Presenting to Win 01-04

8/13/2019 Presenting to Win 01-04

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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.


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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


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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


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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.


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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?


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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.


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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


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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.


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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.


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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.


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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


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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.


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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.


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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.


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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


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Forecasting the time

5.5 90 Seconds to Launch

5.6 Winning Over the Toughest

Crowd

6. Communicating Visually


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7. Making the Text Talk

8. Making the Numbers Sing

9. Using Graphics to Help Your

Story Flow

10. Bringing Your Story to Life


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11. Customizing Your Presentation

12. Pitching in the Majors

13. Animating Your Graphics

14. The Virtual Presentation


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A. Tools of the Trade

B. Presentation Checklists

http://memo-work.seesaa.net/

http://memo-

work.seesaa.net/category/1499439-1.html

Documents

Presenting to Win 01-04