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JULY 2015

IN THIS ISSUE

Speaker Karen Schmidt (CSP) shares her tips for presenting in business Sparking POSITIVITY at work UNDERSTANDING Others PowerPoint Tips What NOT to do Persuasion Tips Help clients take POSITIVE buying action How to KEEP CLIENTS ON TRACK in a sales call What to do when you don’t know what to do! Polish your pronunciation Success Stories

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PLUS: FREE book giveaway Voice tips

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Michelle’sUpdate

Welcome to the July issue of How to Present - this issue is packed with articles that will assist you to present with greater confidence and influence at work.

Welcome the NSW RFS, State Street, ATO, eBet, Department of Defence, CPC, Selected Independent Funeral Homes and welcome back Novartis, SignManager, Janssen Pharmaceuticals, Challenger Group, Stockland and Sunrice! You’ll see some terrific photos in the back of this edition! My world famous Persuasive Presentation Skills Masterclass is nearly full for the entire year (only 10 places per program). If you are thinking of coming along please don’t delay. Register today to be sure you can attend on the date you prefer. Visit my website.ON OUR COVER: Karen Schmidt is our gorgeous cover this month! Karen is a terrific speaker and you’ll enjoy reading her tips for presenting in business. PLUS in this edition I will help you with our regular features on What NOT to do, Persuasion Tips, Voice Tips and Conference Speaking Tips and PowerPoint Tips. Plus I will help you to better Understand Others. Ken Warren will give us some tips for our Sparking Positivity at Work, David Penglase our sales expert will help you to Help Clients take Positive Buying Action and Keep Clients on Track in a Sales Call. In addition, our resident voice expert Lana McCarthy helps you Polish your Pronounciation. And leadership expert Greg Mowbray reminds us What to do When you Don’t Know What to do! Plus read some inspiring presentation Success Stories.So grab yourself a ’cuppa’, put your feet up and have a read! And most importantly, make sure you put the invaluable advice into immediate action so you see some fast results. Happy Presenting!

DIARYDATES

PERSUASIVE PRESENTATION SKILLS MASTERCLASS (2-day Public Program)

SYDNEY 2015 July 21-22 August 18-19 September 15-16 October 13-14 November 17-18 December 8-9

To register or chat about your specific needs please email: michelle@michellebowden.com.au

WHO IS MICHELLE BOWDEN?

Michelle is an expert in persuasive presentation skills in business. She has run her 2-day Persuasive Presentation Skills Masterclass over 700 times with more than 7000 people and she’s been nominated for Educator of the Year for 7 years running.

Michelle is one of only 35 Australian females who is a Certified Speaking Professional - the highest designation for speakers in the world. For a list of Michelle’s clients please go to: www.michellebowden.com.au

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Michelle Bowden’s Proven Presentation System

Do you get nervous when presenting at work?

Do you want to showcase your knowledge, influence people and accelerate your career?

Would you like to learn the secrets of successful speaking, communicating and presenting?

How to Present reveals how you can be a confident, clear and influential presenter every time. Presentation skills expert Michelle Bowden shares her internationally proven 13-step system to exceptional presenting, starting with analysis (plan what you would like to achieve), then design (put your presentation together) and delivery (communicate your message for results).

Whether you’re presenting or speaking to one person or thousands, this is the essential guide to becoming an outstanding presenter.

The ultimate guide to presenting your ideas and influencing people using techniques that actually work

There is no other book on the market like this that will take you step-by-step through the process of successful presenting.— Steve Weston, Managing Director of Retail Lending, UK Retail and Business Banking division, Barclays

How to Present will help you:

• Maximise your impact in meetings,  conferences and conversations

• Manage your nerves so you feel   calm and confident

• Engage your audience and master the art of persuasion

• Deliver your message clearly and with authority

• Command attention and achieve your goals!

RRP AUD $27.95, NZD $31.99 | Available in print and ebook formats

Buy it now!Purchase your copy here

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BREND DORAN-HIGGINS NSW RFS

Brenda Doran-Higgins comes from a teaching background. She has taught in a number of New South Wales schools over the past 10 years. Her interest in student wellbeing saw her move into program development and facilitation focussing on supporting the social and emotional health and wellbeing of students. In her current role at the NSW Rural Fire Service, Brenda has been designing key programs targeting schools and primary school aged children. Through collaboration and engagement with NSW Rural Fire Service members using webinar delivery, video conferencing and forum presentat ions , Brenda has developed programs that will see the NSW Rural Fire Service supporting schools and empowering students to become bush fire and disaster resilient.

