Download - Presenting to Win 01-04
-
8/13/2019 Presenting to Win 01-04
1/22
-
8/13/2019 Presenting to Win 01-04
2/22
2
0.1 The Mission-Critical
Presentation
You never get a second chance to make a
first impression.
Persuasion is the classic challenge of
sounding the clarion call to action, of
getting your target audience to the
experience known as Aha!
0.2 The Art of Telling Your Story
The problem is that nobody knows how to
tell a story.
And whats worse, nobody knows that they
dont know how to tell a story!
0.3 A New Approach to
Presentations
When the story is right, the delivery itself
tends to fall into place, almost magically so.
Simply getting the story right helped to
transform a hesitant and uncertain speaker
into a dynamic and confident one.
A clear and concise story can give apresenter the clarity of mind to present
with poise.
0.4 The Psychological Sell
The good presenter grabs their minds at the
beginning of the presentation, navigates them
through all the various parts, themes, and ideas,
never letting go, and then deposits them at the
call to action.
The person who is able to tell an effective
business story is perceived as being in
command, and deserves the confidence of
others.
-
8/13/2019 Presenting to Win 01-04
3/22
3
1. You and Your Audience1.1 The Problem with Presentations
1.2 The Power Presentation
1.3 Persuasion: Getting from Point A to
Point B
1.4 Audience Advocacy
1.5 Getting Aha!s
1.1 The Problem with
Presentations
the Five Cardinal Sins1. No clear point
2. No audience benefit
3. No clear flow4. Too detailed
5. Too long
an analogy to illustrate
Let me tell you about what I had for dinnerlast night.
1.2 The Power Presentation Most businesspeople mistakenly think that
for the audience to understand anything,
they have to be told everything.
Give the audience only what they need to
know.
1.3 Persuasion: Getting from Point
A to Point B
Point A
where the audience are at the start of your
presentation
Point B your objective
Starting with the Objective in Sight
-
8/13/2019 Presenting to Win 01-04
4/22
4
1.4 Audience Advocacy Audience Advocacy
the audience must be brought into equal
focus with presenters objectives.
Mastering Audience Advocacy means
learning to view yourself, your company, your
story, and your presentation through the eyes
of your audience.
Shift the Focus from Features to Benefits
Feature: a fact or quality about you or your company,
the products you sell, or the idea youre advocating.
Benefit: how that fact or quality will help your
audience
every Features must always be translated into a
Benefit.
Without Benefits, you have no Audience Advocacy.
Understand the Needs of Your Audience
1.5 Getting Aha!s Persuasion is the art of moving your
audience from Point A to Point B.
Point A
a place of ignorance, indifference, or even hostility
toward your goal
Point B
a place where they will act as your investors,
customers, partners, or advocates.
2. The Power of the WIIFY
2.1 Whats In It For You?
2.2 WIIFY Triggers
2.3 Danger of the Wrong You
-
8/13/2019 Presenting to Win 01-04
5/22
5
2.1 Whats In It For You? the essence of Audience Advocacy
WIIFY (pronounced whiffy)
Whats In It For You?
on the needs of their audience (you), rather
than on their own needs (me)
2.2 WIIFY Triggers
six phrases called WIIFY triggers
1. This is important to you because ...?
2. What does this mean to you?
3. Why am I telling you this?
4. Who cares? You should care,
because ...
5. So what? Heres what ...
6. And ...? Heres the WIIFY ...
Always find and state your WIIFY!
example: Jim Bixby (CEO of Brooktree)
This is our product catalog. No other company has as many
products in its catalog as we do
With this depth of product, we protect our revenue stream
against cyclical variations
If there is a benefit, be sure you explain it, clearly,
explicitly, and with emphasis. Theres an old adage: You can never be too thin or
too rich. I amend that with: . . . or offer too many
WIFFYs.
2.3 Danger of the Wrong You
a guideline for Audience Advocacy Make it easy for your audience to follow, and
the audience will follow you lead.
Dont make them think!
example: Netflix
Fig 2.1 Fig 2.2
you: Netflixs consumer investor audience
Never take the you in the WIIFY forgranted.
-
8/13/2019 Presenting to Win 01-04
6/22
6
3. Getting Creative: The Expansive
Art of Brainstorming
3.1 The Data Dump
3.2 Managing the Brainstorm: The
Framework Form
3.3 Brainstorming: Doing the Data Dump
Productively
3.4 Focus Before Flow
3.1 The Data Dump
a data dump a shapeless outpouring of everything the presenter knows about
the topic
the mistaken assumption for their audience to understand anything, they have to be told
everything.
