round 4: presenting a proposal to provide audit services · round 4: presenting a proposal to...

Leader guide: Managing the account and winning new business

Round 4: Presenting a proposal to provide audit services

© 2015 EYGM Limited Global Assurance Learning

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Introduction to the leader guide

This leader guide provides the following information to help you, the leader, prepare and lead this round, including:

► The round objectives

► A high-level overview of facilitating this round, including:

► The flow and duration of each topic

► The slides and materials presented for each topic

► Summarized leader notes for each topic

► Round facilitation

Round objectives

► Recognize key elements of effective presentations

► Demonstrate effective presentation and public-speaking skills while presenting a proposal to a prospective client

► Demonstrate effective listening, questioning, persuasion and negotiation sales skills during a proposal presentation

► Articulate EY solutions to specific prospective client needs during a proposal presentation

► Communicate effectively (using appropriate language) with prospective client executives to answer questions and address concerns or objections during a proposal presentation

► Discuss possible opportunities to bring added value to a prospective client’s business during a proposal presentation

Round overview

Topic title Time Slides and materials Leader notes

1. Introduction and setup

15 ► SL 1–4

► LSG 4.1: Round 4 print instructions for visitor-prospective client

► LSG 4.2: Round 4 visitor-prospective client instructions

Day 1 recap, set up Day 2 and introduction to Round 4

LG 4: Presenting a proposal to provide audit services Managing the account and winning new business


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Topic title Time Slides and materials Leader notes

2. Presentation skills

60 ► SL 5–10

► PM 4.1: Presentation skills overview

► PM 4.2: Handling difficult questions activity

► LSG 3.2: Document scoring criteria

► LSG 4.3: Handling difficult questions activity debrief

Discussion around what makes a good presentation and how to organize and structure a presentation. Concludes with an activity around how to handle difficult questions.

3. Preparing to present

45 Teams complete final preparations to present their proposal.

4. Team presentations and debrief

120 ► HO 4.1: Presentation

evaluation checklist

► SL 11 and 12

Teams present their proposals. Three rounds:

► Setup (x3): 5 minutes

► Presentation (x3): 20 minutes

► Debrief: 45 minutes

5. Awarding the win

15 ► HO 4.1: Presentation

evaluation checklist

Teams review and discuss the feedback from their presentation. Leader confers with partners to award the winning team.

6. Summary and wrap-up

15 ► SL 13–16

Simulation wrap-up and discussion around the expectations of senior managers.

Total 270

(4.5 hours)

LSG 4.1

If you did not do so at the conclusion of Round 1, refer to LSG 4.1:

Round 4 print instructions for visitor-prospective client for the list of

files to provide to the partners attending the Round 4 presentations.

LSG 4.2

Refer to LSG 4.2: Round 4 visitor-prospective client instructions as you

prepare to facilitate this round.



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Round facilitation

15 minutes 1. Introduction and setup

SL 1

Show title slide

Welcome the participants back to class

Recap Day 1. Ask participants to share what they have learned from

yesterday. Use the following questions to generate discussion:

► What key takeaway did you learn from yesterday’s activities?

► How would you approach your future tasks differently based on what

you’ve learned from yesterday’s activities?

Ask

► What questions do you have from yesterday?

Pause to allow participants to think about questions

Answer the participants’ questions. If you are not sure how to respond to a

question, tell participants you will look into the question and get back to them

with an answer:

► Any other thoughts or comments about the first three rounds before we

move ahead?

Pause to allow participants to think about comments

Review what will happen in Day 2

Transition to the next topic



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SL 2

Show and review slide

Prepare: Participants will reinforce the skills learned from the icebreaker

elevator speech yesterday with a follow-up icebreaker elevator speech prior

to the proposal presentation to the Bank of Faso. Introduce the concept of

active listening to participants and define it as rephrasing what you hear back

from the speaker in your own words and answering questions raised in a

complete and thorough fashion. In the speech, ask participants to implement

active listening skills. The setting for the follow-up elevator speech is the

conference room at the Bank of Faso 15 minutes prior to the presentation of

the proposal. There are several Bank of Faso personnel in attendance. The

participants are circulating the room and introducing themselves to those

they have not met before and re-introducing themselves to those they may

have met prior to this meeting.

