round 4: presenting a proposal to provide audit services · round 4: presenting a proposal to...
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Leader guide: Managing the account and winning new business
Round 4: Presenting a proposal to provide audit services
© 2015 EYGM Limited Global Assurance Learning
Audit Academy
1
Introduction to the leader guide
This leader guide provides the following information to help you, the leader, prepare and lead this round, including:
► The round objectives
► A high-level overview of facilitating this round, including:
► The flow and duration of each topic
► The slides and materials presented for each topic
► Summarized leader notes for each topic
► Round facilitation
Round objectives
► Recognize key elements of effective presentations
► Demonstrate effective presentation and public-speaking skills while presenting a proposal to a prospective client
► Demonstrate effective listening, questioning, persuasion and negotiation sales skills during a proposal presentation
► Articulate EY solutions to specific prospective client needs during a proposal presentation
► Communicate effectively (using appropriate language) with prospective client executives to answer questions and address concerns or objections during a proposal presentation
► Discuss possible opportunities to bring added value to a prospective client’s business during a proposal presentation
Round overview
Topic title Time Slides and materials Leader notes
1. Introduction and setup
15 ► SL 1–4
► LSG 4.1: Round 4 print instructions for visitor-prospective client
► LSG 4.2: Round 4 visitor-prospective client instructions
Day 1 recap, set up Day 2 and introduction to Round 4
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Topic title Time Slides and materials Leader notes
2. Presentation skills
60 ► SL 5–10
► PM 4.1: Presentation skills overview
► PM 4.2: Handling difficult questions activity
► LSG 3.2: Document scoring criteria
► LSG 4.3: Handling difficult questions activity debrief
Discussion around what makes a good presentation and how to organize and structure a presentation. Concludes with an activity around how to handle difficult questions.
3. Preparing to present
45 Teams complete final preparations to present their proposal.
4. Team presentations and debrief
120 ► HO 4.1: Presentation
evaluation checklist
► SL 11 and 12
Teams present their proposals. Three rounds:
► Setup (x3): 5 minutes
► Presentation (x3): 20 minutes
► Debrief: 45 minutes
5. Awarding the win
15 ► HO 4.1: Presentation
evaluation checklist
Teams review and discuss the feedback from their presentation. Leader confers with partners to award the winning team.
6. Summary and wrap-up
15 ► SL 13–16
Simulation wrap-up and discussion around the expectations of senior managers.
Total 270
(4.5 hours)
LSG 4.1
If you did not do so at the conclusion of Round 1, refer to LSG 4.1:
Round 4 print instructions for visitor-prospective client for the list of
files to provide to the partners attending the Round 4 presentations.
LSG 4.2
Refer to LSG 4.2: Round 4 visitor-prospective client instructions as you
prepare to facilitate this round.
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Round facilitation
15 minutes 1. Introduction and setup
SL 1
Show title slide
Welcome the participants back to class
Recap Day 1. Ask participants to share what they have learned from
yesterday. Use the following questions to generate discussion:
► What key takeaway did you learn from yesterday’s activities?
► How would you approach your future tasks differently based on what
you’ve learned from yesterday’s activities?
Ask
► What questions do you have from yesterday?
Pause to allow participants to think about questions
Answer the participants’ questions. If you are not sure how to respond to a
question, tell participants you will look into the question and get back to them
with an answer:
► Any other thoughts or comments about the first three rounds before we
move ahead?
Pause to allow participants to think about comments
Review what will happen in Day 2
Transition to the next topic
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SL 2
Show and review slide
Prepare: Participants will reinforce the skills learned from the icebreaker
elevator speech yesterday with a follow-up icebreaker elevator speech prior
to the proposal presentation to the Bank of Faso. Introduce the concept of
active listening to participants and define it as rephrasing what you hear back
from the speaker in your own words and answering questions raised in a
complete and thorough fashion. In the speech, ask participants to implement
active listening skills. The setting for the follow-up elevator speech is the
conference room at the Bank of Faso 15 minutes prior to the presentation of
the proposal. There are several Bank of Faso personnel in attendance. The
participants are circulating the room and introducing themselves to those
they have not met before and re-introducing themselves to those they may
have met prior to this meeting.
