TUNE UP YOUR PITCH 2017

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1 TUNE UP YOUR PITCH 2017 Presented to Wharton MBA 2 nd Year students Deb Rosenbloom Executive Coach, Hancock Leadership

2 A pitch evolves with every iteration. Creating a memorable and authentic pitch takes work. The frameworks provide a strong starting point, and can be a launching pad for a truly differentiated pitch if you are willing to push yourself. Deb Rosenbloom, Hancock Leadership 2

3 Today s goals Update your pitch with summer internship new framework Refresher/practice to increase your preparation and comfort level when talking about yourself at networking events practice, feedback, practice Answer your questions I understand you may have specific concerns and I want to address them Deb Rosenbloom, Hancock Leadership 3

4 Pitch: Reminder of The Typical Approach How NOT to stand out: Chronological run-through of the generic history of your life and/or work experience Too long, too vague, too hard to follow Not relevant or motivating to your listener BORING! Deb Rosenbloom, Hancock Leadership 4

5 A Better Approach It s not all about you, so change your perspective: Ask what does my target need to know about me in order to want to help me succeed? So, what does your target want to know about you as a 2 nd Year MBA student? Deb Rosenbloom, Hancock Leadership 5

6 The original pitch model from 1 st year You can still use the 1 st year model: What is your goal (industry/function): What criteria are most relevant to your goal? Relevant experience, skills, traits Intro What you want to be known for Evidence and value proposition Highlight concise examples of relevant skills and accomplishments you bring to the table Request Be specific about your goals and how you re audience can help Deb Rosenbloom, Hancock Leadership 6

7 A new pitch model for 2 nd year Or use a new model to emphasize your summer experience: Who are you and what did you do last summer? Focus on summer internship and anything else that is most relevant, mention major accomplishments Why are you looking this year? Avoid discussing negatives from your summer, instead focus on what skills and experiences you want to use in the next role, and how your summer experience is relevant to those goals What s next and how can I help? What role are you seeking and how can your target help you achieve your goals? Deb Rosenbloom, Hancock Leadership 7

8 Example: same industry, different firm (and region) Who are you and what did you do last summer? I m in my 2nd year at Wharton focusing on international business development in the retail sector. This summer I interned at BRAND, where I implemented the business plan for a successful launch in Japan. Why are you looking this year? My internship provided valuable experience in retail expansion into international markets, which I hope to apply to Latin America. I became interested in LATAM before Wharton as a consumer sector analyst for an investment firm with holdings in the region. Studying at Lauder provided the opportunity to build on that passion and regional experience. What s next and how can I help? Your company has expressed strong interest in building it s Latin American presence, and I would like to speak with you about potential opportunities Deb Rosenbloom, Hancock Leadership 8

9 Example: change of industry Who are you, and what did you do last summer? Why are you looking this year? I m in my 2 nd year at Wharton, majoring in Strategic Management. This summer I interned at BCG where I identified $10m cost savings for a consumer client. My internship reinforced my passion for challenging business problems. While I m considering accepting an offer to return to BCG, I m also interested in a role where I can participate in both identifying AND implementing solutions. I would also like to leverage my previous experience in the entertainment sector. What s next and how can I help? I ve heard the Strategy Group at Disney is a great place to apply analytical consulting skills while working at a leading entertainment company. May I follow up to arrange a call I would value your advice on how to succeed in the Strategy Group at Disney. Deb Rosenbloom, Hancock Leadership 9

10 Pitch Development Choose a practice target audience: select the individual s organization and title Develop your first draft on the handout (use the framework provided or turn the page over and create your own on the back.) Don t worry too much about which box things go in, instead focus on addressing the questions your target is likely to have (regardless of which box it goes in.) Deb Rosenbloom, Hancock Leadership 10

11 Pitch Practice in Pairs Practice in pairs observer will provide feedback Tell your partner your target industry/function 90 seconds to give your pitch (IRL you will not deliver a pitch this way. Today we ll ask you to practice so your partner can give feedback.) Partner record and share your three most important messages: What worked? What can be improved? Deb Rosenbloom, Hancock Leadership 11

12 Take Two Take a few minutes to update your pitch based on the feedback you received from your partner. 90 seconds to give your updated pitch Deb Rosenbloom, Hancock Leadership 12

13 Do s & Don ts for Using Your Pitch IRL Do: Don t: Weave the elements of your pitch into a genuine conversation Balance talking about yourself with a significant amount of listening and asking questions Memorize your written pitch word for word Spit out your pitch beginning to end without engaging the other person in a conversation Deb Rosenbloom, Hancock Leadership 13

14 QUESTIONS Deb Rosenbloom, Hancock Leadership 14

15 Closing Parting thoughts: Preparing a pitch and networking successfully are also important on the job This is a unique time in your career leverage it Please complete the feedback forms And keep in touch! deb@hancockleadership.com Deb Rosenbloom, Hancock Leadership 15

16 Appendix Deb Rosenbloom, Hancock Leadership 16

17 Tips for navigating Career Expo Get the map beforehand, and prioritize your route Practice using your pitch in a conversation Wear your nametag properly Prepare a few questions in advance to start the conversation Exit gracefully: don t monopolize the company reps do get a business card and follow up Deb Rosenbloom, Hancock Leadership 17

18 The trust equation Trust = Credibility + Reliability + Intimacy Self Orientation Source: The Trusted Advisor Deb Rosenbloom, Hancock Leadership 18

19 Confident non-verbals and voice support your pitch Body language Attitude/energy Eye contact Posture/head orientation Smile Voice Inflection Volume Speed 38 % 7% 55 % Body Language Voice Language/Content Deb Rosenbloom, Hancock Leadership 19

20 Postponing Compensation Discussion Phrases to delay the discussion: I would prefer to discuss the position more fully before discussing salary I d like to revisit a salary conversation after I ve provided a better sense of my skills I assume the compensation is in line with the market, do you have a range for this role? Deb Rosenbloom, Hancock Leadership 20

21 Deb Rosenbloom