State: Active listening is a communication technique that could help you

improve your interaction. It requires providing feedback to the speaker by

way of restating or rephrasing what you hear from the speaker in your own

words. It also means ensuring that you are answering the questions raised in

a complete and thorough fashion. The proper use of active listening results in

getting people to open up, avoid misunderstandings and build trust. Today,

you will have the opportunity to practice an elevator speech implementing the

ideas from our debrief discussion yesterday and using the active listening

technique.

Keeping in context with our simulation, you are entering the conference room

at the Bank of Faso just prior to the proposal presentation. There are several

Bank of Faso personnel in the room, and you will circulate the room and

introduce yourself to those you have not met and re-introduce yourself to

anyone you may have briefly met prior to today.

Prepare: Ask participants to work with their team and then conduct the

activity as you did yesterday with individuals each allotted 60 seconds to

quickly introduce themselves.

State: We will conduct the elevator speech activity as we did yesterday but



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in smaller groups. Work with your team and then individually introduce

yourself in a 60 second elevator speech, keeping in mind your setting.

Identify one member of your group to time each speech at 60 seconds,

stopping the speaker in the middle of the speech if necessary. The time

keeper may be the last person to speak. You may not exceed the time limit.

Debrief

Debrief the exercise by asking:

► How was this speech different than the one you gave yesterday? Did

you improve upon your personal brand?

► Were you able to implement the points we discussed in the debrief

yesterday?

► How can active listening assist you, especially if this is a re-

introduction? Did you incorporate what you know about Bank of Faso?

Explain to the participants: You have had two opportunities to practice

your personal brand elevator speech. Just as with any skill, practice will

enhance your performance. We introduced active listening today as well

because of the importance of gaining information as well as giving

information in order to effectively deliver your messages.

According to Jeff Bezos, founder of Amazon, a personal brand is what

people say about you when you are not in the room. Your personal brand is

your reputation in the marketplace. It helps define the value we can add to

our clients, our people and our communities. Ultimately a personal brand

needs to answer the question – “why me?” To do that, develop your brand to

be:

► Consistent – Trying to be different things to different people will dilute

your brand. Be consistent in what you say, how you act, what you look

like.

► Authentic – A personal brand should be grounded in reality. Trying to

be something you are not is doomed to failure.

► Distinctive – A personal brand should create an experience that sets

you apart from your nearest competition, reflecting what is unique about

you.

► Clear – Your personal brand should be memorable – simple headlines

can help create a more lasting impression on your audience.

There is no right way to build a personal brand. Your brand is as personal

as you are, and the way you build it needs to reflect who you are and what

you want to achieve.



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SL 3


Briefly review the simulation so far, recapping key points from the first three

rounds.

State: Now that you have prepared written documents to support the

proposal, it is time to get ready to present to Bank of Faso’s audit committee

as the final step in the proposal process.

Explain: The Bank of Faso audit committee will be represented by a number

of visiting partners, executive directors and directors who will be joining us

later this morning. You should approach today’s activity as realistically as

possible – as you would if presenting to a real-life audit committee for a

potential audit client. Our visitors have been briefed to act in that roles they

are playing, and they will expect the same from you.

Inform the class about the names of the visitors who are scheduled to

attend. Ideally, these will be the same visitors who played the roles of the

prospective clients in Round 1.

Explain: Your presentations will be completed in front of the other teams,

who will be observing your presentations. Observers will be asked to

evaluate presentations using the same criteria as the visitors and provide

feedback to the presenting team on their performance.

SL 4




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Review the objectives with the participants

SL 5


Identify any participant expectations that may not be in line with the round

objectives, and communicate how you will (or will not) address these issues

60 minutes 2. Presentation skills

2.1 Presentation skills overview (20 minutes)

SL 6


PM 4.1

Refer the participants to PM 4.1: Presentation skills overview as you

continue the discussion



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SL 7


State: These are the criteria that the visitors and other observers will use to

evaluate your presentation. These criteria are listed in PM 4.1: Presentation

skills overview for your reference and also noted within the simulation. The

highlighted points on the slide are the ones that we will cover during the next

hour or so. We will do an activity during this time that will help you be

prepared to answer difficult questions from the audience.