What kind of presenting do you do at work?

The way I present in my current role is vastly different to a few years ago. I was a school teacher for a number of years and I presented all the time to students. I had to make changes to my presenting style when I

moved to student wellbeing because in that role I needed to deliver content to teachers and school executives. The majority of the presenting I do at the NSW Rural Fire Service is to members in regional NSW using web conferencing technology and I also present at conferences and forums.

What prompted you to attend Michelle’s Presentation Skills Masterclass?

As an Education Consultant at Peer Support Australia, I travelled around the country presenting to teachers and schools. The vast majority of my role involved presenting to adults and it was recommended I attend Michelle’s Persuasive Presentation Skills Masterclass to enhance my existing skills.

How did Michelle’s program change your attitude to presenting in general?

One thing Michelle made very clear was that the 4Mat model could be adapted to suit any communication situation; either to groups or to individuals. I hadn’t considered this before. I would prepare well for a presentation in front of a large audience, but until attending Michelle’s training I wasn’t using best practice models for my one on one meetings or informal conversations. I started to apply the model more frequently and rehearsing for other

SUCCESS STORIES!

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How have your presentation skills improved since Michelle’s training?

After attending the program, I swung into action. The course gave me the confidence to present more often and to larger audiences without flinching. Previously, I had never known where to look and was waving my hands around randomly. I now value the smaller points of presenting such as using the first name of audience members when addressing them,

using ‘whites of the eyes’ to connect with the audience and simple hand gestures to reinforce your points.

Each time I present, I focus on one of the thirteen steps and make sure I nail it. This method has worked for me and now I have started back at the top and I am working my way through the steps again. Using the steps in this way allows me stay confident and to have an attainable goal for every presentation.

What were your top 3 take-aways from Michelle’s Masterclass?

Manage objections – if you don’t do it early, it will ruin your presentation at the pivotal point – the end!

It’s not about you – direct your focus onto the audience

Rehearse – I used to be the ‘Queen of Winging it’, it never worked well. I now rehearse anytime and anywhere! Snaps to me! Editor’s note: “Yes Brenda “snaps” to you!

SUCCESS STORIES! (CONT.)

VOICE TIPS #1BY MICHELLE BOWDEN

Give your audience time to think about what you are saying.

Pausing is powerful. Remember this point when you present and take full advantage of it! The reason pause is important for your audience is that they need time to think about what you have just said.

In other words, Pause is a gift to your audience. Be generous with this gift.

The reason pause is important for you is that it gives you the power to stress key words and

emphasise your key points.  Do this by pausing at the end of sentences or just before you make that significant point.

Pausing also helps you avoid filler words such as ‘um’, ‘ahhh’, or ‘so’. Give pause a chance!

Rehearse the pauses into your presentation. You should rehearse your dleivery so you know when you are going to pause. In this way you will display as much confidence and possible.www.michellebowden.com.au

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SPARKING POSITIVITY AT WORKBY KEN WARREN

“Be the change you want to see in the world.” Mahatma Ghandi

I remember complaining to my secretary about the run of challenging clients I was seeing. “What have you done?”, I teased. “Have you booked in all of the difficult clients for me this week?” “No, I haven’t”, she teased back. “I think it has more to do with what sort of mood you are in at the beginning of the week!”

She was right, of course. Our personal well-being has a huge impact on how we perceive challenges at work. Morale at work also has a huge impact on our performance.

One British study found that personal unhappiness reduces productivity by 10%. But happiness at work increases performance by 12%. That’s a 22% difference in performance between colleagues who are miserable and those who are happy at work! Fortunately, there are many, simple and powerful strategies you can use to instantly boost morale in your workplace, even when times are tough. Here are five of them.

Supportive leadership: Human beings are social animals and we draw great strength from the support of others. However, the support given by those in leadership roles is particularly important. Leaders need to be seen as approachable. Otherwise, people will be reluctant to speak with you directly about any concerns they have.

So, make sure you get out of your office and check in with people. Ask people how they are going. Care for people who are doing it tough. Sometimes, there is practical help or suggestions to can be given. With other challenges, you can give emotional support or connect them with professional assistance.

