Podcast Ep 121 | How to Structure Presentations to Ensure Effective Decision Making

Lead­ers often waste a lot of time on deci­sions because meet­ing del­e­gates are not well pre­pared with the infor­ma­tion need­ed or aren’t well-dis­ci­plined with a process that can lead to an effec­tive and quick decision.

In order to be a more effec­tive leader, effec­tive deci­sion-mak­ing in meet­ings is cru­cial. Also, the for­mat of rules and engage­ment to dis­cuss, debate and decide impacts the effec­tive­ness of meetings.

In this episode of the Growth Whis­per­ers pod­cast, Brad Giles and Kevin Lawrence dis­cuss how to achieve effec­tive deci­sion-mak­ing dur­ing pre­sen­ta­tions and meetings.

EPISODE TRAN­SCRIPT

Please note that this episode was tran­scribed using an AI appli­ca­tion and may not be 100% gram­mat­i­cal­ly cor­rect – but it will still allow you to scan the episode for key content.

Kevin Lawrence 00:13

Wel­come to the Growth Whis­per­ers pod­cast where every­thing we talk about every week is about build­ing endur­ing great com­pa­nies. Brad Giles, my part­ner down in Perth, Aus­tralia, and myself, Kevin Lawrence, up in Van­cou­ver, Cana­da, get togeth­er week­ly to talk about things that we’re pas­sion­ate about things that we see hap­pen­ing in the com­pa­nies that we work with, or in the stud­ies that we do our­selves. All things that help us to build endur­ing great com­pa­nies. So Brad, how you doing today?

Brad Giles 00:41

Love­ly, very good indeed. And cold. It’s 11 degrees Cel­sius today, which might not sound a lot for you in Van­cou­ver, but here in warm Perth, Aus­tralia, 11 degrees is cold. How are you doing?

Kevin Lawrence 00:55

We’re doing well. We’re in our sum­mer­time. So we’re warm, and we’re lik­ing it. Even though we’re not get­ting the best sum­mer. It’s alright. So hey, before we jump into the top­ic today, just a reminder to our sub­scribers, if you haven’t sub­scribed yet, just hit that sub­scribe but­ton. And if you’re hap­py to give it a rat­ing, we would appre­ci­ate it of course, any feed­back or ideas you can always send to Brad or myself. So Brad, what are we dig­ging into today?

Brad Giles 01:19

Today, how to struc­ture pre­sen­ta­tions to ensure effec­tive deci­sion making.

Kevin Lawrence 01:29

This one gets me and so many meet­ings, peo­ple make these pre­sen­ta­tions, which are inter­est­ing, infor­ma­tive, make it real­ly hard to make an informed deci­sion. In that moment, they just did some things dif­fer­ent­ly. Man, it’d be much eas­i­er for them and for us, too. So yeah, this is a top­ic we’re both very pas­sion­ate about. But first, let’s kick off with our Word of the Day. What’s yours?

Brad Giles 01:57

So what’s on my mind in this regard is its sup­ply chain. We are just see­ing so many peo­ple, it’s the hol­i­days, the school hol­i­days for kids over here at the moment. There are so many peo­ple who are report­ing lost bag­gage with air­lines or can­cel our air­lines are a mess.

Kevin Lawrence 02:17

Our air­lines actu­al­ly cut to nation­al air­lines have cut back ser­vice as a way to improve cut back the num­ber of flights to try to improve ser­vice. Yeah. How’s that work?

Brad Giles 02:31

Yeah, they’re obvi­ous­ly strug­gling on so many lev­els. So yeah, it’s, that’s the pointy end. But broad­er than that, there are so many sup­ply chain issues. It’s chain squeezes at the moment, what about yourself?

