gaining buy-in - larry tracy - for fcg and fcn

© Copyright Tracy Presentation Skills 2006

Gaining “Buy-in:”Gaining “Buy-in:”

Making Persuasive Presentations to Your Making Persuasive Presentations to Your Bosses and the Public Bosses and the Public

Larry TracyLarry TracyTracy Presentation SkillsTracy Presentation Skills

In Conjunction with The Federal Consulting Group and In Conjunction with The Federal Consulting Group and the Federal Communicators Networkthe Federal Communicators Network


WHAT WE’LL COVER

• Conceptual Overview of Presenting

• Developing “Buy-in” Presentations with the S3P3 System

• Persuading Skeptical Audiences


CONCEPTUAL OVERVIEW OF THE SPEAKING ART


FOUR-IN-ONEEvery presentation is really four presentations:Every presentation is really four presentations:

• The one you PLAN to deliverThe one you PLAN to deliver• The one you ACTUALLY deliverThe one you ACTUALLY deliver• The one you WISH you had deliveredThe one you WISH you had delivered• The one your audience HEARSThe one your audience HEARS


SIX QUESTIONS FOR PRESENTERS

1.1. What is my message/objective?What is my message/objective?2.2. Will this message/objective help my audience Will this message/objective help my audience

solve its problem?solve its problem?3. What are obstacles between audience and me?3. What are obstacles between audience and me?4. Is there common ground between audience and 4. Is there common ground between audience and

me that I can exploit? me that I can exploit? 5.5. What action(s) do I want the audience to take as What action(s) do I want the audience to take as

a result of my presentation? a result of my presentation? 6. How can I make my presentation memorable?6. How can I make my presentation memorable?


THE ASAP FORMULA

•Anticipate

•Structure

•Analyze

•Practice


THE THREE CsTHE THREE Cs Credibility

Clarity

Conviction


FEARS OF AMERICANSFEARS OF AMERICANS

SPEAKING

DYING

41%

19%

London Sunday Times

October 7, 1973


THE FEARSOME FIVE

• Fear of rejectionFear of rejection• Fear of evaluationFear of evaluation• Fear of embarrassmentFear of embarrassment• Fear of forgettingFear of forgetting• Fear of questionsFear of questions


BENEFITS OF NERVOUSNESSBENEFITS OF NERVOUSNESS

• Properly controlled, can create enthusiasmProperly controlled, can create enthusiasm

• Nervous presenters more likely to plan and Nervous presenters more likely to plan and practice to avoid humiliationpractice to avoid humiliation

• Overly confident presenters more likely to Overly confident presenters more likely to “wing it,” resulting in a rambling, unfocused “wing it,” resulting in a rambling, unfocused presentation and unsatisfactory answerspresentation and unsatisfactory answers


CONTROLLING NERVESCONTROLLING NERVES

• Know subject from both sidesKnow subject from both sides• Visualize success coming from your Visualize success coming from your

preparation,not wishful thinkingpreparation,not wishful thinking• Work off excess nervous energyWork off excess nervous energy• Take three deep breathsTake three deep breaths


DEVELOPING “BUY-IN” PRESENTATIONS WITH

THE S3P3 SYSTEM


WHAT IS “BUY-IN?”• Occurs when listener willingly and

enthusiastically concludes that what speaker is advocating is in listener’s best interest

• Is the result of the speaker fusing his/her objective with listener’s problems, needs, concerns

• Is the positive answer to the listener’s WIIFM


PRESENTINGPRESENTING

PRACTICINGPRACTICING

PLANNINGPLANNING

THE S3 P3 SYSTEMTHE S3 P3 SYSTEM

SSUUBBSSTTAANNCCEE

SSTTYYLLEE

SSTTRRUUCCTTUURREE


STRUCTURE

• Hypothesize audience problem, your solution

• Organize logically--and condense--relevant data

• Know audience “hot buttons”

• Intersect your objective, audience’s problem

• Develop theme, logical flow

• Focus on one main point

Results in repeatable methodology


SUBSTANCE OR STLYE?