If your team is dealing with some shared challenges, such as unwanted workplace changes, make sure you are open and transparent about what you know or have permission to repeat. Consider regular updates to keep people informed and allow people to ask questions, come to terms with the challenges, and allow emotional or practical support to be given. We can put up with all sorts of challenges, provided we have good support from our leadership and colleagues.

Break the routine: Human beings are also creatures of habit. On the one hand, being on auto-pilot eases pressure on ourselves by not having to think too much. On the other, doing the same thing, over and over, can also be tiring and emotionally draining. Here we need to introduce some positive change. Keep in mind people don’t always resist change. Most people don’t mind doing something different, provided it is enjoyable and something they want to do.

You can simply ask people if they are happy doing what they are doing or if they would like more variety. Organising good in-house training, or temporary role-swaps breaks the routine and helps people learn new skills. Most workplaces that book me for in-house training have staff with very good morale. One of the reasons for this is that these workplaces break the routine and value the staff by providing good PD.

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SPARKING POSITIVITY AT WORK (CONT.)

Help people to feel valued more: There are too many studies that indicate almost half of us don’t feel sufficiently valued by our workplace. One of the no-cost ways we help people to feel valued at work is to give them a voice in decisions that affect their work. Great leaders do so by consulting with team members when possible, making decisions together in teams, or delegating authority to individuals. Remember that greater say = increased cooperation + people feeling more valued. We also help people to feel valued by showing genuine appreciation to people. We know this is important, but often we fail to do so, at least at sufficient levels.

For many of us, it is our busyness that gets in the way. We either don't think about encouraging others or we think we don’t have the time. Of course, saying a genuine thank you, celebrating wins together, or writing a note of appreciation doesn’t really take that much time or effort. The absence of recognition of effort comes at a huge cost.

Create benefits that people really care about: Here we need to first appreciate that people’s take-home pay is more than just the wages they are paid. For some, it could be the opportunity to avoid peak hour traffic and work from home a day each week or benefits such

as movie tickets for exceptional effort or a ‘get-out-of-a-meeting-free’ card. For others, it could be your support in helping them to advance their career. For the kind-hearted, it could be the importance of the work they do, such as, helping others in some way. For the more shallow, food-oriented, like me, it could be negotiating a discount for your staff from a nearby café. How do you find out what people really care about? Ask them.

Have more fun at work: Three of the interesting things I have noticed about the high-performing teams I work with is that they work very hard, they have very positive relationships, AND they laugh a lot. The comedians among us don’t need to be told what to do, apart from tailoring their comedy for the audience. But some of us need reminders that it is OK to be playful, to laugh, and tease each other in good-natured ways. We know that the more people find time to do so, the better the morale and the more work gets done.

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SPARKING POSITIVITY AT WORK (CONT.)

Why is this? Such positive interactions certainly help to counter any stress we are dealing with. These positive connections give us energy to do what needs to be done. The positive relationships that develop also contribute significantly to the low rate of unplanned leave and staff turnover.

Of course, there are the safe morning teas and jokes at our own expense. There is also the slightly more adventurous teasing we do of colleagues who are open to this, theme-based dress-up days, and fun competitions, such as ‘Guess who?’ in baby photos that are brought in. Some team members also choose to have

fun outside of work, such as organising a dinner out or group booking to a musical or movie. Done separately or in a workplace where morale is low, such attempts at fun can seem trite. But it is the combination of morale-boosting strategies, done over time, that produces the maximum benefit. Remember that is not just those in leadership roles who can have a positive influence. Everyone has a part to play in both taking good care of themselves as well as contributing positively to the morale of their workplace.

So, how is morale at your work, at present? Which of the above are you doing well and in what can you improve?

Ken Warren BA, M  Soc  Sc,  CSP  is a Relationships Specialist who helps teams to perform at their very best. Through his enjoyable and interactive speaking programs, Ken will help your people to: • Build even stronger, more positive and productive teams • Handle difficult conversations in a more confident and positive way • Enhance their resilience and well-being at work  www.positivepeoplesolutions.com.au 

CONFERENCE SPEAKING TIP #6 BY MICHELLE BOWDEN

Take Deep Breaths. When we're nervous, our muscles tighten - you may even catch yourself holding your breath.