Kevin Lawrence 02:46

The phrase, that’s embar­rass­ing. My daugh­ter who is at the stage where she wants to get a job and is out there in the world, doing her own thing keeps using that phrase, that’s embar­rass­ing for the things that she does­n’t want to do that put her out of her com­fort zone. So I would say that, you know, as I we jok­ing­ly say, well, it’s embar­rass­ing, it’s also embar­rass­ing or uncom­fort­able not to get what you want. So there’s the dis­com­fort of the doing the thing. And then there’s also the oth­er dis­com­fort of not get­ting the result that you want, and you’ve got to choose, and so jok­ing with her with that, but a lot of times in com­pa­nies, you know, that’s embar­rass­ing, or which is code for that’s uncom­fort­able. You know, peo­ple avoid the hard things, and then they make it hard­er for them­selves. So it’s real­ly hard, or it’s embar­rass­ing, what it’s embar­rass­ing the sup­ply issues that some sup­ply chain issues that some peo­ple have, hey, well, well, we’ve got togeth­er pret­ty beau­ti­ful. Alright, let’s, let’s jump right in. So the idea here is that the dis­tinc­tion for today’s show is the dis­tinc­tion between dis­cussing or debat­ing, ver­sus debat­ing and decid­ing so one of the com­pa­nies that I been doing some work with over the last cou­ple of months, you know, I talk about a debate deficit where com­pa­nies don’t get their debate, get through their debates. And they said, Kevin, we don’t have a debate deficit, man, we have non­stop debates. We’re always debat­ing, we have a deci­sion deficit. We don’t know how to get the darn things across the lines. Okay. I had to change my think­ing from a debate deficit to a deci­sion in com­pa­ny. And when you don’t make deci­sions, it con­sti­tutes up the whole sys­tem and slows the whole thing down. And you know, and we’re all guilty, includ­ing myself, some­times drag­ging on deci­sions, you know, some deci­sions are hard. And the impor­tant ones that should­n’t be hard. But it’s real­ly today’s show, is that real­ly, how do we make those impor­tant deci­sions bet­ter and faster, and the root of it is, we waste a lot of time dis­cussing things because we are not well pre­pared. We don’t have the infor­ma­tion we need for a well dis­ci­plined, well thought out. Effec­tive deci­sion. So then it takes way more time. time, peo­ple get frus­trat­ed. It’s not, for lack of actu­al, you know, intel­li­gence, or knowl­edge or capa­bil­i­ty. It’s often process which we’ll dig into today or dis­ci­pline at the core of it all.

Brad Giles 05:18

You know, it makes me think of Peter Druck­er, who said that the job of the man­ag­er is to be effi­cient. And the job of an exec­u­tive is to be effec­tive. And if you’re going to be effec­tive, a part of your role is you’ve got to do pre­sen­ta­tions, you’ve got to do pre­sen­ta­tions that lead to deci­sions. Okay, so the effec­tive­ness of those pre­sen­ta­tions, is what matters.

Kevin Lawrence 05:45

Yes. And you got to teach your peo­ple to do the same. Yeah, you’ve got to teach your peo­ple how to make pre­sen­ta­tions to get the deci­sions that they believe are the right thing for the busi­ness. In many ways. It’s a lit­tle bit of sales per­son ship one on one, you know, we’re gen­er­al­ly pret­ty good and sell­ing some peo­ple bet­ter than oth­ers, but inter­nal­ly sell­ing it to get the deci­sion. Maybe we just need some sales train­ing. Yep. So hey, if you want to take a look back at some pre­vi­ous episodes, Episode 58, col­lec­tive intel­li­gence, the key to lead­ing a suc­cess­ful week­ly meet­ing, also num­ber 92, the meet­ing rhythm, the month­ly lead­er­ship team meet­ing where we dig into some of this. And then final­ly, 114, the CEO only has one tool, which is meet­ings. And the root of this is cre­at­ing high­ly effec­tive pre­sen­ta­tions, dis­cus­sions and deci­sions, which are a crit­i­cal part of meet­ing so that sets it up. So the first point we have here is if you real­ly want to make a pre­sen­ta­tion, have a suc­cess­ful out­come, know what the hell the ques­tion we’re debat­ing, or the deci­sion we’re mak­ing. And I don’t know how many times I’m in a room, and peo­ple start mak­ing their pre­sen­ta­tion. I go, whoa, whoa, whoa, whoa. What’s the out­come we’re look­ing for here? Well, I want to give you an update. Well, I don’t want to lis­ten to it. I don’t want I want a deci­sion. I don’t I don’t want updates. I don’t want to I want to know, what are you going to share with us so that we can make a deci­sion, peri­od? Update pre­sen­ta­tion, send it to me, and we’ll review it if it’s crit­i­cal. So I don’t want to update want­i­ng to help make deci­sions. Tell me why we’re lis­ten­ing to it would­n’t be that rude. But that’s the intent.

