In business you communicate to survive. At every level and in every sphere of interaction, what you say and how you say it determines the outcome of events. In this section we will hep you with the what and the how.
Section Table
of Contents
Feature Article:
Beetle Bailey and Presentation Skills by:
Larry Tracy
Effectively
dealing with crises caused by confrontation involves
both preparation and recognition of behavior patterns.
It requires preparing answers for the toughest possible
questions.
Mark Walter
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Author: Self
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Narrator: Mark
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Abridged Non-Fiction
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Audio Length: 3 hr.
15 min.
Available Formats:
3 MP3 Downloadable Files
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Sound
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Author: Steven
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Narrator: Steven
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Abridged Non-Fiction
Retail Price:
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Self Help Centers Price:
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Audio Length: 50 min.
Available Formats:
MP3
If
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This information is powerful and life changing. The
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Author: Self
Help Centers
Narrator: 2
boring guys
Abridged Non-Fiction
Retail Price:
$129.95
Self Help Centers Price:
$3.99
Audio Length: 60 min.
Available Formats:
Downloadable MP3
Warning: Do
not listen to this program while you are driving or
operating heavy equipment!
.
Introducing
Our Editor:
Harrison Monarth Company:
GuruMaker
What they say about
GuruMaker
About our editor:
As the Founder and President of the GuruMaker School of Professional Speaking, Harrison Monarth has honed executive communication skills across two continents. Through his coaching, countless professionals in law, finance, information technology, real estate, and sales and marketing now speak with confidence and with passion in public and in private, with their peers and with their customers.
Harrison, who is bilingual in German and English, began his career in Europe, where his natural talent for winning sales presentations immediately caught the eyes of his superiors. They invited him to train other sales professionals. It was a move that sparked a lifelong enthusiasm for speaking and presenting.
Harrison's curiosity and his unwillingness to settle for second best took him on a quest to find and develop the most powerful presentational techniques for each and every situation. The quest inevitably led to the United States where he studied the dynamics of stressful presentations in front of difficult audiences. His research focused on the techniques, forensic skills, and mental agility that give great speakers the power to excel under extreme pressure.
In March 2002, the comic strip Beetle Bailey contained a
valuable lesson for business presenters. As General Halftrack
walked into his office, his secretary asked: "How was Lt. Fuzz's
presentation?"
The General replied: "Like the Washington Monument."
Puzzled, the secretary asked, "The Washington Monument?
General Halftrack responded, "Yeah, it took a long time to get
to the point."
How often have you felt the frustration of General Halftrack
because the speaker didn't "get to the point?" Worse, have
people listening to your presentations been exasperated
because they didn't know where you were taking them,
didn't know what was your point?
An audience, whether it is one person or many, wants speakers
to provide maximum relevant information, delivered in minimum
time and in the clearest possible terms, centered on the needs
and concerns of the audience.
Time is the defining aspect of any presentation. Few audiences
have the time for a full exposition of a subject. Presenters
must reduce and translate the salient data into an easily and
quickly understood message.
The 3-1-2 System, the heart of my presentation skills workshop,
enables presenters to organize their thoughts in the optimum
manner to implant their message in the collective mind of the
audience, and to Get to the Point.
Most people prepare their presentations using a 1-2-3 Method,
drafting in the order of how they will deliver - (1) Opening,
(2) Body and (3) Conclusion. This is the method to organize our
thoughts we have been taught since elementary school.
Unfortunately, this system leads to various false starts,
because the presenter is attempting to place the ten gallons of
knowledge he or she has on the subject into the eight-ounce
glass of the presentation.
This method is not flexible, and forces the presenter to make
changes on the fly. This results in time-pressed presentations
lacking coherence. The traditional system of organizing our
thoughts is simply not geared to 21st century presentations.
Let's see how the 3-1-2 system can help you "Get to the point."
Place the 30-60 second Bottom Line of your message on a 3x5card.
This phrase, which should be the intersection of the audience's
needs and your objective, goes on this card, which you mark with
a 3.
Now, insert in front of this phrase words that signal the close
of your presentation, such as: "So, in conclusion" or "Let me
leave you with this thought." You now have the words with which
you will close with "punch."
This is your closing argument, to borrow a trial lawyer's
technique. This phrase can also provide you with a
a mini-presentation when you find that the allotted time for
your presentation has been sharply reduced at the last minute.
Next, take another 3x5 card, mark it with a 1 and write an
opening phrase that will cause the audience to listen because
you have hit a psychological "hot button" that sends the signal
"This will benefit you," or "This will keep you out of trouble."
A startling statistic or an apt quotation from a well-known
(to the audience) figure could also be in this opening as an
attention-getter.
You might wish to include your "3 card" conclusion in your
opening statement, and then inform the audience that you will
now proceed to prove the validity of your conclusion.
