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Whether you work in Hollywood or not, the fact is that selling ideas is really difficult to do. The reason the pitching secrets of the most successful writers and directors are relevant is because these people have evolved an advanced method for selling ideas. Whether you’re a screenwriter, a journalist with an idea for a story, an entrepreneur with a business plan, an inventor with a blueprint, or a manager with an innovative solution, if you want other people to invest their time, energy, and money in your idea, you face an uphill battle…. When I was at MGM, the hardest part of my job was not cutthroat studio politics or grueling production schedules. The toughest part of my job was whenever I had to say “No” to an idea that was almost there. I had to say no a lot. Every buyer does. The buyer’s work is to say yes to projects that are ready, not almost ready. And no matter how good the script is, if the seller can’t pitch it in a compelling way, how can the buyer see the potential? How can he get his colleagues on board? How can he recommend the seller to his superiors? The fact is that poor pitches doom good projects. It happens all the time. The ideas, products and services that are pitched more effectively… win. That’s just how the game is played. No sense getting upset over it. Instead, let’s accept the challenge and learn the strategies and tactics that will allow us (and our ideas) to succeed.
-From GOOD IN A ROOM
Business consultant and former MGM Director of Creative Affairs Stephanie Palmer reveals the techniques used by Hollywood’s top writers, producers, and directors to get financing for their projects - and explains how you can apply these techniques to be more successful in your own high-stakes meetings. Because, as Palmer has found, the strategies used to sell yourself and your ideas in Hollywood not only work in other businesses, they often work better.
Whether you are a manager or executive with an innovative proposal, a professional with a hot concept, a salesperson selling to a potential client or investor, or an entrepreneur with a business plan, GOOD IN A ROOM shows you how to:
Master the five stages of the face-to-face meeting Avoid the secret dealbreakers of the first ninety seconds Be confident in high-pressure situations Present yourself better and more effectively than you ever have before
Whether you want to ask for a raise, grow your client list, launch a new business or find financing for a creative project, you must not only present your ideas in a compelling way - you must also sell yourself, as well. GOOD IN A ROOM shows you how to construct a winning presentation and deliver the kind of performance that will get your project greenlighted, whatever industry you are in. less
The Crown Publishing Group; March 2008 304 pages; ISBN 9780385525282 Download in secure EPUB
Title: Good in a Room
Author: Stephanie Palmer
Buy, download and read Good in a Room (eBook) by Stephanie Palmer today!
CHAPTER 1 Why You Should Read This Book
The reason you should read this book is because the strategies and tactics that people use to sell ideas in Hollywood work in the rest of the business world. I have worked with entrepreneurs, executives, and professionals in industries such as real estate, financial services, retail sales, law, advertising, marketing, video games, and more. The techniques used to sell ideas in Hollywood not only work in other industries, they often work better.
As you already know, “good in a room” is a Hollywood term referring to creative people who excel at pitching in high-stakes meetings. I’ve had–literally–thousands of these meetings. During my time as a studio executive at MGM, I had over three thousand pitch meetings where writers, directors, stars, and producers would try to persuade me to buy their ideas.
Most of the time, ideas are pitched poorly. However, there are some people who succeed all the time. Over a period of years, I paid attention to what worked and what didn’t. I identified the techniques that were being used in all of the successful meetings–regardless of who was pitching. I also found a considerable number of ways that the person pitching could break the deal, often without knowing it.
Many studio executives, or “suits,” have backgrounds in sales, marketing, or finance. My degree is in theatrical directing from Carnegie Mellon. So when I started hearing pitches, I wasn’t just thinking about whether to say yes or no. I was seeing the meeting as a theatrical performance.
Unfortunately, most writers, like most people, do not have a comprehensive strategy to deliver a great performance. When the time comes to pitch in a high-stakes situation, even someone experienced can stumble and ruin a golden opportunity without a solid meeting technique.
When someone with a great idea doesn’t present it effectively, it not only hurts them, but all of us as well. Why? Because mediocre ideas will get purchased and produced if superior ideas aren’t pitched well enough.