Brad Giles 07:24

Albert Ein­stein said that if I had an hour to solve a prob­lem, I’d spend 55 min­utes think­ing about the ques­tion. Now, it’s not exact­ly the same. But you know, what he’s real­ly say­ing is, under­stand the ques­tion, get very clear on what is the out­come that we want to achieve?

Kevin Lawrence 07:42

Yeah. And why is that impor­tant Brad? Because well, it takes us into our sec­ond point, which we’ll get into in a minute, but it’s about the infor­ma­tion you need, because depend­ing on the ques­tion, you will need very dif­fer­ent infor­ma­tion. So to fin­ish off point, num­ber one, know the ques­tion that we’re dis­cussing, or the deci­sion to make, and Big Deal things like who owns it? Whose deci­sion is it to make in the end? Is it a group deci­sion, or it’s one per­son­’s deci­sion, and we want just align­ment or feed­back. Sec­ond, is it helps peo­ple love or hate racy, and we have it in a pre­vi­ous episode as well. But if you look at RACI, it’ll tell you who’s respon­si­ble, account­able, con­sult­ed and informed? And mak­ing sure that you know, we get lat­er, but are the peo­ple that should be con­sult­ed involved? Or have they been involved in it? And there’s some­thing out of your book made to thrive as well? Brad, you want to touch on that?

Brad Giles 08:36

Yeah. So all team meet­ings are con­duct­ed with an agen­da and data is avail­able to effec­tive­ly make deci­sions dur­ing meet­ings. So this is from my book made to thrive, which is about the five roles of a CEO. So, you know, you have to make sure that the meet­ings are run? Well, you know, in the US mil­i­tary, they have a say­ing, which is any deci­sion is bet­ter than no deci­sion. So if you’re in a com­bat sit­u­a­tion, even if it’s kind of the wrong deci­sion is bet­ter than stand­ing around and get­ting shot at.

Kevin Lawrence 09:07

And it’s some­times eas­i­er in the high pres­sure, high stakes. Yeah, it’s these the it’s these not impor­tant, sor­ry, are not urgent, but impor­tant deci­sions where we tend to get locked down. So look, you got to know what you’re try­ing to accom­plish. Start the con­ver­sa­tion with that to set peo­ple’s head in the right direc­tion and make sure that the right peo­ple are involved. So num­ber two, we need a whole bunch of infor­ma­tion to make this now we need a whole bunch of infor­ma­tion and we need it suc­cinct­ly. We don’t need 427 slides. Please don’t send us 400 line spread­sheets. Right? If you want an exec­u­tive deci­sion need to present infor­ma­tion in an exec­u­tive way and it’s like, you know, why are we doing this? What are alter­na­tives? What is our like­li­hood of suc­cess? Like how what’s the risks in this and if we Get it right. What’s the real ben­e­fit? No, I love this when we talk about like imple­ment­ing CRMs, and Sales­force and stuff like that. And you know, it’s fun­ny. Some peo­ple think imple­ment­ing Sales­force increas­es sales. I think it’s almost hilar­i­ous. Now, if you have a prob­lem in your com­pa­ny with track­ing leads, and los­ing leads a CRM or some­thing that man­ages leads that come in lots of peo­ple use Hub­Spot, and stuff like that. It can to help track and bet­ter man­age leads. But last I heard sales man­age­ment soft­ware does­n’t make sales­peo­ple have more meet­ings and make more pre­sen­ta­tions. I don’t know, maybe it does. But I gen­er­al­ly think peo­ple get lost in this stuff. So any­way, you’re gonna have these beau­ti­ful debates like, is it actu­al­ly gonna have the ben­e­fit that you think you got­ta think of what depen­den­cies and then and then you got to back it up with num­bers, like, show us that you got to show us some cur­rent data in the busi­ness that relates to this and show us how it will be dif­fer­ent IE, do you have a mod­el, finan­cial mod­el, and then the main thing, if you’re going to bring a finan­cial mod­el, you bet­ter have had a finance per­son go through it with you. If you’re an oper­a­tor, or you’re an HR, or you’re an IT or some­thing else, and you want a deci­sion, let your col­leagues and finance val­i­date your think­ing with real math from the busi­ness, you’ll have a way bet­ter chance and some com­pa­nies, it’s actu­al­ly required.