The secret: The Data Dump must be part of yourpreparation, not the presentation
Brainstorm a proven system to incorporate a through Data Dump into the
development of your story
Do the distillation before organization: Focus before Flow.
3.1.1 Left Brain Versus Right Brain left brain control logical functions
right brain control creative functions
Let the right brain complete its stream-of-consciousnesscycle before applying the left brains structure. Focus before Flow
Starting the work of developing a presentation with left-brain considerations such as logic, sequences, grammar,and word choice is simply not effective.
Crafting a presentation is a creative task; it must startwith the kind of creative resources that are available onlyon the right side of your brain.
Use the right tool for the right job.
3.2 Managing the Brainstorm: The
Framework Form the Framework Form
Point B start with the objective in sight and work toward it
Audience ident ity
who will be in the audience? what are their roles?
knowledge level
analyzing your audience and anticipating what they know and what they dont know the comprehension graph (Fig. 3.1) The specific shape of the line you draw should be constantly in your mind as you prepare and
present your material
The Wi ffy
External Factors
Setting Who? only presenter / many others
When?
W here?
What?
-
8/13/2019 Presenting to Win 01-04
7/22
7
To build a presentation tailored to one
audience, on one occasion, presented by
one set of presenters, covering one story,
with one purpose.
Consider each presentation by starting
with the basic concepts of the FrameworkForm.
3.3 Brainstorming: Doing the Data
Dump ProductivelyHow to do productive brainstorming
1. Set up a large whiteboard and have on hand a supplyof markers in several colors.
Use different colors to indicate different groups or levels of
ideas2. Gather your brainstorming team.
3. assign a scribe and facilitator facilitator: assume a neutral point of view and take down all
ideas, without judgment
There are no bad ideas in Brainstorming
4. Launch the Brainstorming session by having someone,anyone, call out an idea about something that might gointo the presentation.
How to do productive brainstorming (contd)
5. As each concept comes up, the entire group should help toexplode the concept.
Your scribe should jot these down, circle them, and link the circles toform a cluster of related ideas.
Call the major idea in a cluster the parent and the subordinate ideasconnected to it the children
6. Continue to do the same for other concepts
7. As you work, be flexible! Dont be afraid to bounce from concept
to concept as necessary.
The ideas will shift, connect, disconnect, and duplicate as theyseek relationships with other ideas.This is your right brain at work.
The Spirit of the Brainstorm
While your team is Brainstorming, the right
brain must rule.
Consider all ideas during the Brainstorm
as candidates, not finalists. Avoid thinking about structure, sequence,
or hierarchy.
Give yourself enough time to do a
thorough Data Dump.
-
8/13/2019 Presenting to Win 01-04
8/22
8
Roman Columns: The Technique of
Clustering Clustering is a necessary technique for organizing any complex
material for presentation to an audience.
Clustering lets you reduce the 40 or 50 ideas that fill yourwhiteboard to five or six Roman Columns (the key ideas that willorganize all the rest).
Examine the whiteboard and use a new colored marker to highlightthe most significant ideas.
Identify links and connections, and draw lines.
If some ideas seem to have no connection to any of your RomanColumns, ask whether those ideas are truly relevant and necessary.
Perhaps they dont deserve to survive the transition to the finishedpresentation.
If you think of new ideas that ought to be inserted, add them.
Splat and Polish
Splat and Polish
Start by unloading a Splat! of ideas. (classic
Data Dump)
Organizing them later, and later still polishthem into words and sentences and
paragraphs and, ultimately, into slides.
Results-oriented businesspeople dont use
the same process when creating a
presentation.
3.4 Focus Before Flow Having set the context with the Framework
Form.
Having poured out all the concepts that
might be relevant to our presentation by
Brainstorming.
Having distilled those concepts and ideasby Clustering.
4. Finding Your Flow
4.1 The 16 Flow Structures
4.2 Which Flow Structure to Choose?
4.3 Guidelines for Selecting a Flow
Structure
4.4 The Value of Flow Structures
4.5 The Four Critical Questions
-
8/13/2019 Presenting to Win 01-04
9/22
-
8/13/2019 Presenting to Win 01-04
10/22
10
Physical Organizes clusters of ideas according to
physical or geographic location.
organizes your presentation according to
the logic of place
example
suppose your company is a distributionoperation whose points of presence around
the world represents its major competitive
advantage.
