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Writer’s block is the proverbial stuff of legend and literature. A variation on the theme is Limitless, a Hollywood film starring Bradley Cooper and Robert De Niro. In it, Mr. Cooper plays a down-and-out writer who beats his severe case of writer’s block with a new drug that not only jump-starts his creative output, but gives him many other advanced mental capabilities. Of course, the story is fictional—A.O. Scott’s review of the film in the New York Times called it, “an energetic, enjoyably preposterous compound… a paranoid thriller blended with pseudo-neuro-science fiction and catalyzed by a jolting dose of satire”—but the situation is very real: writers do run dry.

Mr. Scott went on to list the real attempts tortured writers have made to get past their paralysis: “Sharpen 10 pencils. Eat a sandwich. Pretend that the first chapter of your long-overdue opus is a casual letter to your grandmother. Weep quietly. Have another drink.”

However, writer’s block is not limited to aspiring and professional writers who are trying to craft their next article on deadline or write The Great American Novel. Presenters, too, are frequently faced with having to crank out their next great pitch. Their bar is not as high as that of a solitary writer staring at a blank computer screen or a yellow legal pad. Most presenters belong to a team—a business unit in a large company or a small start-up—and so they have access to their colleagues’ slide shows.

Therein lies the problem: businesspeople consider their presentations to exist primarily in their decks. Many companies amass a large, searchable database of slides for anyone in the organization to access. Enter “corporate strategy” and dozens of slides containing those words download in an instant. The problem is then compounded when presenters pick out what they think are the appropriate slides and then assemble them in a meaningful order—but meaningful only to them. The resultant aggregation is what is known as a “Frankendeck.”

It gets worse. Having to rely on a set of disparate slides created by others, the presenter reads the slides verbatim to the audience. The inevitable result is a train wreck.

The problem with this method of preparation is that it starts in the middle of the creative process and then jumps to the end, skipping several important steps along the way.

A simple solution is to begin at the end instead. Do what author Stephen R. Covey recommends: begin with the end in mind—which in a presentation, is the goal or objective of your pitch.

By beginning with the objective and not with the slides, the entire story has an overarching focus. Then, still working without slides, follow these next steps:

• Analyze your audience and how they will react to your objective.
• Brainstorm ideas that support your objective and address your audience’s needs.
• Identify the key ideas and discard the irrelevant ones.
• Organize the key ideas into a logical flow.

Only then are you ready to design slides that serve their sole purpose: to illustrate the key ideas.

This step-by-step process is a prescription not for a magical drug but a solution that will enable you to realize your own creative process—and create presentations that win.

This blog is an excerpt from my book Winning Strategies for Power Presentations published by Pearson. Also, check out my newly released Presentation Trilogy—Presenting to Win, The Power Presenter, and In the Line of Fire—available on Amazon and other retailers.

    Jerry Weissman is the founder and president of Suasive, Inc., formerly Power Presentations, Ltd. Jerry founded Suasive in 1988 and quickly established himself as the coach for Silicon Valley CEOs delivering critical presentations for their IPO roadshows. He taught them to tell their company stories through the eyes of their investors, and in so doing, significantly increased the valuations of their companies. He amassed an elite client list and soon widened his focus to helping public and privately held companies develop and deliver all types of business presentations.

The views and opinions expressed in this blog post or content are those of the authors or the interviewees and do not necessarily reflect the official policy or position of any other agency, organization, employer, or company.

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Picture your morning commute. Before you leave the house, you glance at the clock. You check the fuel gauge. Maybe you peek at your phone to see if the rain app is waving a yellow warning at you. None of that feels like data analysis. It feels like Tuesday. But here is what you are actually doing: you are tracking indicators that tell you whether you are on course, low on resources, or heading into trouble. That is precisely what a KPI does.

KPI stands for Key Performance Indicator. Say it out loud in a meeting, though, and watch the room quietly divide. A few people nod. A few more suddenly find their laptops fascinating. At least one person quietly decides this is a topic for the analysts, not for them.

Here is the secret the acronym hides: you already use KPIs every single day. You just do not call them that. The fuel gauge is a KPI. The clock is a KPI. The rain warning is a KPI. Each one answers a simple question: am I on track?

Yes, You Are Already Tracking KPIs

The step counter on your wristwatch is a KPI. So is your bank balance, your fuel gauge, and the screen time report your phone delivers every Sunday uninvited.

