A few years ago, my manager and I had to tell our VP we wanted to shut down a project that had been running for years (and was very well-loved).

We knew it wouldn’t be easy, so we spent hours planning how to make our case.

We eventually landed on an approach rooted in behavioral science (though we didn’t realize it at the time) and when we delivered the pitch, the VP nodded, agreed, and cut the project from the roadmap.

We walked out of the room stunned, looked at each other, and said, “Wow… that actually worked!”

Here’s the strategy we used, and how you can apply it too:

Landing a recommendation

When it comes to giving a presentation, analysts often make two big mistakes:

1. They don’t give a recommendation or next step.

2. They push hard for only one recommendation or next step.

We already covered how to handle the first mistake in the Calls to Action issue. Today, let’s tackle the second.

When one option isn’t enough

Sometimes the next step is obvious. The solution is clear, the risk is low, or the audience is already on board. In those cases, don’t overcomplicate things, just recommend and move on.

But most of the time, the room isn’t ready to say “yes” so easily:

• Stakeholders may be attached to the status quo.

• The solution may require new budget or headcount.

• You might still be building credibility with the group.

This is where behavioral science principles give you an edge.

How to frame multiple options

Instead of pushing a single solution, present 2–3 paths forward and structure them carefully.

• Status quo: highlight the risks of doing nothing

• Option A: present your recommended, balanced path forward

• Option B: offer a more ambitious option that achieves the outcome but is higher-cost, higher-effort, or less realistic in the near term (note: this should still be a feasible option if they choose it, but it’s not your preferred path)

This approach taps into:

• Loss aversion: People are more motivated to avoid losses than pursue gains

• Anchoring: By showing a bigger, bolder option, your recommendation feels more reasonable

• Autonomy bias: People feel ownership when they get to choose, making them more likely to commit once the decision is made

Now, here’s how you put it in action:

1. Define the status quo — what happens if nothing changes.

2. Present your recommendation — a balanced, feasible next step.

3. Add a larger option — one that would work, but may be a stretch.

4. Then gently nudge toward your recommendation while leaving space for choice.

Example: Improving dashboards

Imagine that Finance leadership is frustrated with current dashboards. They’re slow to update, hard to use, and teams aren’t adopting them. You want to rebuild the dashboards in a new tool, but it would require both budget and resourcing.

Here’s a slide you might present:

Next, guide the conversation:

• “If we do nothing, leaders will continue making financial calls based on slow, outdated dashboards.” (Loss aversion)

• “We could launch an $800K full overhaul, but that’s a huge investment right now.” (Anchoring)

• “A more balanced option is Option A: rebuild in [new tool] for $200K and see quick wins within 2 months.” (Autonomy bias)

Try this approach in your next presentation. Map out 3 paths forward, highlight the tradeoffs, and watch how much easier it is to get buy-in. Then let me know how it goes, I’d love to hear about it!

See you next week,
Morgan