Brad Giles 11:31

I saw a great exam­ple to this point, that CEO does when he’s run­ning a meet­ing, he will send the slide deck, like you said, 427 slides, it’s not like that it’s you know, 10, 20, 30 slides, he’ll send it in the days pri­or to their meet­ing, expect­ing that every­one will review it. And then his job dur­ing the meet­ing is to talk about the nuance of the slide or talk to the deck. So assum­ing that you’ve already read it, he’s gonna say so this is why this chart matters.

Kevin Lawrence 12:14

I love the the­o­ry in prac­tice, peo­ple read­ing stuff before a meet­ing, unless it’s a big strate­gic meet­ing, and peo­ple are set­ting aside for hours to pre­pare. I don’t ever count on it. Because some of the most impor­tant peo­ple often don’t read the damn stuff. If they have the dis­ci­pline in the com­pa­ny, that’s great. It’s just that it’s rare.

Brad Giles 12:38

He has the dis­ci­pline. And this is his week­ly update. A part of col­lec­tive intel­li­gence, that type of thing.

Kevin Lawrence 12:45

Hey, if it works, then that is an out­stand­ing approach. Yeah. And I would nev­er count on it. But so which takes us to our next part of the point.He gets it pre­pared and shares it. I just find that gen­er­al­ly, get­ting peo­ple to read infor­ma­tion before him unless it’s a big meet­ing. It’s, it’s just chal­leng­ing. So. So which takes us? So the final thing on the date, what you need to know is basi­cal­ly, what’s the ask? Clear­ly? How much you ask him for? Over what peri­od of time? You know, we’ll talk about in a future episode, like, is this a bul­let? Or is this a can­non­ball? Like, is it proven? Is it not proven? Yeah, but the on to the next point num­ber three is, is that I call it you know, ⁸⁰⁄₂₀ meet­ing for deci­sions. The val­ue is in the ques­tions and the per­spec­tives that it’s in the dis­cus­sion. The mis­take peo­ple make is they’ve got an hour slot to talk about the new IT infra­struc­ture. Yeah. And then they present for 57 min­utes. And there’s only three min­utes to dis­cuss. You’re not going to get a deci­sion, I can guar­an­tee it. So we help lead­ers in com­pa­nies by say­ing if there is an hour slot 20% of that time max­i­mum to present, which would be up to 15 min­utes to present 12 min­utes, I aim for 10. And if you can’t make your whole pitch in 10 min­utes, you haven’t thought it through well enough yet. Or you don’t know how to present to exec­u­tives. Yeah. So gen­er­al­ly, even if you have sent it in advance, which is ide­al for sure. Review­ing the key slides, or in some com­pa­nies, just every­body reads it, exec­u­tives seem to think that them mak­ing a ver­bal pre­sen­ta­tion is the best thing to do. It’s every­one does a Pow­er­Point. And that’s why they always take an hour. The oth­er the­o­ry is write a two page doc­u­ment and we’ll just sit qui­et­ly and read it in the meet­ing, and then we’ll dis­cuss it. I think it takes more dis­ci­pline to write a two page doc­u­ment than a Pow­er­Point although they’re just you know, they’re not as pretty.

Brad Giles 15:01

But suc­cinct­ly get the key points across that is that con­tains the infor­ma­tion required for a deci­sion to be debat­ed. A and B decid­ed and allo­cate. Your point is ⁸⁰⁄₂₀ rule is not an hour, 10 min­utes to present, please, and then let’s dis­cuss it.

Kevin Lawrence 15:21

It’s the dis­cus­sion that will help us to get to the point of the debate. And if you’re real­ly smart, you should antic­i­pate every sin­gle ques­tion. And if you’re not that smart or expe­ri­enced, your man­agers should pre­pare you. And you should, the best peo­ple that make pre­sen­ta­tions, they already know what we’re going to ask. And they already have the ques­tions. We don’t have that expe­ri­ence run up by some­body else. First. It’s this is for the per­son prepar­ing it is super impor­tant, because it’s pret­ty pre­dictable if you’re an expe­ri­enced leader. So the val­ue is in the ques­tions at 20 Present 20% of the time max­i­mum no mat­ter what you’re allot­ted, because you want to hear from peo­ple. Yeah, the next thing is, how do you actu­al­ly go ahead, set the table for debate?

