Do you ever feel as if some members of your audience have made up their minds about you before you’ve even introduced yourself?

They walk directly to their seat with little-to-no eye contact, check their texts, and cross their arms the minute you are introduced.

In the advertising arena, I’ve seen more unsmiling faces, texting fingers and negative body language than a parent with teenagers. It seems not all people love our business as much as we do.

No doubt you have your own set of critics in your world. Not everyone in a pitch will always be your ally. How you handle them can sink or save a pitch.

For a long time, I tried to ignore the sceptics in the room. I don’t recommend this approach; it’s like trying to ignore a rubbing shoe. Sooner or later your discomfort will become obvious to others and then you are just sharing the pain.

Far better to change shoes, get on the front foot, and deal with preconceived conclusions and biases.

One approach starts well before you enter the room. It’s a tactic I recently discovered was also employed by former FBI lead hostage negotiator Chris Voss, so I’m in good company.

Early on I anticipate the naysayers. I ask my client confidantes about the attendees and the perspectives they might bring. I consider their potential beefs with me and my thinking. Then I work through a quick acknowledgement I can deliver should the need arise.

Chris Voss calls this an Accusation Audit. He recommends imagining the worst things your counterparts might think or say about you and then, if it serves your purpose, labelling these negatives at the outset of a negotiation.

Since every pitch is a form of negotiation, an Accusation Audit can be a perfect tactic for disarming sceptics.

On the day, my delivery might go like this:

“It’s easy to have some preconceived ideas about advertising. We’re too expensive; we’d rather win awards than get results; we’re good at spending other people’s money without putting any of our own skin in the game.

And, in the wrong hands, all these things can be true.

But, in the right hands, we can take what’s authentic about your offering and make it compelling for new opportunity, growth, and prosperity. All within your allocated marketing spend. And that’s what I am here to demonstrate today.”

In this example, I’ve opened by acknowledging concerns, demonstrating an understanding of the issues and bringing an unexpected empathy to the table. Hopefully, even the most sceptical audience member now has reason to listen on.

I said something similar to a conference of faith-based development funds in 2020.

All the attendees were from religious organisations, renowned for being cautious and careful with their money. It was a Zoom pitch, so I couldn’t see their body language, but I’d heard that, for many, investing in marketing was not part of the plan.

So, up front, I used an Accusation Audit to address some probable fears: 

“For many of you the concept of marketing may verge on the blasphemous. And you have far more important things to be investing your dollars in. But what if marketing wasn’t the devil?”

I then proposed that it might be the messenger they needed in these competitive times, and in the right hands, a messenger for profound good.  

Did it work on everyone? I don’t know, but I still have a number of faith-based development funds on my books today and I’m happy with that.

You need a similar plan.

Be prepared to tackle your sceptics head-on. Call out any elephants in the room. Let them know they’re welcome, and that you have plenty of peanuts.

Your empathy and insight will win you credibility and maybe even some admirers. At the very least, it will clear the air and free you up to talk about the things that genuinely matter.

Happy pitching!

PS Never Split the Difference, by Chris Voss, is one of our book club favourites and a great read for anyone looking to improve their negotiation skills.