Instead, be sure to breathe right into your diaphragm. Diaphragmatic breath means:

You will retain your clarity of thought because oxygen circulates more easily through the body when you breathe properly.

You will also c a l m d o w n and be better able to centre yourself.

And finally you will find that you can project your voice better.

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HELP CLIENTS TAKE POSITIVE BUYING ACTIONBY DAVID PENGLASE

In 'traditional selling skills' language, buying action is all about how to get to the 'close'. But the word close or closing has an 'end-point' focus, and the reality is that when we close a sale, or said another way, when the client makes a buying decision, it's actually the commencement (or continuance) of the business relationship. It’s where all important delivery on our promises as salespeople must be completed. We can't really motivate our clients - they motivate themselves when we create env i ronments where they fee l comfortable and confident to make wise buying decisions - so closing a sale is about an attitude of creating that kind of environment.

So how do you create an environment where people feel more confident and comfortable to make wise buying decisions?

You approach every sale opportunity as a chance for the client to discover value and potentially more value than they expected to originally receive.

You create environments where clients will be motivated to take appropriate buying decisions by: building rapport and gaining their trust;

b y a s k i n g questions that h e l p c l i e n t s clarify, articulate and prioritize their needs, wants and problems; by showing the value you can create in ways that matches the needs, wants and problems that they are looking to solve; by helping clients to explain any potential obstacles that will prevent them from buying, when they want to buy what you're offering; and finally you create environments where people will be motivated to take appropriate buying decisions when you don't push too hard for a sale, provide clients with enough information to make wise choices, and demonstrate your belief that what you are offering is the best solution for them.

www.intentionomics.com

TESTIMONIAL about Michelle’s training:

“Just BRILLIANT! The best 2-day course I have ever attended and Michelle you are outstanding at your craft – thank you so much. I loved the design of the 2 days meant not only did we learn the techniques and concepts, we were able to build our presentation, practice it and gain invaluable feedback. More than I had hoped for.”

For more information on Michelle’s coaching or training please go to www.michellebowden.com.au

FROM CAROLINE BOLDERSTON, DEVELOPMENT AND PERFORMANCE COACH, BELLE PROPERTY

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HOW CAN I KEEP CLIENTS ON TRACK IN A SALES CALL?

Start with an agenda that you share with the client and confirm that you will be covering what they hope to achieve, making any adjustments to the agenda to reflect your mutual purpose.

Keep the agenda in plain site for the client to see where you're both up to and where you're heading and physically highlight or tick each agenda item as you deal with them.

Follow a sales process that's easy to remember and easy to implement like the BASICS of selling (Build rapport, Ask questions, Show value, Identify obstacles, Confirm the sale, Stay in touch).

When either you or the client gets 'off track', it's up to you to say something like "OK, we're probably just a little off our agenda at the moment, so let's make sure that we cover what's best for you in the time that we're together....." and then get back on the agenda.

Caution - sometimes you might get 'off track' but for the client they feel that they are discussing what they need to help them make a wise buying decision - be careful that you're not 'you' focused or 'sale' focused as opposed to be client focused.

www.intentionomics.com

WHAT NOT TO DO #5BY MICHELLE BOWDEN

Welcome to What NOT to do! This segment is dedicated to remind you of all the funny little habits that you should get rid of immediately.

No Death by PowerPoint. Death by PowerPoint is too many words on too many slides that people can’t read.

If you choose to use slides, use photos and images not bullet points…the bigger the better.

A picture paints a thousand words. There are two purposes that slides serve:

1.To help your audience understand your message more quickly than they would without visual aids.

2. To help your audience remember what

you’ve said for longer. If you choose to use slides, get rid of all bullet point slides and use graphs and charts and images as creatively as possible. Happy Presenting!

BY DAVID PENGLASE

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UNDERSTANDING OTHERSMost of us don’t want a life characterized by disharmony and angst in our personal relationships. If you think for a minute about the people that you live and work with you’ll realise that some folks are really easy to have a rewarding relationship with and others just drive you crazy.

Wouldn’t it be great to be able to understand people better and think on your feet when dealing with them?

The question is, how do you work with people so you can get the most out of each other and enjoy positive relationships?

In a quest to better understand yourself and others perhaps you’ve completed some form of psychometric testing such as MBTI or DiSC. Regardless of whether you agreed with your profile at the time or not, you will agree that we are all different. Another tool for characterizing or describing the differences in our personalities is the NLP Meta programs.