State: Active listening is a communication technique that could help you
improve your interaction. It requires providing feedback to the speaker by
way of restating or rephrasing what you hear from the speaker in your own
words. It also means ensuring that you are answering the questions raised in
a complete and thorough fashion. The proper use of active listening results in
getting people to open up, avoid misunderstandings and build trust. Today,
you will have the opportunity to practice an elevator speech implementing the
ideas from our debrief discussion yesterday and using the active listening
technique.
Keeping in context with our simulation, you are entering the conference room
at the Bank of Faso just prior to the proposal presentation. There are several
Bank of Faso personnel in the room, and you will circulate the room and
introduce yourself to those you have not met and re-introduce yourself to
anyone you may have briefly met prior to today.
Prepare: Ask participants to work with their team and then conduct the
activity as you did yesterday with individuals each allotted 60 seconds to
quickly introduce themselves.
State: We will conduct the elevator speech activity as we did yesterday but
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in smaller groups. Work with your team and then individually introduce
yourself in a 60 second elevator speech, keeping in mind your setting.
Identify one member of your group to time each speech at 60 seconds,
stopping the speaker in the middle of the speech if necessary. The time
keeper may be the last person to speak. You may not exceed the time limit.
Debrief
Debrief the exercise by asking:
► How was this speech different than the one you gave yesterday? Did
you improve upon your personal brand?
► Were you able to implement the points we discussed in the debrief
yesterday?
► How can active listening assist you, especially if this is a re-
introduction? Did you incorporate what you know about Bank of Faso?
Explain to the participants: You have had two opportunities to practice
your personal brand elevator speech. Just as with any skill, practice will
enhance your performance. We introduced active listening today as well
because of the importance of gaining information as well as giving
information in order to effectively deliver your messages.
According to Jeff Bezos, founder of Amazon, a personal brand is what
people say about you when you are not in the room. Your personal brand is
your reputation in the marketplace. It helps define the value we can add to
our clients, our people and our communities. Ultimately a personal brand
needs to answer the question – “why me?” To do that, develop your brand to
be:
► Consistent – Trying to be different things to different people will dilute
your brand. Be consistent in what you say, how you act, what you look
like.
► Authentic – A personal brand should be grounded in reality. Trying to
be something you are not is doomed to failure.
► Distinctive – A personal brand should create an experience that sets
you apart from your nearest competition, reflecting what is unique about
you.
► Clear – Your personal brand should be memorable – simple headlines
can help create a more lasting impression on your audience.
There is no right way to build a personal brand. Your brand is as personal
as you are, and the way you build it needs to reflect who you are and what
you want to achieve.
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SL 3
Show and review slide
Briefly review the simulation so far, recapping key points from the first three
rounds.
State: Now that you have prepared written documents to support the
proposal, it is time to get ready to present to Bank of Faso’s audit committee
as the final step in the proposal process.
Explain: The Bank of Faso audit committee will be represented by a number
of visiting partners, executive directors and directors who will be joining us
later this morning. You should approach today’s activity as realistically as
possible – as you would if presenting to a real-life audit committee for a
potential audit client. Our visitors have been briefed to act in that roles they
are playing, and they will expect the same from you.
Inform the class about the names of the visitors who are scheduled to
attend. Ideally, these will be the same visitors who played the roles of the
prospective clients in Round 1.
Explain: Your presentations will be completed in front of the other teams,
who will be observing your presentations. Observers will be asked to
evaluate presentations using the same criteria as the visitors and provide
feedback to the presenting team on their performance.
SL 4
Show and review slide
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Review the objectives with the participants
SL 5
Show and review slide
Identify any participant expectations that may not be in line with the round
objectives, and communicate how you will (or will not) address these issues
60 minutes 2. Presentation skills
2.1 Presentation skills overview (20 minutes)
SL 6
Show and review slide
PM 4.1
Refer the participants to PM 4.1: Presentation skills overview as you
continue the discussion
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SL 7
Show and review slide
State: These are the criteria that the visitors and other observers will use to
evaluate your presentation. These criteria are listed in PM 4.1: Presentation
skills overview for your reference and also noted within the simulation. The
highlighted points on the slide are the ones that we will cover during the next
hour or so. We will do an activity during this time that will help you be
prepared to answer difficult questions from the audience.