Brad Giles 16:12

So how do you make sure that the debate will be healthy, that the debate won’t go on. And as always hap­pens, peo­ple bring up the same old things, the same old prob­lems, time and time and time again, and you go down into these rab­bit holes, or peo­ple have per­son­al mis­sions that they want to address. So allo­cate an amount of time, we’re going to talk for 20 women debate this for 20 min­utes, or 40 min­utes, what­ev­er it is, and keep peo­ple to that time. We’re now halfway through, we’ve now got 10 min­utes remain­ing, we’ve still got to cov­er off those three points before we get to the decision.

Kevin Lawrence 16:58

Yeah, I even use a timer. If there is 40 min­utes for dis­cus­sion, I set a timer for 30. And I say there, look, I’m set­ting the timer for 30. That lets us know that we have 10 min­utes left, just and I’m putting on my phone. So it’s loud, so peo­ple can hear it. It’s a guide­line or a guide post to help us.

Brad Giles 17:15

Yeah, yeah. So under­stand the rules for debate. Like we don’t do this. And we don’t do that. Like it should be healthy debate. We say how do we here’s one thing that I’ve noticed, you know, on Zoom meet­ings, they’ve got this raise hand func­tion. Yeah, with most of the teams that I’ve been work­ing with, we weren’t using that. And one team, they just, they just start­ed using it. And it was so effec­tive as facil­i­tat­ing it.

Kevin Lawrence 17:46

Most of our teams, we got the habit of using the user. The only prob­lem is, as a facil­i­ta­tor, some­times I’m so focused on what’s going on, I would still miss the hands. I know. But then, but then oth­er peo­ple are call­ing it out. And the best thing on Zoom, you look on the right hand side, and they’re put in order of when they came up so you can eas­i­ly man­age and respect the order. But yeah, that raise the hand once you got that going. It’s beau­ti­ful. We often have it in our meet­ings, includ­ing myself, a facil­i­ta­tor, we have the hand rais­ing, and it’s inter­est­ing. The team all owns it. Again, I’ll be facil­i­tat­ing a debate and I’m in it, and we’re work­ing on it. And some­one’s gonna go I go, Oh, Bren­dan, you’re next. Oh, no, no, no, no, no, no, sor­ry. Sor­ry. Josephine was so Joseph. The team will help it but it’s the rais­ing the hand is a sim­ple, ele­gant way to not tram­ple and just obvi­ous­ly facil­i­ta­tor schools to help that but, you know, it’s a great exer­cise for a team to come up with your rules for debate. Like how do you do it? Like what is you know, like one of my ones I hate is sol­dier gath­er­ing. Well, every­body thinks you’re an idiot. Now I can tell you I think you’re an idiot. But every­where you go, you start gath­er­ing oth­er peo­ple’s opin­ions to put more weight behind your own cheese any­ways, peo­ple have their own things and you know, one com­pa­ny I’ve worked with they have phras­es like Have you con­sid­ered instead of I think any­way, just how­ev­er you do but yeah, the main thing is you’re say­ing there Brad is set your­self up for an effec­tive debate and one of the big things is are the right peo­ple in the room because if there is some­one who is a key part of this if this deci­sion is there pitch­ing the new IT sys­tem, but you don’t have the user like if it’s a new retail POS point of sale sys­tem and the head of retail right or or the peo­ple in that part of the busi­ness aren’t there you can’t have a dis­cus­sion because if the back of house it peo­ple love it, but the front of house don’t. It’s a waste of time, so hav­ing the right peo­ple in the room to make the decision.

Brad Giles 19:59

Yeah, and then we move to the next point, which is, even­tu­al­ly it’s time to decide why min­utes left, we’re at 55 min­utes of a 60 minute dis­cus­sion. Yeah, we’ve pre­sent­ed you under­stand all of the data, the costs, what­ev­er it might be, you under­stand the sit­u­a­tion. we’ve debat­ed, we’ve heard from dis­parate peo­ple’s ques­tions and per­spec­tives. Okay, so now it’s time to decide, when the whole rea­son that we’ve come togeth­er is to make a deci­sion, what are we going to do? Are we going to go for this? Or are we not? Or is there a third option that we had­n’t con­sid­ered, that we’ve had has come up through the debate? But yet, what are we going to? How do we land this? And who’s account­able for it?