The NLP Meta programs are either filters through which we see the world, or sorts that allow us to categorise our choices.

Every experience, situation, conversation is taken through these filters and ‘sorts’. In this article I will outline a number of these filters, to show you and to explain how they create the opportunity for us to perform well or they facilitate us performing poorly. They give us remarkable insight into why we do what we do. Why is it that we continue to do what we do even when we know what we know? Why is it that we continue in patterns of behaviour that limit us or make us unhappy even when we know there is another choice at hand?

If you work out the filters you have, you will have greater choice over whether you continue to use

them or not. Additionally, understanding the filters of your family, friends, clients and colleagues will help you to make robust choices around your own communication style and approach. Understanding these filters allows us to decide what we are going to do and how we are going to do it.

In this article I will explain six of my favourite filters for you to help you reduce your frustration with people who seem so completely annoying and so you improve your relationships at home and at work.

1. Primary Interest

The first interesting sort is that of Primary Interest. It is suggested that we pay attention to those areas in our life that are of interest to us. This program determines what we pay attention to, what we find interesting and what we find boring. This program is divided into 5 categories: people, place, activity, things information.

What do the categories mean?

People PreferenceA people preference means your focus is on relationships and relating. These people are generally outgoing and friendly. They remember people’s names and personal stories.

Place PreferenceA place preference means you have a strong awareness of your location. Where you are going to do something is important to you.

Things PreferenceA things preference means you are focused on having, owning or collecting things. These could be tangible things like possessions, money and food, or intangible things like certificates, status and power.

BY MICHELLE BOWDEN

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UNDERSTANDING OTHERS (CONT.)

Activity PreferenceAn activity preference means you focus on what you or others are doing. This person likes to be active, experiencing moments, and doing things. They can find it a chore being still. These hands on people tend to like sport, projects and making things. They are often involved in physical trades. They like to keep busy and will tend to focus on tasks rather than relationships.

Information PreferenceAn information preference means you are focused on ideas, learning and analysis. Facts, details and dates are easily stored in your memory.

What to do with this information?

People are engaged by their primary interest. Although we use all these primary filters to some degree, there are one or two that are used in preference. If you want to persuade your family, friends and colleagues or just have better relationships, try to work out their primary interest, and tailor your communication to their filters!

2. Introvert/Extrovert/Ambivert

When we are sad, tired or have good news we either enjoy experiencing other people and social environments or we prefer solitude, private space and quiet. Why is this so? We have one of three preferences: Introvert/Extrovert/Ambivert.

What do they mean?

Introvert: is a term to describe someone who likes quiet and private space for concentration. They tend to be comfortable working on one project for a long time without interruption.

Introverts generally think before they speak, dislike interruptions of any kind and reflect deeply before taking action. These people go off by themselves (retreat into their cave) when they need to deal with stress, or other negative emotions. It is not that they are shy. They need time to process their ideas before deciding or revealing their opinion. It is often difficult for them to think on the spot and team members will find it hard to draw them out if they do not feel a degree of trust or ‘safety’ in the team.

Extrovert: is a term used to describe someone who likes having others around them when they work. They are typically enthusiastic, talkative, assertive, and gregarious. They act and speak quickly and often without thinking first. They develop their ideas by discussing the options with others and are generally comfortable with interruptions as they occur. These people need the attention of others and derive energy from being with others when they are dealing with both their positive and negative emotions. They take pleasure in activities that involve large social gatherings, such as parties, community activities, public demonstrations, and business or political groups.

Ambivert: is a term used to describe someone who uses both preferences depending on the scenario.

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UNDERSTANDING OTHERS (CONT.)

Dealing with these types

Manage extroverts in a team or family unit by asking them lots of questions to help them form their ideas properly. Encourage them to take some time to think before they speak. Give them time to socialize and connect with others.

Manage introverts by developing trust and encouraging them to put their ideas forward even though they may not have thought it through to their fullest degree. Give them time to be alone and introspective.

How can you determine this program?

If someone says they feel energized and alive when surrounded by others they are probably an extrovert. If someone says they need space to reflect on their own thoughts and ideas and re-charge their batteries they are probably an introvert. If they say it would depend on the context they may be an ambivert.