Building your presentation begins with your audience. If the design and
delivery of a successful product begins with the end user in mind, then the
design and delivery of a successful presentation begins with the audience.
What you say, how you say it, the presentation aids you use – everything will
succeed or fail depending on how your audience relates to it. Before you
begin working on your presentations, let’s take a look at three examples to
organize and structure a presentation and the benefits of each presentation
structure.
SL 8
Show and review slide
Structure refers to the way in which you present information so that it has the
greatest effect on your audience. As you prepare your presentation, consider
how you can use structure to make your presentation meaningful and
memorable.
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There is no one-size-fits-all template to building your presentation.
Presentations, in general, need to be very straightforward and logical. It is
essential that you avoid complex structures and focus on the need to explain
and discuss your key points clearly. Your presentation should include:
► A welcoming and informative introduction
► A coherent series of main points presented in a logical sequence – you
may include processes, statistics or other evidence about the client’s
business and strategies and EY credentials that are necessary to bring
forward the benefits for the prospective client
► A lucid and purposeful conclusion
One example for structuring your presentation is to:
► Present your value proposition in your introduction – why the prospective
client should appoint EY as its auditor – in this section, you should be
able to answer the question “What’s in it for the prospective client?”
► Provide an overview and discuss details of your understanding of the
prospect’s key areas of focus – what are their key concerns?
► Present specific details of how EY can add value to the prospect –
provide sufficient level of information about EY credentials to support
your proposal – be prepared to answer the question “Why change?” or
“Why EY?”
► Summarize key points of your proposal
► Conclude by restating your value proposition
Ask: What are some benefits of this presentation structure?
► States your value proposition up front, therefore, you are able to catch
the attention of your audience encouraging them to listen to the rest of
your presentation
► Allows the audience to hear all of the issues or key areas of focus you
have identified early in the presentation
► Focuses the presentation on the prospective client – brings forward an
impactful client-centric approach
► Emphasizes the benefits EY can bring to the prospective client by
restating the value proposition at the conclusion
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SL 9
Show and review slide
Another example to structure your presentation is to:
► State your objective in your introduction – instead of delivering your value
proposition up front, you can build credibility by showing that you
understand the prospect’s business and challenges and provide a very
quick overview of how EY fits the business and needs of the prospect
► Provide an overview of the key points of your presentation
► Present details of your understanding of the prospect’s concerns, issues
or areas of interest or importance which will have the greatest impact on
their decision alongside details of how EY can bring added value
targeting the specific areas of focus
► Summarize key points of your proposal
► Conclude by delivering well-defined value proposition
Ask: What are some benefits of this presentation structure?
► Provides clear and immediate closure on each key point – this is your
key area of focus; this is how EY can add value
► Enrolls the audience in getting to the value propostion together
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SL 10
Show and review slide
Building from examples 1 and 2, a third example to structure your
presentation is to:
► State your objective or present your value proposition in your introduction
► Provide an overview of the key points of your presentation
► Present details of your understanding of the prospect’s key areas of
focus – their concerns, issues or areas of interest or importance which
will have the greatest impact on their decision alongside details of how
EY can bring added value targeting the specific areas of focus
► Summarize key points of your proposal
► Conclude by restating your value proposition or by leaving the audience
with a thought-provoking question
Ask: What are some benefits of this presentation structure?
► States your value proposition up front, encouraging your audience to
listen to the rest of your presentation
► Focuses the presentation on the prospective client – brings forward an
impactful client-centric approach
► Provides clear and immediate closure on each key point – this is your
key area of focus; this is how EY can add value
► Emphasizes the benefits EY can bring to the prospective client by
restating the value proposition at the conclusion
State: Similar to the third example, you can build on these sample structures
to tailor your structure to suit your prospective client’s needs.
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Leader note
Supplement the content regarding structuring presentations with your
own personal experiences of how you have used the structure of a
presentation to connect with the audience.
State: Regardless of the how you choose to structure your presentation,
keep these three questions in mind:
► What is your objective for this presentation?
► What information is most important to the prospective client?
► How can you present that information in such a way as to meet the three
components of exceptional client service?