BOTH! “I’ve put half-baked ideas into great

presentations and seen them soar, and I’ve put great ideas into bad presentations, and watched them die.” (emphasis added)

Professor Bob Garda,

Fuqua School of Business, Duke University


PLANNINGPLANNING


AUDIENCE “INTELLIGENCE”AUDIENCE “INTELLIGENCE”

• Needs/ wants/concerns/problemsNeeds/ wants/concerns/problems• Listening styleListening style• Open-minded or opinionated?Open-minded or opinionated?• Who are decision-makers?Who are decision-makers?• Who influences decision-makers?Who influences decision-makers?• Personalities/idiosyncrasiesPersonalities/idiosyncrasies• Hot buttons to push/avoidHot buttons to push/avoid


EASY AS 3-1-2:EASY AS 3-1-2:STRUCTURING BACKWARDS STRUCTURING BACKWARDS

TO TO “GET TO THE POINT”“GET TO THE POINT”

3-Bottom Line/Conclusion3-Bottom Line/Conclusion

1-Introduction1-Introduction

2-Organized data2-Organized data


THE PLAN B PRESENTATION

• Need when time reduced at last minuteNeed when time reduced at last minute• Facilitated by 3-1-2 SystemFacilitated by 3-1-2 System• Place content on 3x5 cards marked 2A, 2A (1),Place content on 3x5 cards marked 2A, 2A (1), 2A (2), 2B, 2B (1), 2B (2), 2C, 2C (1), 2C (2), etc2A (2), 2B, 2B (1), 2B (2), 2C, 2C (1), 2C (2), etc• When time is suddenly reduced, pull out cardsWhen time is suddenly reduced, pull out cards (1), (2) where appropriate, to reduce detail(1), (2) where appropriate, to reduce detail (and time), but still maintain coherence(and time), but still maintain coherence


WRITE IT OUT OR “WING IT?”

WRITE IT OUT, BUT…• Use spoken, not written, language• Reduce to outline• Further reduce to 3x5 cards Following this procedure assures

logical flow and seeing “holes’ in your argument


HARNESS CREATIVITY

• Subconscious mind will generate ideas

• Carry 3x5 cards for when the muse strikes

• Cell phone to record spontaneous brilliance


PRACTICINGPRACTICING


THE PRACTICE THREE STEPTHE PRACTICE THREE STEP

• Solo w/ tape recorder/ video cameraSolo w/ tape recorder/ video camera

• With colleague, spouse, friendWith colleague, spouse, friend

• Convene “Murder Board”Convene “Murder Board”


THE MURDER BOARDTHE MURDER BOARD

• The Murder Board is to the presenter what the flight simulator is to the pilot

• Presenter hones speaking skills under pressurePresenter hones speaking skills under pressure

• Role-playing colleagues ask tough questionsRole-playing colleagues ask tough questions

• This allows presenter to develop focused This allows presenter to develop focused responses to the questions of the actual audienceresponses to the questions of the actual audience

• Facilitates staying within time limitFacilitates staying within time limit


PRESENTINGPRESENTING


USINGUSING POWERPOINTPOWERPOINT• DO NOT overuse “Bells and Whistles”DO NOT overuse “Bells and Whistles”

• DO use some of the “Bells and Whistles”DO use some of the “Bells and Whistles”

• DO use built-in color schemeDO use built-in color scheme

• DO check spelling and grammarDO check spelling and grammar

• DO e-mail copy to site of presentationDO e-mail copy to site of presentation


MOVING ABOUT IN MOVING ABOUT IN POWERPOINTPOWERPOINT

• To give the audience an occasional “break,” To give the audience an occasional “break,” hit the “B” key--the screen will go black; hit hit the “B” key--the screen will go black; hit he “B” key again--the slide comes back onhe “B” key again--the slide comes back on

• To return to a previously-viewed slide, or to To return to a previously-viewed slide, or to view a back-up slide, hit the slide’s number, view a back-up slide, hit the slide’s number, then “Enter”then “Enter”