3. Internal/External Frame of Reference

Have you ever wondered why that staff member keeps on asking you for your opinion on the way they should complete a project or address a task or issue?  Perhaps you have found yourself asking ‘don’t they know how to do their own job?’  Or was there ever a situation where you gave instructions to a colleague and they went off and completed the task in their own way with no reference to your in i t ia l instructions?  Why is this so?  The Internal/External frame of reference can provide us with some clues.

What do they mean?

Internal Frame of Reference: Someone with an internal frame of reference goes inside themselves to reference whether they’ve done a good job, whether they’ve made the right

decision, whether it’s the appropriate action to take.  They tend to check their internal barometer to know whether something is appropriate or right for the situation.  You could call these people ‘self contained’. If someone is strongly internal you will often find that they make decisions or take action without truly considering the needs or wants of others.  They can also be difficult to give feedback to because they know in themselves they’ve done a good job and don’t need or value input from others.  These people need reasons, evidence, rationale about the job they’ve done or they won’t listen.

External Frame of Reference: Someone with an external frame of reference seeks feedback from others regarding the best way forward. These people have no internal barometer.  They have no sense of whether they have done a good job, whether it’s a good decision, whether it’s the best action.  They have no measurement criteria on how to assess the situation.  For this reason, they will seek other’s opinions and then behave accordingly. The external frame of reference needs a lot of reinforcement, acknowledgement and recognition and a lot of appreciation for the job they are doing.  These people need to be encouraged to check inside before they look externally for feedback.

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UNDERSTANDING OTHERS (CONT.)

Now you can also have two other aspects within the Internal and External Frame of Reference.

Internal Frame of Reference with External Check: You can have an internal frame of reference with an external check. This means the person can check inside (internal frame of reference) and then before they actually make their decision they have a quick check to confirm it’s the best thing to do.

External Frame of Reference with Internal Check: The external frame of reference with an internal check will often check externally first to see if it’s the best thing to do and then they will reflect and ponder on the benefits for themselves.

The people in the last two groups tend to be more functional or balanced. Let’s talk about the extremes though. If someone is strongly internal you will often find that they make decisions or take action without truly considering the needs or wants of others. They can also be difficult to give feedback to

b e c a u s e t h e y k n o w i n themselves they’ve done a good job and don’t need or value input from others. Why would they be interested in what you say when they already know what a good job they’ve done. These people need reasons, evidence, rationale about the job they’ve done or they won’t listen.

The external frame of reference on the other hand can often be the person who needs a lot of r e i n f o r c e m e n t , a c k n o w l e d g e m e n t a n d recogn i t ion and a lo t o f appreciation for the job they are doing. You need to constantly

tell them, ‘yes, you’ve done a good job’, ‘yes, that’s excellent’. The external frame of reference can sometimes appear as if they have low confidence because they don’t take the time to ‘go inside’ to measure actions they look externally for verification or external indicators they are on the right track. These people need to be encouraged to check inside before they look externally for feedback. Eventually they will develop some internal frame of reference.

Overall it is good to develop some flexibility on this continuum. In business both styles are very useful - when planning a pitch or presentation to a client for example, it would be very useful to get feedback from others regarding the best way forward (external frame). Whereas some roles such as police officer demand a high internal frame. They just need to know if it’s the law or not.

How might you determine this program? Try asking the following question: “How do you know it something is the right decision?”

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UNDERSTANDING OTHERS (CONT.)

4. Judger/Perceiver

Have you ever felt frustrated by a team member who continues to resist tight deadlines? They drive you mad because they seem more interested in options and opportunities than getting the job done, and expect you to adapt to last-minute changes and situational requirements. Or perhaps you are frustrated by a team member who seems rigid in their determination to make decisions and stick to them, only discussing results and achievements and concentrating on task completion at the expense of a more flexible approach? The Judger/Perceiver profile assists us to understand these two types of people and their preferences.

How does it work?

Judgers: try to control, make order and regulate life’s events. They approach life in a structured way, creating plans and organizing their world to achieve their goals and desired results in a predictable way. People who judge can be described as ‘organised, focused and regulated’ people. They seek closure in decisions and enjoy being the expert. These people work best when they can plan their work and prefer to ignore interruptions. They are motivated by organising and finishing tasks, they make decisions quickly due to a need to get on with the task, and use lists to ensure they take action on specific tasks. They get their sense of control by taking charge of their environment and making choices early. Perceivers may see them as inflexible and opinionated.