The audience now knows where you are going, and can, in effect,
open "files" on their mental desktops in order to absorb this
information. Audience members will know at the outset just what
is your point. They won't have to wait.
Remember that a business presentation is not a mystery novel.
You want your audience to know "who shot John" right away, and
then proceed to show the evidence. Above all, you want your
audience to be alerted to the fact that you know what their
material or psychological needs/problems are, and are prepared
to provide information that addresses these concerns.
With the 3 and 1 cards filled out, you have the parameters
of your presentation established. You know where you are going
and can thus structure your presentation so the audience knows
where you are taking them. Take a few cards, marked 2A, 2B
2C, etc. and list your supporting arguments.
The 3-1-2 System ensures that the most important information
you wish the audience to retain and act upon is placed at the
beginning and the end. The 3-1-2 system will help you "Get to
the point," and avoid the criticism General Halftrack meted out
to Lt. Fuzz.
I don't want to raise false hopes with the title of this
article. I have delivered almost 2000 presentations, and have yet to make one
that meets the description of ideal or perfect. What I describe here, based on
my experience in speaking and conducting hundreds of presentation skills
workshops for corporate and government executives, are the goals which all who
want to become better presenters must keep in mind as they develop their
presentations.
Solve the audience's problems
The fundamental reason people listen to a presentation is
to gain information that will solve a problem, fill an informational need, and
give them an "edge." As a presenter, you must realize this at the outset.
Attempting to impress your audience with your erudition, or with the features of
your product or service, will fall on deaf ears if you do not show how this
product or service will help audience members. Presenters must seek focused
intelligence on audience members or clients. Learn the problems faced by the
audience, then construct a presentation that shows how these problems can be
solved.
Get to the point early
Because of the overwhelming demands on our time and the
multi-tasking we are all involved in, none of us has the patience to listen to a
presenter who takes a long time to get to the point. Your audience members want
an idea of the route you are taking, and the eventual destination.. If you are
going to solve problems, let your listeners know up front that you know what
these problems are, and let them know you have a solution.
Give audience members presentation ammunition
Keep in mind that everyone must present to someone higher
in the corporate food chain. In a sales context, if you are presenting to a
person who does not have the power to authorize a purchase, keep that person's
boss in mind as you are preparing your presentation. That means your
intelligence gathering must operate on more than one level. Without being too
obvious, provide the person without the buying decision Provide maximum relevant
data
For the same reason that you wish to get to the point
early, you must also avoid doing a "data dump" on your listeners. They only want
information which will solve their problems. The more words and facts you
present, the greater the likelihood that your essential message will be lost.
Short-term memory is precisely that. As new information is presented, it tends
to push the just heard information out, somewhat akin to the First In, First Out
(FIFO) accounting method.
Present in minimum time
Time limits are generally set by the audience or client,
and having a finite time to present is actually a benefit to the presenter. An
expert on a given issue or subject, or an enthusiastic sales person, could speak
for hours, a recipe for disaster. Having a time limit, however, forces the
presenter to focus on providing that maximum relevant information keyed to
solving the audience member's problems and needs. This requires a willingness to
edit your own words without mercy. A rigorous practice session will give you an
accurate idea of the length of your actual presentation, enabling you to pare
off minutes. This editing, combined with accurate knowledge of the needs of the
audiences, will make your presentation more crisp and to the point.
It's best to come in "under budget" on time. You will be
considered efficient if you provide the relevant information in less than the
time allocated. If, however, you go over the allotted time, you will be
considered inefficient, and you will have stolen audience member's most valuable
commodity - their time. Here's a tip. Have a colleague sit behind the audience,
or in the rear of the room, and give you unobtrusive signals when you hit "three
minutes left" and "one minute left." Avoid looking at your watch. Although
glancing at your watch demonstrates you are sensitive to the time needs of the
audience, it can also cause members of the audience to shift their attention
from the substance of your presentation to the question: "How much longer will
this go on?"
In certain scored situations, such as a proposal for
venture capital, or an oral presentation for a government contract, presenters
are penalized for going beyond the time limits and could easily lose the capital
infusion or contract they are seeking, no matter how superior their product,
service or innovative idea.
Present in clearest terms possible
When we wish to provide the maximum relevant data in
minimum time, there is the temptation to speak rapidly, much like the Federal
Express commercial of a few years ago. Nerves can also cause rapid speaking.
This becomes especially critical when the information being presented is
complex, and the audience needs time to absorb it. An intense practice session,
in front of colleagues and, if possible, a video camera, will enable you to
gauge the optimum delivery rate. Too fast can be confusing, too slow can be
boring.
Follow this advice, and you'll soon be considered the "go
to" person for "chips-on-the line" presentations, as you will be making him or
her look smart in front of the boss.
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Feature Article:
Taking
the Exasperation out of Confrontation!
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