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106 The McKinsey Mind

graphics in a McKinsey presentation—unless such features are nec-
essary to communicate the point of the chart.

LESSONS LEARNED AND IMPLEMENTATION
ILLUSTRATIONS
Of all the skill sets that apply to the McKinsey problem-solving
process, structuring presentations requires the least adaptation to
the outside world. Effective communication is effective communi-
cation pretty much anywhere, and the Firm’s methods are
extremely effective. As venture capitalist Ciara Burnham of Ever-
core Partners notes:

McKinsey provides outstanding training in written commu-
nications. The McKinsey problem-solving process forces one
to be logical and clear about each issue and its implications.
It also serves as a useful check of the thoroughness of one’s
analysis: when I am having trouble writing a presentation,
it is usually because my logic and analysis are not completely
clear.

Given how powerful these techniques are, it didn’t surprise us
that comments from our alumni centered on one main lesson
regarding presentation structure: support your ideas with a solid
structure.
Support your ideas with a solid structure. Stripped to its
essence, presentation is selling. You and your team may appreci-
ate the brilliance of your ideas and the quality of all the work
you’ve done, but your client, your colleagues, or your organization
may not. You have to convince them, and your presentation is your
best tool for doing so. Make no mistake, presentation matters.
That has been the experience of Bob Garda, formerly a director
of McKinsey’s Cleveland office, later CEO of a brand-name con-