Building your presentation begins with your audience. If the design and

delivery of a successful product begins with the end user in mind, then the

design and delivery of a successful presentation begins with the audience.

What you say, how you say it, the presentation aids you use – everything will

succeed or fail depending on how your audience relates to it. Before you

begin working on your presentations, let’s take a look at three examples to

organize and structure a presentation and the benefits of each presentation

structure.

SL 8


Structure refers to the way in which you present information so that it has the

greatest effect on your audience. As you prepare your presentation, consider

how you can use structure to make your presentation meaningful and

memorable.



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There is no one-size-fits-all template to building your presentation.

Presentations, in general, need to be very straightforward and logical. It is

essential that you avoid complex structures and focus on the need to explain

and discuss your key points clearly. Your presentation should include:

► A welcoming and informative introduction

► A coherent series of main points presented in a logical sequence – you

may include processes, statistics or other evidence about the client’s

business and strategies and EY credentials that are necessary to bring

forward the benefits for the prospective client

► A lucid and purposeful conclusion

One example for structuring your presentation is to:

► Present your value proposition in your introduction – why the prospective

client should appoint EY as its auditor – in this section, you should be

able to answer the question “What’s in it for the prospective client?”

► Provide an overview and discuss details of your understanding of the

prospect’s key areas of focus – what are their key concerns?

► Present specific details of how EY can add value to the prospect –

provide sufficient level of information about EY credentials to support

your proposal – be prepared to answer the question “Why change?” or

“Why EY?”

► Summarize key points of your proposal

► Conclude by restating your value proposition

Ask: What are some benefits of this presentation structure?

► States your value proposition up front, therefore, you are able to catch

the attention of your audience encouraging them to listen to the rest of

your presentation

► Allows the audience to hear all of the issues or key areas of focus you

have identified early in the presentation

► Focuses the presentation on the prospective client – brings forward an

impactful client-centric approach

► Emphasizes the benefits EY can bring to the prospective client by

restating the value proposition at the conclusion



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SL 9


Another example to structure your presentation is to:

► State your objective in your introduction – instead of delivering your value

proposition up front, you can build credibility by showing that you

understand the prospect’s business and challenges and provide a very

quick overview of how EY fits the business and needs of the prospect

► Provide an overview of the key points of your presentation

► Present details of your understanding of the prospect’s concerns, issues

or areas of interest or importance which will have the greatest impact on

their decision alongside details of how EY can bring added value

targeting the specific areas of focus


► Conclude by delivering well-defined value proposition


► Provides clear and immediate closure on each key point – this is your

key area of focus; this is how EY can add value

► Enrolls the audience in getting to the value propostion together



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SL 10


Building from examples 1 and 2, a third example to structure your

presentation is to:

► State your objective or present your value proposition in your introduction

► Provide an overview of the key points of your presentation

► Present details of your understanding of the prospect’s key areas of

focus – their concerns, issues or areas of interest or importance which

will have the greatest impact on their decision alongside details of how

EY can bring added value targeting the specific areas of focus


► Conclude by restating your value proposition or by leaving the audience

with a thought-provoking question


► States your value proposition up front, encouraging your audience to

listen to the rest of your presentation

► Focuses the presentation on the prospective client – brings forward an

impactful client-centric approach

► Provides clear and immediate closure on each key point – this is your

key area of focus; this is how EY can add value

► Emphasizes the benefits EY can bring to the prospective client by

restating the value proposition at the conclusion

State: Similar to the third example, you can build on these sample structures

to tailor your structure to suit your prospective client’s needs.



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Leader note

Supplement the content regarding structuring presentations with your

own personal experiences of how you have used the structure of a

presentation to connect with the audience.

State: Regardless of the how you choose to structure your presentation,

keep these three questions in mind:

► What is your objective for this presentation?

► What information is most important to the prospective client?

► How can you present that information in such a way as to meet the three

components of exceptional client service?