Say: Demonstrating an ability to connect with a prospective client is a key
factor in a successful pursuit.
Ask
What are some ways to connect with the prospective client?
► Talk about what is important to them, not what is important to you (EY):
► Focus on demonstrating an understanding of their issues and then
cover how EY can add value. This includes our leading-edge
technologies and analytics driven audit as expanded upon in HO 3.2.
► Use what you have learned about their business, especially on their
strategic direction and key business objectives.
► Use nonverbal cues to demonstrate interest and engagement:
► Good eye contact
► Smile and appear interested
► Use the listening skills we discussed in Round 1
► Look for opportunities to interact with the audience; have them participate
in the presentation
What are some different ways to create opportunities for audience
interaction?
Ask them a thought-provoking question
Pause at regular intervals, especially around key messages, and ask if they
have questions before you move on
Lead a discussion about additional ways to connect with the prospective
client.
State: Connecting with the audience will give them the impression that you
are the kind of people that they want to work with.
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Ask
What else can you do to demonstrate that you are a team the prospective
client can work with?
► Show enthusiasm about the idea of working with the prospective client
► Demonstrate that the team can work harmoniously with each other and
the prospect
► During the presentation, there should be a clear outline of what each
team member will be presenting. There should be choreography of
the team presentation, the order of who talks first and who answers
questions. Demonstrating effective teaming during the orals will likely
show the client that we can work well together and will work well with
them.
► Tell the prospective client that you want to work with them
Ask
What questions do you have about the topics we have just discussed:
outlining a presentation, connecting with the prospective client and
demonstrating that you are a team the prospect can work with?
Pause to allow participants to think about questions.
Answer the participants’ questions. If you are not sure how to respond to a
question, tell participants you will look into the question and get back to them
with an answer.
Transition: We have been talking about the three main sections of your
presentation: introduction, body and conclusion. The other critical component
of the presentation is the time allotted for Q&A.
State: The best way to be sure you can handle tough questions is to
brainstorm them in advance and prepare a response. We are going to do an
activity to help you prepare for two types of questions:
► Common questions that can be challenging if you haven’t thought about
them in advance
► Questions that are truly objections — meaning the prospective client is
stating a concern that could prevent us from winning the business
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2.2. Activity introduction and directions (10 minutes)
Exercise
Activity: Handling difficult questions (40 minutes)
Timing overview Minutes
2.2. Activity introduction and directions 10 2.3. Activity: Handling difficult questions 10 2.4. Activity debrief 20
Total 40
PM 4.2
Refer the participants to PM 4.2: Handling difficult questions activity as
you continue the discussion
SL 11
Show and review slide
Discuss the framework for responding to an objection. Demonstrate the
framework using this example or one of your own:
Objection: Last time we hired EY, they missed the deadline.
► Acknowledge: I am sorry to hear that the original deadline was missed
and agree that delivering quality outputs on time is critical for any project.
► Ask: Can you tell me more about what happened? Were there specific
factors that contributed to the delays? How did the team communicate
with you around the delays?
► Answer: We will work closely with you to create a realistic timeline and
maintain an open and honest communication throughout the project,
including discussion of any matters that might cause the timeline to
change. We often find that we can be most effective when we collaborate
as a combined team in these situations – allowing us to find the most
efficient way forward. Ultimately, we are committed to meeting your
needs and would look to bring additional resources to the project, as
needed, to ensure we meet your expectations.
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Storytelling
Share any personal experiences that are relevant, descriptive and to the
point. Including conversation and dialogue in your story can help it to
become memorable.
Talk about your experiences responding to objections and give
examples of when you were satisfied with your response and examples
of where you stumbled.
Activity directions:
Explain to the participants: During this activity, you will have an opportunity
to prepare to handle difficult questions and objections.
Explain:
► You will work in pairs to complete the activity.
► During the activity, refer to PM 4.2: Handling difficult questions activity for
sample questions and the framework for responding to objections.
► Each pair on your team will select two questions and work on
brainstorming a response. You can choose questions from the lists, or
come up with questions of your own. Detailed instructions are listed in
PM 4.2.
► You and your partner should be prepared to share your ideas during the
activity debrief.
Tell the participants: You have 10 minutes to complete the activity, and I will
give you a 5-minute warning.
