In product design, early user tests often reveal a common issue: too much explanation at the start.
Teams build detailed walkthroughs and step-by-step guides. But when real users try the product, they lose interest before they even get to the good part.
So the team changes the opening. They simplify. They focus on showing value right away.
Presenting has the same dynamic.
Many speakers start with an agenda slide. It might feel like the right thing to do – but it often drains energy before the talk even begins.
Shunryu Suzuki, a Zen Buddhist teacher, once said: “In the beginner’s mind, there are many possibilities, but in the expert’s, there are few.”
That idea matters for anyone who wants to grow as a presenter.
A beginner’s mindset means staying open – even when you’re experienced.
It means welcoming feedback and staying curious.
Some of the most effective speakers I know ask for input after every talk. They try new things. They read, watch, listen and learn.
Italian economist Vilfredo Pareto noticed something curious in his garden. Only a small number of pea plants were producing the majority of the peas.
Around the same time, he also saw that 80% of Italy’s wealth was held by 20% of the population.
That observation became a broader idea now known as the 80/20 principle – the idea that a small portion of input often leads to the majority of results.
During the Second World War, Winston Churchill issued a memo to his staff titled ‘Brevity.’
The message was simple: keep reports short.
He wanted clarity. He wanted decisions. And he knew long, vague writing slowed everything down.
Churchill requested short reports with the main points in clear, crisp paragraphs. He pushed his team to avoid what he called “woolly phrases” and official jargon that impeded clear thinking.
He encouraged direct language – even if it sounded a bit informal. What mattered was getting the point across, fast.
Andy Lopata – a brilliant speaker and author – was once invited to speak at an event for a hairdressing company.
He wasn’t a hairdresser. He didn’t know the industry. But instead of guessing what might resonate, he did something simple – and smart.
He asked to meet five people who would be in the audience. He spoke with them and asked questions. He learned what mattered to them and what challenges they faced.
In this episode, Eric Ries explores why leadership communication often breaks down inside organisations. He explains how incentives, decisions and pressure shape what people believe – and how leaders can align their message with reality to build lasting trust.
Leaders spend a lot of time trying to communicate clearly.
They define a mission. They share values. They repeat key messages.
I’ve worked with many marketing agencies that pitch proposals to potential clients. In most cases, the clients already have the written proposal. They’ve seen the decks. They’ve read the numbers. The information is there.
The same thing happens in investment pitches.
So why ask for a presentation?
Because facts alone don’t close deals. When a client or an investor invites you to present, they’re looking for trust.
They want to see how you think and how you communicate. They want to know if they can work with you. They’re asking: “Can I trust these people with my brand, my budget, my money, my goals?”
There’s always room to improve.
Whether you’re new to public speaking or have delivered hundreds of talks, you can still sharpen your opening, tighten a story, clarify a message or use a pause with more intent.
Some of the best speakers I’ve worked with are the ones most open to feedback. They don’t assume they’ve “arrived”. They keep refining – even after years on stage.
That mindset keeps you sharp. And it helps you keep growing.