Say: Demonstrating an ability to connect with a prospective client is a key

factor in a successful pursuit.

Ask

What are some ways to connect with the prospective client?

► Talk about what is important to them, not what is important to you (EY):

► Focus on demonstrating an understanding of their issues and then

cover how EY can add value. This includes our leading-edge

technologies and analytics driven audit as expanded upon in HO 3.2.

► Use what you have learned about their business, especially on their

strategic direction and key business objectives.

► Use nonverbal cues to demonstrate interest and engagement:

► Good eye contact

► Smile and appear interested

► Use the listening skills we discussed in Round 1

► Look for opportunities to interact with the audience; have them participate

in the presentation

What are some different ways to create opportunities for audience

interaction?

Ask them a thought-provoking question

Pause at regular intervals, especially around key messages, and ask if they

have questions before you move on

Lead a discussion about additional ways to connect with the prospective

client.

State: Connecting with the audience will give them the impression that you

are the kind of people that they want to work with.



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Ask

What else can you do to demonstrate that you are a team the prospective

client can work with?

► Show enthusiasm about the idea of working with the prospective client

► Demonstrate that the team can work harmoniously with each other and

the prospect

► During the presentation, there should be a clear outline of what each

team member will be presenting. There should be choreography of

the team presentation, the order of who talks first and who answers

questions. Demonstrating effective teaming during the orals will likely

show the client that we can work well together and will work well with

them.

► Tell the prospective client that you want to work with them

Ask

What questions do you have about the topics we have just discussed:

outlining a presentation, connecting with the prospective client and

demonstrating that you are a team the prospect can work with?

Pause to allow participants to think about questions.



with an answer.

Transition: We have been talking about the three main sections of your

presentation: introduction, body and conclusion. The other critical component

of the presentation is the time allotted for Q&A.

State: The best way to be sure you can handle tough questions is to

brainstorm them in advance and prepare a response. We are going to do an

activity to help you prepare for two types of questions:

► Common questions that can be challenging if you haven’t thought about

them in advance

► Questions that are truly objections — meaning the prospective client is

stating a concern that could prevent us from winning the business



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2.2. Activity introduction and directions (10 minutes)

Exercise

Activity: Handling difficult questions (40 minutes)

Timing overview Minutes

2.2. Activity introduction and directions 10 2.3. Activity: Handling difficult questions 10 2.4. Activity debrief 20

Total 40

PM 4.2

Refer the participants to PM 4.2: Handling difficult questions activity as

you continue the discussion

SL 11


Discuss the framework for responding to an objection. Demonstrate the

framework using this example or one of your own:

Objection: Last time we hired EY, they missed the deadline.

► Acknowledge: I am sorry to hear that the original deadline was missed

and agree that delivering quality outputs on time is critical for any project.

► Ask: Can you tell me more about what happened? Were there specific

factors that contributed to the delays? How did the team communicate

with you around the delays?

► Answer: We will work closely with you to create a realistic timeline and

maintain an open and honest communication throughout the project,

including discussion of any matters that might cause the timeline to

change. We often find that we can be most effective when we collaborate

as a combined team in these situations – allowing us to find the most

efficient way forward. Ultimately, we are committed to meeting your

needs and would look to bring additional resources to the project, as

needed, to ensure we meet your expectations.



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Storytelling

Share any personal experiences that are relevant, descriptive and to the

point. Including conversation and dialogue in your story can help it to

become memorable.

Talk about your experiences responding to objections and give

examples of when you were satisfied with your response and examples

of where you stumbled.

Activity directions:

Explain to the participants: During this activity, you will have an opportunity

to prepare to handle difficult questions and objections.

Explain:

► You will work in pairs to complete the activity.

► During the activity, refer to PM 4.2: Handling difficult questions activity for

sample questions and the framework for responding to objections.

► Each pair on your team will select two questions and work on

brainstorming a response. You can choose questions from the lists, or

come up with questions of your own. Detailed instructions are listed in

PM 4.2.

► You and your partner should be prepared to share your ideas during the

activity debrief.

Tell the participants: You have 10 minutes to complete the activity, and I will

give you a 5-minute warning.