2.3. Activity: Handling difficult questions (10 minutes)
Ask
What questions do you have about the activity?
After you have answered their questions, tell the participants to begin. While
the participants are working on the activity, circulate around the room to
check on their progress and encourage participation.
Give a 5-minute warning after 5 minutes.
Call time after 10 minutes.
Leader note
Reminder: If you have not already done so, score each team’s proposal
using LSG 3.2: Document scoring criteria
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2.4 Activity debrief (20 minutes)
LSG 4.3
Use LSG 4.3: Handling difficult questions activity debrief as a
guide
Refer to the LSG as the teams share their ideas. The LSG contains some
guidance on appropriate responses. However, you should also be prepared
to draw from your own experience to debrief this activity.
Debrief
Take up to 20 minutes to debrief the activity by asking pairs to share
their ideas for responding to the questions listed in PM 4.2: Handling
difficult questions activity.
Make sure each pair has an opportunity to share their answer for at
least one of the questions.
Ask
What questions do you have about the activity?
Pause to allow participants to think about questions.
Answer the participants’ questions. If you are not sure how to respond to a
question, tell participants you will look into the question and get back to them
with an answer.
Transition to the next topic by stating that it is now time to return to the
online simulation and get ready to present.
Online
Direct participants to their already-established online session
45 minutes 3. Preparing to present
Tell the participants: You have 45 minutes to complete your preparations for
the proposal presentations, and I will give you a 5-minute warning.
Leader note
Teams will complete the following online task at their own pace. An
overview of the task is provided for you to become familiar with the
content and purpose. This will enable you to assist teams with
questions or guidance as needed. During this time, circulate among the
teams as they work in the simulation. Make sure they notice that they
need to check their email in the simulation. Ensure that all teams
successfully get working.
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Online
3.1 Task 1: Present your proposal to the prospective client
Leader note
During this task, team members will work together to prepare their
presentation to the client. Suggested steps are to outline the presentation
content and flow and assign team member responsibilities.
During this task, you may need to:
► Answer questions about what resources are available to teams during
their presentation
► Suggest teams think about what is most important to the prospective client
Leader note
While the teams are preparing, you will need to meet with the visitors
who will play the roles of members of the Bank of Faso audit committee
to help them prepare for the exercise. Answer any questions they may
have and confirm the exact time that the teams will be ready to present.
Each visitor should have reviewed the background information
provided to them in advance; however, this is your opportunity to share
with them any relevant points, including team performance and/or
concerns. At this time, you should also share the teams’ proposal
documents and document review criteria/form.
Remind the partners that they should be prepared to ask questions at
the end of the teams’ presentations, and point out that sample
questions are included in their instructions.
Leader note
Consider possibilities for how to set up the room for the presentations.
For example, you could place a table at the front of the room with the
presenting team facing the rest of the class. The people playing the role
of audit committee members would then have their backs to the class.
If teams use PowerPoint, they will most likely display it on a laptop (vs
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projecting it on a screen). Give teams some leeway in how they would
like to arrange themselves, but the presenting team should not have
their backs to the rest of the class.
120 minutes 4. Team presentations and debrief
4.1. Team presentations directions (brief)
HO 4.1
Distribute HO 4.1: Presentation evaluation checklist (two copies per
participant)
Explain that participants and partners will use this form to evaluate and give
feedback to the other teams.
Confirm that the partners have the three copies that were included with their
visitor-prospective client instructions.
Tell the participants: You have 5 minutes to set up, then you give a 10-
minute presentation to the client, followed by 10 minutes for Q&A. There will
be 5 minutes between the presentations for the next team to set up.
Explain: When all teams are done presenting, there will be a large group
debrief. At that time, teams will receive their completed Presentation
evaluation checklists.
4.2. Activity: Team presentations (75 minutes)
Remind the teams that are not yet presenting that they should pay close
attention to the current presentation and complete the Presentation
evaluation checklist so that they can provide feedback to the other teams
during the debrief.
After the 5-minute setup period, tell the first team to begin.
Call time for the first presentation after 10 minutes.
Call time for the Q&A after 10 minutes.
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Leader note
During the transition time, you should facilitate a 5-minute feedback
discussion for the team that has finished presenting. Start by asking
the team that just presented:
► What did you do well?
