achieved through what appeared like an ownership of editorial endorsement from Campaign magazine.  The former through the then iconic reception area of 80 Charlotte St.

He treated this as an exhibition space.  The exhibits  were  striking visuals -a logo, a packshot, an advertisement- selected only by Charles, one for each valued, and indeed valuable, client.  The way each was positioned on the walls, and  carefully repositioned each time a new client was acquired, was the decision of Charles alone!

Reportedly, this meticulous positioning, or is it pitching, of each painting is not something he entrusts to anyone else in the astonishing new Saatchi Gallery.  Like a great theatre, this generates an electricity of anticipation such that you want the performance, the art, to be great.  It usually is.

What you say or the way you say it?

Invented in 1967 , not by Einstein but another Albert, surname Mchrabian, the long accepted presentation formula of  “7% words: 38% tone: 55% body language” is dead.

A  campaign, ‘Why the stickiest idea in presenting is just wrong’, is dominating the presentation blogosphere. Spearheaded by the admirable Olivia Mitchell, www.speakingaboutpresenting.com  it spells out the weaknesses.  Not least is the basis of the thesis, a limited study based on responses to single words such as ‘brute’ or ‘maybe’.

From this flimsy starting point the formula became ‘fact’.

Given that it cannot, when considered in isolation, make sense- words and content clearly are more than a mere 7%-  why has its use been so widespread?  My own non-scientific, non Albertian, view based on rehearsing teams for business pitches offers this explanation.

Once the invitation to pitch is received, the almost inevitable tendency is to focus every bit of effort to developing the words, the content, of the response.  Can the proposal be improved, is the fee expressed well, have we covered off our credentials and so on.

Too often, a feverish  determination to perfect the words, the content, means little if any time is left to consider the pitch performance. Rehearsal is ignored. No time is spent on assessing the likely impact on the audience.

This is where the “formula” can be a shot across the bows to  help a team realise that, no matter how good their words, they will suffer from poor performance. Words just aimed at an audience like bullets of proclamation rather than in, say, a tone of engagement and sharing, will backfire.

Words, however brilliant, expressed with poor body language will undermine any sense of teamwork and, worst of all, signal a lack of confidence.

Perhaps the “formula” should be replaced with this?  Words =good. Words+tone =better. Words+tone+body language =best.

Or, with these brilliant words  from Proverbs ch. 25, v.17:

 “A word fitly spoken is like apples of gold in  pictures of silver”.

The Edinburgh pitch fest!

“The world’s oldest Jewish Comedian is still standing!”

This, on a flier for Sol Bernstein, was just one of hundreds of claims  competing for attention in what must be one of the world’s most engaging  pitch experiences, the Edinburgh Fringe Festival.

 Seemingly, every single one of countless performances -edgy comedy, dark drama, quirky circus, political polemic- was pitched individually, and constantly, on the High Street and at  venues like Underbelly and the Gilded Balloon.

Each pitch came from surprisingly engaging supporters, or, better still the performers themselves, handing out their ubiquitous fliers.  All of these emblazoned with a minimum of three stars from critics from publications ranging from the Guardian and Time Out to the oft quoted Chortle through to Weight Loss Weekly..

Any pitch calls for performance, the putting on of a show and creating an experience that is memorable, likeable and engaging. Edinburgh an outright winner!

And many of the shows were winners too. My favourite was Woody Sez-the words, music and spirit of Woody Gutherie. “Perfect”(The Scotsman). “Sublime” (Pitchcoach).

Lessons from the interview.

“More than half of  PR interviewees put off jobs by personality of the interviewers”.

This is the surprising conclusion of a survey carried out by recruiter The Works and featured on www.gorkanapr.co.uk.  Surprising, because in my experience with PR firms their people skills, as you would expect of  ‘relations’  businesses, are good.

The high negative may be a factor of the research sample.  If the majority  failed the interview, then human  nature steps in.  We tend not to like those who don’t like us!  However, given that a ‘job interview’ is the less threatening way of describing a ‘job pitch’, here are some reported criticisms that  also relate to  the business pitch.

“75% of interviewers had not read the CV”. True of many pitches!  Junior people may have read your document, procurement certainly will, but senior management often not. Prepare your pitch assuming no-one has read your brilliant proposal.

“Good cop,tough cop routine/uncomfortable questions”.  In the  pitch Q&A, challenging  questioning is legitimate and to be expected.  This is when the prospect can best assess the character and likeability of the people in front of them.  It is usually the least rehearsed element, a  big mistake.

“Showing direspect”.  In a pitch this can be evidenced by the attitude of the decision takers, or at its worst, by some of those due to attend failing to show-up. With the benefit of hindsight, this is a pitch you are not likely to win. The decision has already been taken!

“THE TRUST CRISIS”

”From the implosion of household-name banks to the firestorm of condemnation over MPs’ expences, events over the past year have made confidence a scarce commodity”. This is the sub-heading of an article by Nicola Clark in Marketing Magazine.

The quoted research shows, not surprisingly, that consumers trust even the strongest brands less now than a year ago.  Cornflake brands like Kellogg are okay, but even the crusading Daily Telegraph is trusted less than it was a year ago by 14% of consumers.

How is this crisis of trust hitting us as experts in our chosen field when pitching?

Perhaps we should take note of these words from Lord Salisbury,the several times Prime Minister who claimed that Disraeli was ‘too clever by half’.  He wrote:

“No lesson seems to be so deeply inculcated by the experience of life as that you never should trust experts. If you believe the doctors, nothing is wholesome: if you believe the theologians, nothing is innocent : if you believe the soldiers, nothing is safe.  They all require to have their strong wine diluted bya very large admixture of insipid common sense”.

Insipid or not,  some common sense suggestions for experts:

 Be ready for the pitch that isn’t. Some will hold a pitch with no intent to switch as they are caught in a ‘better the devil you know’  mode in these mistrusting times. The pitch may simply be a means of reducing fees.

Be sure you do not over-claim in what you can deliver in a future that nobody can be certain about. Rather, listen, as you may never have listened before, to what are the underlying issues and concerns of the potential clients, individually as well as corporately.

Be more prepared, more rehearsed, than ever so that your own confidence is unforced but unshakeable.

These insipid suggestions will help.  Trust me!