The fact is that when it comes to making a buying decision, buyers can more easily evaluate the information on the surface, i.e., the pitch. It’s harder to evaluate what’s inside. As you know, this is true beyond Hollywood. In a grocery aisle, success is determined more by the design and copywriting on the packaging than by the quality of the product. In job interviews, hiring decisions tend to look past differences in work experience and focus on how the candidates perform in the room. My point is not that pitching is everything. Rather, it’s that good products deserve good packaging and great ideas deserve a great pitch.
Even shy, awkward, introverted people can learn to pitch well. One of my highlights from MGM was when I found a new writer named Mike who was pitching a high school comedy with a unique angle. His script was great, but his pitch was a disaster. He didn’t know how to handle the small talk, he pitched too soon and with way too much detail–he broke the deal in a dozen different ways. Ordinarily I would just pass on his project, but I was frustrated with the quality of the movies we were making and I didn’t want to send this great script back to the slush pile. So I coached Mike on how to perform in each stage of the meeting and told him exactly what to say when my boss asked, “So, what’s your project about?”
The next day, Mike pitched his idea beautifully to my boss, and it sold right there in the meeting. Afterward, he told me that he’d been staying on his brother’s couch for the last three months and was preparing to move back in with his parents. With this one sale, his career was on an entirely new trajectory. And for me, in a job where so much of my time was spent surviving cutthroat politics and producing mediocre ideas, helping Mike succeed was really gratifying. I realized then that I wanted to focus on pitching, not production.
A year later, I left my executive job and started my own company, also called Good in a Room, to help writers and directors with quality ideas get the attention and financing they deserve. Then I did an interview with National Public Radio and I started getting some remarkable calls. A fashion designer wanted help bringing out his summer collection. A marketing exec wanted to get promoted to VP. A financial advisor wanted to find new clients and expand her business.
Soon enough, my non-Hollywood clients were landing million-dollar accounts, doubling their client rosters, launching successful small businesses, increasing their revenue, and getting promoted. Sure, some of my clients were skeptical at first. William, for example, was a sixty-something financial advisor from Texas. We met at the Merrill Lynch campus in New Jersey. I was there to give the concluding presentation at the annual conference for top producers.
William was already quite successful. He didn’t need to change how he was doing business. As well, he was in a conservative business in a conservative part of the country, so anything that came out of a liberal place such as Hollywood was immediately suspect.
Still, he wanted to take his business to the next level, and he was smart enough to realize that unless he wanted to simply put in more hours and work harder, he was going to have to try something new. I consulted with him the next morning before we went to the airport and suggested that he modify his standard approach in a few significant ways. He was doubtful, but he said he’d give it a shot when he got back to Texas.
When I landed in LA, William had already left me a message. Turns out the guy sitting next to him on the plane had just sold his business and needed a financial advisor he could trust. Rather than trying to “sell” him, as so many financial advisors do, my client practiced the Good in a Room techniques and signed him rather effortlessly.
Meeting a client on a plane is practically a cliché (though in reality, it doesn’t happen very often), and all of the credit belongs to William. Still, the idea that a sixty-something financial advisor in conservative Texas could, with one consultation, master and successfully apply what works for thirty-something writers in liberal Los Angeles? Very cool.
Whether you work in Hollywood or not, the fact is that selling ideas is really difficult to do. The reason the pitching secrets of the most successful writers and directors are relevant is that these people have evolved an advanced method for selling ideas.
Whether you’re a screenwriter, a journalist with an idea for a story, an entrepreneur with a business plan, an inventor with a blueprint, or a manager with an innovative solution, if you want other people to invest their time, energy, and money in your idea, you face an uphill battle.
First, ideas aren’t tangible–no one can kick the tires of your idea. Second, ideas aren’t quantifiable–the decision maker can’t reliably estimate the value of your idea in monetary terms. As my boss at MGM used to say, “If we knew which ideas would be hits, we would only make hits.” Third, ideas are risky–there can be millions of dollars on the line and reputations at stake when a buyer says yes to an idea. Fourth, people who buy ideas hear so many pitches that getting their attention and actually convincing them is exceptionally difficult. Finally, the more original your idea is, the tougher it is to pitch effectively. Any groundbreaking idea will be harder to sell simply because there isn’t a precedent to show it will work.
As risks increase and buyers become more difficult to persuade, people who sell ideas must clear an even higher bar. We must get in the right rooms with the right people. We need a comprehensive strategy and the most advanced tactics. Then we can present ourselves and our ideas with confidence.