AVOIDING “DEATH BY AVOIDING “DEATH BY POWERPOINTPOWERPOINT””

• When possible, limit slide to 30 wordsWhen possible, limit slide to 30 words

• Use large, bold fontUse large, bold font

• 10-to-1 rule (laptop to screen)10-to-1 rule (laptop to screen)

• Avoid “distracting” transitionsAvoid “distracting” transitions

• Normally, dark background,white text Normally, dark background,white text

• When you must make paper copies--black text, When you must make paper copies--black text, white background)white background)


BODY LANGUAGEBODY LANGUAGE• MovementMovement• Facial expression Facial expression • Eye contactEye contact• GesturesGestures


VOCAL PROBLEMSVOCAL PROBLEMS• ACCENT-ACCENT-regional or foreignregional or foreign

• TONE-TONE-monotone or inflection?monotone or inflection?

• PITCH-PITCH-too high?too high?

• RATE-RATE-too fast, too slow?too fast, too slow? • VOLUME-VOLUME-Too soft, too loud?Too soft, too loud?

• FILLERS- FILLERS- “Uh,” “Y’know”“Uh,” “Y’know”


ANSWERING QUESTIONS:ANSWERING QUESTIONS: THE “GOLDEN OPPORTUNITYTHE “GOLDEN OPPORTUNITY””

• Anticipate (“Murder Board”)Anticipate (“Murder Board”)

• Eye contact with questioner, othersEye contact with questioner, others

• Avoid saying “Good question”Avoid saying “Good question”

• Bridge from question to “bottom line”Bridge from question to “bottom line”


THE FINAL ARROWTHE FINAL ARROW

• Reduced version of your “3”Reduced version of your “3”

• Your “closing argument”Your “closing argument”

• Audience likely to rememberAudience likely to remember

• Complete in about fifteen secondsComplete in about fifteen seconds


POST- PRESENTATION ANALYSISPOST- PRESENTATION ANALYSIS

• Counter-intuitive

• Conduct immediatelyConduct immediately

• Tape recordTape record

• Concentrate on audience questionsConcentrate on audience questions

• Use as basis for next “Murder Board”Use as basis for next “Murder Board”


PERSUADING SKEPTICAL AUDIENCES


THE COMMUNICATION NEXUS

Audience problemsand needs

Presenter’s

objectiveCOMMUNICATION


THE “PERSUASION” DILEMMATHE “PERSUASION” DILEMMA

• Presenter wants to persuade the audience to his/her point of view

• Audience members do not want to be persuaded, only informed of “facts”


COGNITIVE DISSONANCE• Judgments formed when critical mass of

cognitions (facts) are received

• Mind does not like disharmony; protects existing judgments despite new, contradictory input

• Excessive CD results in “Closed Mind”

• Can be used to “turn” audience members by showing that their actions/opinions are inconsistent with their core values


TACTICS FOR DEALING WITH ALL DEMANDING AUDIENCES

• Be balanced, acknowledge opposing viewBe balanced, acknowledge opposing view

• Talk beforehand with “opponents”Talk beforehand with “opponents”

• Maintain composure under fireMaintain composure under fire

• Stay within evidenceStay within evidence

• Selective rebuttal/responseSelective rebuttal/response

• Watch non-verbalsWatch non-verbals

• Reverse quotingReverse quoting


TWO SIMILAR, BUT DISTINCT, TWO SIMILAR, BUT DISTINCT, SPEAKING CHALLENGESSPEAKING CHALLENGES

BRIEFING THE BOSS:BRIEFING THE BOSS:

The internal presentation for funding, project The internal presentation for funding, project approval. etc. approval. etc.