► What was the most challenging part of the presentation?
► How did you overcome such challenges?
► What will you do differently next time you present?
Next, ask the observers from other teams to provide feedback on what
went well and what the presenters should do differently next time.
During this time, the next team to present will have 5 minutes to prepare for
their presentation, and the visitors should be given an opportunity to capture
their thoughts and feedback for the teams on evaluation checklists.
Continue, using the same format, until all three teams have completed their
presentations:
► 10 minutes to present
► 10 minutes for Q&A
► 5 minutes to transition to next presentation
4.3. Activity debrief (45 minutes)
Discussion
Facilitate a discussion to compare and contrast each of the
presentations by asking the following questions based on the
evaluation criteria:
► Which presentations were particularly well-organized?
► What contributed to the organization?
► What was the effect of the team’s approach on the audit committee
members?
► What techniques did the teams use to organize their presentations?
► Did teams use the techniques covered earlier in this lesson?
► What parts worked well and which were more challenging?
► What are some different techniques that teams used to connect with the
audit committee members?
► Asked appropriate questions
► Used audit committee member names
► Maintained eye contact appropriately with each panel member
► Gave all team members an opportunity to talk
► What are some examples of effectively responding to questions?
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► Restated the question effectively
► Asked the panel member to clarify, if appropriate
► Confirmed the team answered the question
► Did you struggle when answering questions, and if so what made it
difficult? In hindsight, what could you do differently next time to respond
more confidently?
► Which teams did a really good job of emphasizing value propositions and
why EY?
► How did they do that?
► Stated the prospective client’s needs accurately
► Related EY value propositions in response to those client needs
► Gave specific examples of how EY can contribute value
► Incorporated our leading-edge technologies and analytics driven
audit
► What stood out?
► What techniques did teams use that demonstrated that this was a team
the prospective client would want to work with?
► Clearly stated they would like to work with the prospective client
► Sounded excited to work with the prospective client; demonstrated
that the client was important to EY
► Was responsive to questions or objections
► Referred to previous successful client experience with Bank of Faso
Be prepared to ask questions to direct their attention to the key points.
Participants may not always respond with an answer that matches the
bulleted discussion. Try to stimulate their thinking without giving them the
answers.
Discussion
Facilitate a discussion to uncover any additional feedback or key points
that visiting partners and directors want to make sure participants take
away from the activity. Direct these questions to the visiting partners or
directors:
► What types of presentation collateral are most effective?
► What are some of the key lessons you have learned from giving client
presentations?
► What steps do you take to prepare for client meetings?
► What additional tips do you have for effective client meetings?
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Storytelling
Share a personal experience that is relevant, descriptive and to the
point. Including conversation and dialogue in your story helps it to
become memorable.
Key points to cover may include teaching points about:
► Getting information, including:
► The importance of confirming the prospective client’s “concepts”
before presenting service offerings
► A prospective client’s “concepts”: those unique issues or problems
they would like to fix, specific objectives they would like to achieve
and the pitfalls they want to avoid
► Determining key questions, who will ask them and in what sequence
in advance of the presentation
► Giving information, including:
► Sharing unique strengths that differentiate EY in the prospective
client’s mind, this includes our leading edge-technologies like EY
Canvas client portal, as well as our analytics driven audit.
► Providing an answer to the question, “Why should the prospective
client care about this?”
► Getting commitment, including:
► Asking for the business
► Answering objections
State: Presentation is one of those skills that require time and experience to
develop mastery. This course aims to help you begin your development in
this area. Take every opportunity, client meeting and oral presentation, as a
chance to enhance your skills. Always prepare and deliver a presentation like
your final performance rating depends on it. Set time with your partner to
debrief your performance and identify how you can improve.
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SL 12
Show and review slide
Briefly highlight the objectives for Round 4.
Note the effect these objectives will have on the participants in their
everyday roles and responsibilities.
SL 13
Show and review slide
Briefly highlight the objectives for Round 4.
Note the effect these objectives will have on the participants in their
everyday roles and responsibilities.