Spatial
Organizes ideas conceptually, according to a physicalmetaphor or analogy, providing a spatial arrangement ofyour topics. from the top down, from the bottom up, from the center out, or
from the outside in
Fig. 4.1, Spatial Flow Structure: from the bottom up create an effective presentation
Story Development
Graphics Design
Delivery Skills
Tools for the Presentation Trade
Question-and-Answer Techniques
pyramid
company example: Intel
Corporation develop Intels next-generation integrated
circuit, the P6
Roman columns: Design Rationale for the P6
describe the technology at its highest level
the concept behind the design
P6 Product Specifications Potential End-User Products
System Architecture and Supporting Chips
Problem/Solution
Organizes the presentation around a problemand the solution offered by you or your company.
example in the life science
pharmaceuticals, genetic research, medical devices, healthcare
in education learning
Be careful about getting the emphasis right.
Many people in business spend too much timeon the problem and not enough time on thesolution.
-
8/13/2019 Presenting to Win 01-04
11/22
11
Issues/Actions Organize the presentation around one or
more issues and the actions you propose
to address them.
frequently used for presentations by
companies that are in turnaround mode.
Opportunity/Leverage
Organize the presentation around a business
opportunity and the leverage you or your
company will implement to take advantage of it.
This structure directs the focus to your
audiences interests and how you can meet
them.
Cisco
start their presentation by demonstrating the
enormous potential of networking before trying to
explain the technology that did the networking
Form/Function Organizes the presentation around a single central
business concept, method, or technology, with multipleapplications or functions emanating from that centralcore.
It moves your companys business offering into thestarring role, front and center.
Use it when youre presenting a single central businessconcept, method or technology that has many
applications or functions emanating from that centralcore. the first salesperson who brought 3Ms Post-It notes to market
biotech companies (BioSurface Technology)
Features/Benefits
Organize the presentation around a series
of your product or service features and the
concrete benefits provided by those
features.
-
8/13/2019 Presenting to Win 01-04
12/22
-
8/13/2019 Presenting to Win 01-04
13/22
13
Parallel Tracks Drills down into a series of related ideas,
with an identical set of subsets for each
idea.
It takes a matrix and drill down into each
sector with identical subsets of
information; or a series of related ideasand drills down into each idea with
identical set of subsets
Rhetorical Questions
Asks, the answers, questions that are
likely to be foremost in the mind of your
audience.
Numerical Enumerates a series of loosely connected
ideas, facts, or arguments.
There are five reasons why our company
represents an attractive investment
opportunity.
4.2 Which Flow Structure to
Choose?
Choose one or two Flow Structures for the
entire presentation.
It is less important which Flow Structure
you choose than that you make a choice.
-
8/13/2019 Presenting to Win 01-04
14/22
14
4.3 Guidelines for Selecting a Flow
Structure The presenters individual style.
The audiences primary interest.
Opportunity/Leverage works well for investor
presentations and Form/function for industry
peer groups.
Innate story factors. The established agenda.
Esthetic sense.
4.4 The Value of Flow Structures
The Flow Structure approach provides an
easy shorthand view of the logic and
integrity of your ideas for both you and
your audience. Your audience will be able to understand
and follow any presentation.
Theyll readily remember your ideas.
4.5 The Four Critical Questions everything youve learned so far:
start with the Framework Form
do your Brainstorming and Clustering
sequence them into a logical path with a specific FlowStructure
the Four Critical Questions What is your Point B?
Who is your audience and what is their WIFFY?
What are your Roman Columns? Why have you put the Roman Columns in a particular
order?Which Flow Structure have you chosen?
5. Capturing Your Audience
Immediately
5.1 Seven Classic Opening Gambits
5.2 Compound Opening Gambits
5.3 Linking to Point B
5.4 Tell em What Youre Gonna Tell em
5.5 90 Seconds to Launch
5.6 Winning Over the Toughest Crowd
-
8/13/2019 Presenting to Win 01-04
15/22
15
The Opening Gambit a short statement you use to seize the
attention of your audience
5.1 Seven Classic Opening
Gambits1. Question
A question directed at the members of the audience
2. Factoid A striking statistic or little-known fact
3. Retrospective/Prospective A look backward or forward
4. Anecdote A short human interest story
5. Quotation An endorsement about your business from a respected source
6. Aphorism A familiar saying
7. Analogy A comparison between tow seemingly unrelated items that helps to
illustrate a complex, arcane, or obscure topic
The Question a question directed at the audience
A well-chosen, relevant question evokes an immediate response,involves the audience, breaks down barrier, and gets theaudience thinking about how your message applies to them.