You check these numbers without hesitation. They tell you where you stand, and you move on. A KPI in a business context does exactly the same thing. The data was never intimidating. The three-letter acronym was.

The Word Is the Problem, Not the Idea

There is a story about a baker who never once used the word “yield.” Every morning, she counted how many loaves came out of the oven against how much flour went in. If the ratio slipped, she adjusted. She had no business degree, no dashboard, and no consulting deck. What she had was a number she checked to know if things were on track. That number was a KPI. She just never called it that.

Key Performance Indicator sounds like something that belongs in a consulting deck. Strip away the jargon, though, and a KPI is just this: the number you check to know if you are on track.

Read that again. The number you check to know if you are on track. That is the whole concept.

Once you say it that way, the apprehension begins to dissipate, because everyone has checked a number to see if they were on track. You did it this morning when you looked at the clock and decided whether you had time for coffee.

One Question Every KPI Answers

If you want a simple test for whether something is a KPI, ask one question:

Am I winning or losing at the thing I care about?

A good KPI gives you a fast, honest answer. Your step count tells you whether you are moving enough. Your bank balance tells you whether you can cover the bill. The number is not there to impress anyone. It is there to tell you the truth so you can decide what to do next.

Good KPIs often only show you the key indicators rather hundreds of indicators. Think of it as the dashboard test. A good car dashboard does not show you everything happening under the bonnet. It shows you speed, fuel, and temperature, the three numbers most likely to affect your next decision. Everything else stays out of sight until it matters.

The Same Habit, in Business Clothes

Here is the part that surprises people. The numbers you track in your personal life have direct equivalents in business. Same habit. Same logic. The only thing that changed is the terminology.

Now, when you see them side by side, the business version stops looking like a foreign language. It is the same move you already make without thinking. Someone simply wrote down the definition and gave it a target. Many ready-to-use KPIs are available from KPI Depot, as shown in Figure 1, below.

Figure 1: KPIs from KPI Depot

You Do Not Need Many

More KPIs do not mean better decisions. They mean slower ones. For any goal or project, two or three indicators are enough. Pick the numbers that answer your one question. Let the rest stay in the background. An overcrowded dashboard does not inform you. It paralyses you.

Three numbers you check and trust will beat thirty you ignore, every time. So, the next time someone drops KPI into a meeting, you already know what it means. You have been doing this for years. The only thing that changed is you now have a name for it.

Using KPIs

Knowing what a KPI is gets you halfway there. Knowing how to present one is where the real work happens. There is a moment in almost every presentation where the audience loses the thread. Numbers multiply. Slides fill up. The point gets buried under the data meant to support it. KPIs fix that problem before it starts.

Choose two or three indicators that answer your audience’s core question. Build each slide around what those numbers mean, not just what they say. Let the KPI carry the argument so your words do not have to.

The discipline is the same one NASA flight controllers and Venetian shipyard managers understood long before the acronym existed: fewer numbers, tracked honestly, beat more numbers tracked loosely. Every time.

That is what a good KPI does in a presentation. It does not just inform. It convinces.

You May Also Like: KPI Depot: Conversation with David Tang

    David Tang is the founder of Flevy, the marketplace for business best practices–the same as those produced by top-tier consulting firms and used by Fortune 100 organizations. Flevy is the largest library of best practice documents available online. Prior to Flevy, David worked as a management consultant, where his clients ranged from startups to Fortune 15. David has a MEng and BS in Electrical & Computer Engineering from Cornell University. After Flevy, David created specialized sites such as PPT Depot and KPI Depot.

     Geetesh Bajaj is a globally recognized expert in presentation design and strategy, having earned the Microsoft PowerPoint MVP designation for 25 consecutive years, a distinction awarded to individuals who demonstrate deep technical expertise and make sustained contributions to the broader professional community. As a behind-the-scenes strategist within the presentation ecosystem, Geetesh partners with a diverse set of stakeholders, including PowerPoint add-in innovators, creative agencies, and senior business professionals—to advance the clarity, effectiveness, and strategic impact of visual communication.

Based in Hyderabad, India, Geetesh is also the author of six published books. Beyond his professional focus, he pursues interests in reading, photography, and global cuisine through travel and immersive culinary experiences.

The views and opinions expressed in this blog post or content are those of the authors or the interviewees and do not necessarily reflect the official policy or position of any other agency, organization, employer, or company.

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