15 minutes 5. Awarding the win
HO 4.1
Collect the completed HO 4.1: Presentation evaluation checklists from the
participants (partners will keep theirs), keeping them organized by team
Give each team their stack of checklists
Tell teams to review their checklists and discuss the feedback while you
confer with the partners and determine a winner
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Leader note
Meet with the partners and determine a winner, based primarily on who
had the strongest presentation. Take into consideration how the teams
performed on all of the tasks over the course of the training, but the
presentation should be the most important factor in determining a winner.
Reconvene the teams and have one of the partners announce the winner.
Include any additional key points or comments from the partners and leaders.
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15 minutes 6. Summary and wrap-up
SL 14
Show and review slide
SL 15
Show and review slide
This event has been part of your journey to build your skills around business
development and winning in the market. Maintaining relentless focus on
winning in the market is one of the three pillars of the firm’s strategy. An
important expectation for EY team members in your position, and especially
for those looking for promotion to senior manager, is the ability to represent
EY as a whole, and beginning to think strategically about building the
business.
Discuss the firm’s expectations of the participants (as senior managers).
Discussion
Facilitate a discussion of expectations of a senior manager by asking
the following questions:
► What are some ways that you can continue to build your professional
network?
► Attend formal networking events
► Build relationships with existing clients when you are on site
► Look for opportunities to meet new people
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► What can you do to help identify clients’ and potential clients’ needs?
► Ask them about their challenges and concerns
► Listen
► How can you make sure you are not coming across as too pushy or as
an aggressive salesperson?
► Talk about the company, not EY
► Work on establishing relationships without thinking ahead to what you
can sell to them
► When making a recommendation, be sure it addresses a specific
issue that you have discussed with the company
► Do not offer something they do not need
Be prepared to ask questions to direct their attention to the key points.
Participants may not always respond with an answer that matches the
bulleted discussion. Try to stimulate their thinking without giving them the
answers.
Flip chart
Capture key comments on a flip chart.
Tie key points back to their work experience. As the leader, you should share
your personal examples with the participants as well.
Leader note
For further details around the expectations of different roles within
audit, please refer to the Audit Career Framework which can be found
in the People pages of the Audit Transformation site
https://audittransformation.com/
SL 16
Show and review slide
Briefly highlight the course objectives and how participants have practiced
these skills during the simulation
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SL 17
Show and review slide
Briefly highlight the remaining objectives and how participants have
practiced these skills during the simulation.
Note the effect these objectives will have on the participants in their
everyday roles and responsibilities.
Emphasize the resources available to assist in efforts to identify appropriate
services or assist in the pursuit process (Winning new audits, Winning in the
market).Re-emphasize HO 3.2 which enables our teams to talk about our
leading edge technologies and analytics driven audits.
Leader note
You may need to provide Area-specific evaluation instructions,
depending upon your Area and country. Contact your Area deployment
leader for additional information, if necessary.
Evaluation
Program and instructor evaluations
(Give directions for completing evaluations, if necessary)
Explain the evaluation process to the participants
If participants have their laptops, advise them to complete their
evaluations in class:
Everyone should have received a PDF file via email containing an evaluation
for the class and instructors.
The evaluation must be submitted to complete the class.
Please complete the evaluation for this module. If guest instructors spoke,
complete an evaluation of those instructors as well. If the leaders differ from
the leaders in the PDF file, type the names and GPN of the leader(s) in the
free typing field.
As indicated on the evaluation form, you can save the information you have
entered in the evaluation by selecting File > Save As and selecting Desktop
in the left panel as your destination.
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Before leaving the training, please remember to click Submit at the bottom of
the form. This will create and populate an e-mail in Outlook. Then click Send
to send the e-mail. If you are not connected to the network, your evaluation
will be sent the next time you connect.
If laptops are not available, distribute a paper copy of the evaluation
form:
You will now complete the evaluation of the class and the instructors. You
must complete and submit this evaluation to complete the course.
If any guest instructors spoke, please complete an evaluation of those
instructors as well. If instructors have changed since the evaluation form was
created, then write the name and GPN of the correct instructor(s) into the
open field.
Collect all completed paper evaluations and return them to your on-site
support, along with the completed CPE sign-in sheets.
Ask
What other thoughts or questions do you have about this course?
Respond to questions and then conclude the course by thanking everyone
for their participation.