2.3. Activity: Handling difficult questions (10 minutes)

Ask

What questions do you have about the activity?

After you have answered their questions, tell the participants to begin. While

the participants are working on the activity, circulate around the room to

check on their progress and encourage participation.

Give a 5-minute warning after 5 minutes.

Call time after 10 minutes.

Leader note

Reminder: If you have not already done so, score each team’s proposal

using LSG 3.2: Document scoring criteria



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2.4 Activity debrief (20 minutes)

LSG 4.3

Use LSG 4.3: Handling difficult questions activity debrief as a

guide

Refer to the LSG as the teams share their ideas. The LSG contains some

guidance on appropriate responses. However, you should also be prepared

to draw from your own experience to debrief this activity.

Debrief

Take up to 20 minutes to debrief the activity by asking pairs to share

their ideas for responding to the questions listed in PM 4.2: Handling

difficult questions activity.

Make sure each pair has an opportunity to share their answer for at

least one of the questions.

Ask

What questions do you have about the activity?

Pause to allow participants to think about questions.



with an answer.

Transition to the next topic by stating that it is now time to return to the

online simulation and get ready to present.

Online

Direct participants to their already-established online session

45 minutes 3. Preparing to present

Tell the participants: You have 45 minutes to complete your preparations for

the proposal presentations, and I will give you a 5-minute warning.

Leader note

Teams will complete the following online task at their own pace. An

overview of the task is provided for you to become familiar with the

content and purpose. This will enable you to assist teams with

questions or guidance as needed. During this time, circulate among the

teams as they work in the simulation. Make sure they notice that they

need to check their email in the simulation. Ensure that all teams

successfully get working.



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Online

3.1 Task 1: Present your proposal to the prospective client

Leader note

During this task, team members will work together to prepare their

presentation to the client. Suggested steps are to outline the presentation

content and flow and assign team member responsibilities.

During this task, you may need to:

► Answer questions about what resources are available to teams during

their presentation

► Suggest teams think about what is most important to the prospective client

Leader note

While the teams are preparing, you will need to meet with the visitors

who will play the roles of members of the Bank of Faso audit committee

to help them prepare for the exercise. Answer any questions they may

have and confirm the exact time that the teams will be ready to present.

Each visitor should have reviewed the background information

provided to them in advance; however, this is your opportunity to share

with them any relevant points, including team performance and/or

concerns. At this time, you should also share the teams’ proposal

documents and document review criteria/form.

Remind the partners that they should be prepared to ask questions at

the end of the teams’ presentations, and point out that sample

questions are included in their instructions.

Leader note

Consider possibilities for how to set up the room for the presentations.

For example, you could place a table at the front of the room with the

presenting team facing the rest of the class. The people playing the role

of audit committee members would then have their backs to the class.

If teams use PowerPoint, they will most likely display it on a laptop (vs



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projecting it on a screen). Give teams some leeway in how they would

like to arrange themselves, but the presenting team should not have

their backs to the rest of the class.

120 minutes 4. Team presentations and debrief

4.1. Team presentations directions (brief)

HO 4.1

Distribute HO 4.1: Presentation evaluation checklist (two copies per

participant)

Explain that participants and partners will use this form to evaluate and give

feedback to the other teams.

Confirm that the partners have the three copies that were included with their

visitor-prospective client instructions.

Tell the participants: You have 5 minutes to set up, then you give a 10-

minute presentation to the client, followed by 10 minutes for Q&A. There will

be 5 minutes between the presentations for the next team to set up.

Explain: When all teams are done presenting, there will be a large group

debrief. At that time, teams will receive their completed Presentation

evaluation checklists.

4.2. Activity: Team presentations (75 minutes)

Remind the teams that are not yet presenting that they should pay close

attention to the current presentation and complete the Presentation

evaluation checklist so that they can provide feedback to the other teams

during the debrief.

After the 5-minute setup period, tell the first team to begin.

Call time for the first presentation after 10 minutes.

Call time for the Q&A after 10 minutes.



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Leader note

During the transition time, you should facilitate a 5-minute feedback

discussion for the team that has finished presenting. Start by asking

the team that just presented:

► What did you do well?