• PUBLIC DEBATES/PANELS:PUBLIC DEBATES/PANELS:• With opponents of US policy in front of audiences With opponents of US policy in front of audiences

opposed to that policyopposed to that policy


CHARACTERISTICS OF “BOSSES”CHARACTERISTICS OF “BOSSES”• Impatient and time-sensitiveImpatient and time-sensitive• Bottom-line and budget-orientedBottom-line and budget-oriented• Looking for competitive “edge”Looking for competitive “edge”• More interested in answers than the presentation More interested in answers than the presentation

itself;will ask probing questionsitself;will ask probing questions• More macro than micro (Beware of detailed More macro than micro (Beware of detailed

presentations) presentations) • Seeking “information nuggets” to brief their bossSeeking “information nuggets” to brief their boss


“BRIEFING THE BOSS” (1)• Get inside his/her head through question-

anticipating Murder Board

• Briefing likely to become “inquisition” with “drill down” questions-have back-up material/slides readily accessible

• Concentrate not just on benefits, but also on

consequences of not adopting your proposal


“BRIEFING THE BOSS” (2)• Don’t sugarcoat bad news, but attempt to show

upside, perhaps long-term benefit resulting from this short term setback

• Present options briefing, with realistic advantages and disadvantages for each option. Be prepared to make recommendation

• Don’t be afraid to say, “I don’t’ know, but I’ll get that information for you” (AND GET IT!)


CHARACTERISTICS OF CRITICAL CHARACTERISTICS OF CRITICAL PUBLIC AUDIENCESPUBLIC AUDIENCES

• Opposed to Administration in power• Contains some angry people• High degree of cognitive dissonance• Supports anti-government debaters• Makes assumption that the government representative

will follow “party line”• Will be surprised when you are candid, (but don’t stray

too far off the reservation)


WHY SPEAK TO CRITICAL PUBLIC AUDIENCES?

• Democracy depends on informed public• Public should know what the government is

doing FOR them, not what they believe it is doing TO them

• Critics should not go unopposed in public arena• Will help your career to be known as the “Go

To” person who accepts difficult assignments others avoid


PUBLIC DEBATES / PANELSPUBLIC DEBATES / PANELSFACTS OF LIFE• You are the guest of honor at a public

hanging• Your presentation is limited by USG

policy• Your adversaries not limited by truth• Audience probably against you


THE MURDER BOARD FOR THE MURDER BOARD FOR SKEPTICAL AUDIENCESSKEPTICAL AUDIENCES

• Recruit four fellow presenters to be “audience”Recruit four fellow presenters to be “audience”• Schedule two days prior to presentationSchedule two days prior to presentation• Share “intelligence” to facilitate “role-playing”Share “intelligence” to facilitate “role-playing”• Request “audience” to ask very tough questionsRequest “audience” to ask very tough questions• Audio/videotapeAudio/videotape• Request critique of style/substanceRequest critique of style/substance• Q&A on 3x5 cardsQ&A on 3x5 cards• Revise presentation to incorporate changesRevise presentation to incorporate changes


TACTICS FOR DEBATES PANELS (1)TACTICS FOR DEBATES PANELS (1)

• Contact organizer, elicit details, develop rapport, explore common ground

• For panel with two or more opponents, demand half the time be allotted for you

• Be balanced, acknowledge opposing view• Demand questioners be recognized from

audience, then go to microphones to avoid having the most angry people “capture” the microphones


TACTICS FOR DEBATES/PANELS (2)

• Attempt to go second in debates Attempt to go second in debates so you so you can state your case while undermining that can state your case while undermining that of your opponentof your opponent

• Maintain composureMaintain composure

• Stay within evidenceStay within evidence

• Reverse quotingReverse quoting


MY FINAL ARROWMY FINAL ARROW

“If, through some inscrutable act of providence, I were to lose all my faculties save one, I would wish to retain the gift of speech, for through it, I would soon regain all the others.” Senator Daniel Webster


CONTACT INFORMATIONCONTACT INFORMATION

Larry TracyLarry TracyTracy Presentation SkillsTracy Presentation Skills

(703) 360-3222(703) [email protected]

www.tracy-presentation.com

mailto:[email protected]

http://www.tracy-presentation/

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