Kevin Lawrence 20:40

Yep. And often, it’ll come down to dis­agree and com­mit, right? Is that you’re not gonna, if you push them for con­sen­sus, it’s gonna take for­ev­er, and we’ll all go around the room and some deci­sions if I’m in the room, say, okay, just, you know, so the final deci­sion, is this just show of hands, okay? And just go around, every­one’s good, good, good, good. Some­one’s waf­fle in their head. You know, hey, Mar­gari­ta Mar­gari­ta. is still on the edge. She’s like, yes. Are you will­ing to although you don’t ful­ly agree, com­mit to this? And whole­heart­ed­ly fol­low through? Yes. Okay, great. Let’s go. Deci­sion made. Yep. And then doc­u­ment it, write the damn things down. You know, in a lot of com­pa­nies, we have a dis­ci­pline and not­ing who what wins, we’ve actu­al­ly tweaked it to deci­sions and actions, actions is the who owns but also log­ging those deci­sions. And then it gets cir­cu­lat­ed to any­one that was miss­ing at the meet­ing. So doc­u­ment­ing those deci­sions. And, you know, if those notes aren’t enough, some­times there’s oth­er spe­cif­ic peo­ple that need to be informed. But some point you got to call it, I think, in Robert’s Rules of Order, they call it call­ing the ques­tion, I think, is what they call it. So the key point here is, hey, peo­ple make a lot of pre­sen­ta­tions, they burn up a lot of our time, and don’t get deci­sions. So they have to come back and present again, that’s our fault. We need to set them up to win, and not let them into the room until they’re ready to win. By the way, I spent half an hour with an exec­u­tive Fri­day after­noon. She want­ed to present some­thing I know, it’s a very sen­si­tive and chal­leng­ing issue to get a deci­sion in that com­pa­ny. So I asked to see it first. Well, we went through and I helped her with it, because I was pas­sion­ate about it. And we had to make some notable changes just on her third, last slide, which is a third to last slide. Because if she need­ed to have strong rec­om­mend, there was­n’t a rec­om­men­da­tion. It was an infor­ma­tion share. Yeah, which would lead to a night­mare. And so we helped to fig­ure but basi­cal­ly, we had to restruc­ture it so that it now can be effec­tive, with the two of us putting our brains togeth­er on so how do we be effec­tive, get the deci­sions we want and move ahead and not bore peo­ple to death and waste their time. So num­ber one, be clear on the what we’re debat­ing and the deci­sion that we want made? What’s the ask to who’s account­able and is going to pre­pare all that infor­ma­tion. So we can suc­cinct­ly have it and then three, in the meet­ing 80% of the time is dis­cus­sion at only up to 20% the pre­sen­ta­tion, right?

Brad Giles 23:25

So once we under­stand the ques­tion that we’re answer­ing, once we under­stand the val­ues and the per­spec­tives, but then we’ve got to make sure that we’re facil­i­tat­ing a debate, which is the bulk of the time mak­ing sure that every­one is heard, mak­ing sure that all of the ques­tions are answered and that every­one under­stands what’s being done using some of those things such as timers, the rules for debate, rais­ing hands that we men­tioned before. And then final­ly get to the point where it is time to decide, call it out. explic­it­ly say now how are we going to sort decide how are we going to close this issue? Make sure that we walk away with a deci­sion and with account­abil­i­ty. We men­tioned racy ear­li­er, maybe that’s some­thing to con­sid­er but mak­ing sure that the deci­sion is made and the account­abil­i­ties are set.

Kevin Lawrence 24:15

Yeah, one last point branch­es that I loved is mak­ing sure every­one’s heard. One of my favorite tech­niques and I for­get but as we always get to hear from the qui­et ones, because they’re think­ing while the rest of us are yap­ping, but as to go around the room. Hey, what’s your per­spec­tive and lit­er­al­ly do a cir­cle around the room to get the views? Yep, as long as you’re awe­some. All right, sir Brad.

Brad Giles 24:39

Well, I hope that you’ve enjoyed today’s episode of the growth whis­per­ers You can find us on YouTube by search­ing the growth whis­per­ers whis­pers if you’re inter­est­ed in see­ing our smil­ing faces. Also, we have inter­est­ing newslet­ters that we pro­duce each week. Kev­in’s web­site is Lawrence and co​.com and mine is evo­lu­tion part​ners​.com dot I you do hope that you’ve enjoyed today’s episode, how to struc­ture pre­sen­ta­tions to ensure effec­tive deci­sion mak­ing. Have a great week.