► What was the most challenging part of the presentation?

► How did you overcome such challenges?

► What will you do differently next time you present?

Next, ask the observers from other teams to provide feedback on what

went well and what the presenters should do differently next time.

During this time, the next team to present will have 5 minutes to prepare for

their presentation, and the visitors should be given an opportunity to capture

their thoughts and feedback for the teams on evaluation checklists.

Continue, using the same format, until all three teams have completed their

presentations:

► 10 minutes to present

► 10 minutes for Q&A

► 5 minutes to transition to next presentation

4.3. Activity debrief (45 minutes)

Discussion

Facilitate a discussion to compare and contrast each of the

presentations by asking the following questions based on the

evaluation criteria:

► Which presentations were particularly well-organized?

► What contributed to the organization?

► What was the effect of the team’s approach on the audit committee

members?

► What techniques did the teams use to organize their presentations?

► Did teams use the techniques covered earlier in this lesson?

► What parts worked well and which were more challenging?

► What are some different techniques that teams used to connect with the

audit committee members?

► Asked appropriate questions

► Used audit committee member names

► Maintained eye contact appropriately with each panel member

► Gave all team members an opportunity to talk

► What are some examples of effectively responding to questions?



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► Restated the question effectively

► Asked the panel member to clarify, if appropriate

► Confirmed the team answered the question

► Did you struggle when answering questions, and if so what made it

difficult? In hindsight, what could you do differently next time to respond

more confidently?

► Which teams did a really good job of emphasizing value propositions and

why EY?

► How did they do that?

► Stated the prospective client’s needs accurately

► Related EY value propositions in response to those client needs

► Gave specific examples of how EY can contribute value

► Incorporated our leading-edge technologies and analytics driven

audit

► What stood out?

► What techniques did teams use that demonstrated that this was a team

the prospective client would want to work with?

► Clearly stated they would like to work with the prospective client

► Sounded excited to work with the prospective client; demonstrated

that the client was important to EY

► Was responsive to questions or objections

► Referred to previous successful client experience with Bank of Faso

Be prepared to ask questions to direct their attention to the key points.

Participants may not always respond with an answer that matches the

bulleted discussion. Try to stimulate their thinking without giving them the

answers.

Discussion

Facilitate a discussion to uncover any additional feedback or key points

that visiting partners and directors want to make sure participants take

away from the activity. Direct these questions to the visiting partners or

directors:

► What types of presentation collateral are most effective?

► What are some of the key lessons you have learned from giving client

presentations?

► What steps do you take to prepare for client meetings?

► What additional tips do you have for effective client meetings?



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Storytelling

Share a personal experience that is relevant, descriptive and to the

point. Including conversation and dialogue in your story helps it to

become memorable.

Key points to cover may include teaching points about:

► Getting information, including:

► The importance of confirming the prospective client’s “concepts”

before presenting service offerings

► A prospective client’s “concepts”: those unique issues or problems

they would like to fix, specific objectives they would like to achieve

and the pitfalls they want to avoid

► Determining key questions, who will ask them and in what sequence

in advance of the presentation

► Giving information, including:

► Sharing unique strengths that differentiate EY in the prospective

client’s mind, this includes our leading edge-technologies like EY

Canvas client portal, as well as our analytics driven audit.

► Providing an answer to the question, “Why should the prospective

client care about this?”

► Getting commitment, including:

► Asking for the business

► Answering objections

State: Presentation is one of those skills that require time and experience to

develop mastery. This course aims to help you begin your development in

this area. Take every opportunity, client meeting and oral presentation, as a

chance to enhance your skills. Always prepare and deliver a presentation like

your final performance rating depends on it. Set time with your partner to

debrief your performance and identify how you can improve.



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SL 12


Briefly highlight the objectives for Round 4.

Note the effect these objectives will have on the participants in their

everyday roles and responsibilities.

SL 13


Briefly highlight the objectives for Round 4.