May I see a show of hands?
hand go up / hand go down
Be careful with the call-for-a-show-of-hands question. It can be considered invasive.
What if you dont get the show of hands you expect?
An effective variation that avoids these dangers is to askyour audience a rhetorical question that is meaningfuland relevant to them, and then to promptly provide themwith an answer.
The Factoid
a simple, striking statistic or factual statement: a
market growth figure, or a detail about an
economic, demographic, or social trend with
which your audience may not be familiar
This Factoid must be closely related to the main
themes of your presentation, and to your Point B.
The more unusual, striking, and surprising your
factoid, the better.
-
8/13/2019 Presenting to Win 01-04
16/22
16
The Retrospective/Prospective
View A retrospective (backward) or prospective (forward) look
allows you to grab your audiences attention by movingthem in one direction or another, away from their present,immediate concerns.
You could refer to the way things used to be done, theway they are done now, and the way you project thembeing done in the future.
The contrast can highlight the value of your companys
product or service offerings, thereby framing an effectivelead-in to your presentations main themes and yourPoint B. technology company,
The Anecdote
a very short story, usually one with a
human interest angle
not a joke
Its effectiveness as an Opening Gambitlies in our natural tendency to be
interested in and care about other people.
The Quotation If you can provide an endorsement or
positive comment about you, your
products, or your services from The Wall
Street journal of the industry press, then
the quotation provides relevant value.
An endorsing quotation can capture your
audiences interest and give you credibility
at the outset of your presentation.
The Aphorism
Be sure to select one that relates naturally
and credibly to your main theme, and to
your Point B.
-
8/13/2019 Presenting to Win 01-04
17/22
17
The Analogy An analogy is a comparison between two
seemingly unrelated item.
A well-devised analogy is an excellent way
of explaining anything that is arcane,
obscure, or complicated.
The simpler and clearer the analogy, thebetter.
5.2 Compound Opening Gambits
You can actually combine some of the
preceding options for your Opening
Gambit.
5.3 Linking to Point B To make the opening of your presentation its
most effective, you need to do more thancapture the interest of your audience.
The optimal Opening Gambit goes further bylinking to your Point B.
The presenter continues beyond the OpeningGambit, and the hops, skips, and jumps along apath that concludes with Point B.
You need two additional stepping stones: theUnique Selling Proposition (USP) and the Proofof Concept.
USP
a very succinct summary of your business,
the basic premise that describes what you
or your company does, makes, or offers.
The USP should be one, or at most, twosentences long.
-
8/13/2019 Presenting to Win 01-04
18/22
18
Proof of Concept
a single telling point that validates your
USP.
The Proof of Concept is optional:
sometimes you can start with the Opening
Gambit, link through the USP, and then go
directly to Point B without the extra beat.
Think of your Opening Gambit, your USP, your
Proof of Concept, and your Point B as dynamic
inflection points.
By power-launching your presentation with your
Opening Gambit, your USP, your Proof ofConcept, and your Point B, your audience will
have no doubt about what theyre going.
Now its time for you to tell them how you intend
to navigate them there.
5.4 Tell em What Youre Gonna
Tell em First you take a moment to give your audience a preview of outline
of your major ideas.
the classic Tell em What Youre Gonna Tell em The technique for helping your audience become oriented and track the
flow of your ideas.
In most business presentation, this preview is expressed in theOverview or Agenda slide. In an IPO road show, its in the Investment Highlights slide.
It summarizes the chief attractions of a companys offering.
You and your audience can see all the major clusters and the FlowStructure that unifies them.
You can extend your narrative string with two more dynamicinflection points: Linking forward from Point B
Forecasting the running time of your presentation
Linking forward from Point B
-
8/13/2019 Presenting to Win 01-04
19/22
19
Forecasting the time
5.5 90 Seconds to Launch
5.6 Winning Over the Toughest
Crowd
6. Communicating Visually
-
8/13/2019 Presenting to Win 01-04
20/22
20
7. Making the Text Talk
8. Making the Numbers Sing
9. Using Graphics to Help Your
Story Flow
10. Bringing Your Story to Life
-
8/13/2019 Presenting to Win 01-04
21/22
21
11. Customizing Your Presentation
12. Pitching in the Majors
13. Animating Your Graphics
14. The Virtual Presentation
-
8/13/2019 Presenting to Win 01-04
22/22
22
A. Tools of the Trade
B. Presentation Checklists
http://memo-work.seesaa.net/
http://memo-
work.seesaa.net/category/1499439-1.html