15 minutes 5. Awarding the win

HO 4.1

Collect the completed HO 4.1: Presentation evaluation checklists from the

participants (partners will keep theirs), keeping them organized by team

Give each team their stack of checklists

Tell teams to review their checklists and discuss the feedback while you

confer with the partners and determine a winner



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Leader note

Meet with the partners and determine a winner, based primarily on who

had the strongest presentation. Take into consideration how the teams

performed on all of the tasks over the course of the training, but the

presentation should be the most important factor in determining a winner.

Reconvene the teams and have one of the partners announce the winner.

Include any additional key points or comments from the partners and leaders.



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15 minutes 6. Summary and wrap-up

SL 14


SL 15


This event has been part of your journey to build your skills around business

development and winning in the market. Maintaining relentless focus on

winning in the market is one of the three pillars of the firm’s strategy. An

important expectation for EY team members in your position, and especially

for those looking for promotion to senior manager, is the ability to represent

EY as a whole, and beginning to think strategically about building the

business.

Discuss the firm’s expectations of the participants (as senior managers).

Discussion

Facilitate a discussion of expectations of a senior manager by asking

the following questions:

► What are some ways that you can continue to build your professional

network?

► Attend formal networking events

► Build relationships with existing clients when you are on site

► Look for opportunities to meet new people



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► What can you do to help identify clients’ and potential clients’ needs?

► Ask them about their challenges and concerns

► Listen

► How can you make sure you are not coming across as too pushy or as

an aggressive salesperson?

► Talk about the company, not EY

► Work on establishing relationships without thinking ahead to what you

can sell to them

► When making a recommendation, be sure it addresses a specific

issue that you have discussed with the company

► Do not offer something they do not need

Be prepared to ask questions to direct their attention to the key points.

Participants may not always respond with an answer that matches the

bulleted discussion. Try to stimulate their thinking without giving them the

answers.

Flip chart

Capture key comments on a flip chart.

Tie key points back to their work experience. As the leader, you should share

your personal examples with the participants as well.

Leader note

For further details around the expectations of different roles within

audit, please refer to the Audit Career Framework which can be found

in the People pages of the Audit Transformation site

https://audittransformation.com/

SL 16


Briefly highlight the course objectives and how participants have practiced

these skills during the simulation

https://audittransformation.com/



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26

SL 17


Briefly highlight the remaining objectives and how participants have

practiced these skills during the simulation.



Emphasize the resources available to assist in efforts to identify appropriate

services or assist in the pursuit process (Winning new audits, Winning in the

market).Re-emphasize HO 3.2 which enables our teams to talk about our

leading edge technologies and analytics driven audits.

Leader note

You may need to provide Area-specific evaluation instructions,

depending upon your Area and country. Contact your Area deployment

leader for additional information, if necessary.

Evaluation

Program and instructor evaluations

(Give directions for completing evaluations, if necessary)

Explain the evaluation process to the participants

If participants have their laptops, advise them to complete their

evaluations in class:

Everyone should have received a PDF file via email containing an evaluation

for the class and instructors.

The evaluation must be submitted to complete the class.

Please complete the evaluation for this module. If guest instructors spoke,

complete an evaluation of those instructors as well. If the leaders differ from

the leaders in the PDF file, type the names and GPN of the leader(s) in the

free typing field.

As indicated on the evaluation form, you can save the information you have

entered in the evaluation by selecting File > Save As and selecting Desktop

in the left panel as your destination.



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Before leaving the training, please remember to click Submit at the bottom of

the form. This will create and populate an e-mail in Outlook. Then click Send

to send the e-mail. If you are not connected to the network, your evaluation

will be sent the next time you connect.

If laptops are not available, distribute a paper copy of the evaluation

form:

You will now complete the evaluation of the class and the instructors. You

must complete and submit this evaluation to complete the course.

If any guest instructors spoke, please complete an evaluation of those

instructors as well. If instructors have changed since the evaluation form was

created, then write the name and GPN of the correct instructor(s) into the

open field.

Collect all completed paper evaluations and return them to your on-site

support, along with the completed CPE sign-in sheets.

Ask

What other thoughts or questions do you have about this course?

Respond to questions and then conclude the course by thanking everyone

for their participation.

round 4: presenting a proposal to provide audit services · round 4: presenting a proposal to...

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