Perceivers: adapt to life by accepting life as it comes. They are often spontaneous and get their sense of control by choosing to operate on an ‘as needs’ basis rather than follow a plan or schedule. These people want flexibility in their work. They enjoy starting tasks and then often leave them until the last minute to complete. They are motivated by not wanting to miss out

on anything so keep their options open and only use lists as a reminder of tasks that could be done ‘if there is any spare time’. They are generally curious and like to expand their knowledge, which they will freely acknowledge as being incomplete. They are tolerant of other people's differences and will adapt to fit into whatever the situation requires. Judgers may see them as aimless, indecisive and unproductive.

How might you determine this program? Ask the following question: “Do you prefer to live life spontaneously or according to a plan?” “Do you have a diary and do you use it properly? Do you enjoy using lists?”

5. Closure/Non-closure

Have you heard the saying “life’s a journey not a destination’?

Do you know people who appear to be ‘driven’ to complete tasks, close off projects? Or do you work with people who seem to be completely satisfied within themselves even if a job is not complete? The closure/non closure program will help you understand why this is so. It deals with the existence or lack of existence of a strong need to finish a task.

How does this work?

Closure: People with a closure focus must complete the tasks they begin. Their focus is on the end product or the result, and the feeling of achieving a goal is motivation to continue something until it is all done.Non-Closure: People with a non-closure focus enjoy and perform better in the beginning and middle of tasks and do not need closure as much as those who enjoy and feel satisfied with completing something. They are typically more comfortable with ambiguity, confusion, things being suspended.

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UNDERSTANDING OTHERS (CONT.)

How might you determine this program? Do you need to have everything neatly wrapped up at the end of the day? If you were in the process of studying something and you had to leave it, would you feel OK, or would you feel disconcerted? Which part of a project do you most enjoy: the beginning, middle or end? In sport, if you were training for a race or game, would you most enjoy the competing or the finishing stage?

6. Team Roles

Do you love working in groups? Or would you say in truth you’re not keen on group work and prefer to work on your own? Do you love being part of a team? Do you enjoy meetings and having people around all the time with lots of group involvement? Or are you more likely to find meetings an unnecessary time waster? Or maybe, do you prefer to check in with a team at times (because you enjoy some social involvement) but then prefer to get your work done on your own? The team roles program will help you understand this preference.

Independent: These people prefer to work alone and be granted sole responsibility for getting the job done. They are very self-directed. If they have to work with others or share responsibility, their productivity can decrease. They prefer to work with their office door closed or in isolation and do not readily consult other people. They are easily distracted by open-plan offices and/or noisy workplaces where it’s difficult to focus. The disadvantage of this preference is they often reinvent the wheel and do things that have already been tried and tested by other team members, which

ultimately slows the team down. If you have independent players in your team – it’s not that they are anti-social, it’s just how they work best. To influence these people, make sure you check in with them sporadically so they don’t go off and reinvent the wheel. Otherwise, give them total responsibility and make it clear that they alone will work on this task and be responsible for the outcome. At times you may want to encourage these people to be involved in the team in a way that doesn’t make them feel they have been ‘swallowed up!’ or answerable to the team.

Proximity: In the middle of the continuum is the Proximity Player who drops in and out of the team. They like to meet with the team to discuss tasks and then they like to go away and work on the task independently. They then re-group with the team to check performance when necessary. To motivate these people, talk about shared responsibility, and use words such as ‘we’ and ‘us’. These people are ideally suited to a team environment that requires sharing of responsibilities and work tasks. To motivate these people put them in charge and provide them with subordinate staff to direct. This is a good attribute (with a small dose of co-operative) for managers.

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UNDERSTANDING OTHERS (CONT.)

Team: These people they like to be part of the team, like to have people around them and like to discuss things, get people’s feedback, and work together. They enjoy working with others where responsibilities and control are shared with others and where everyone takes turns leading or sharing the lead and responsibilities. These people use words like ‘we’, ‘us’, ‘our’ and ‘team’. They thrive where responsibility and any accomplishments are a result of everyone’s contribution. To motivate these people, talk about shared responsibility, we are all in this together, and use the words ‘we’ and ‘us’. These people are ideally suited to a team env i ronment that requ i res shar ing o f responsibilities and work tasks. Team players can be encouraged to think for themselves a bit more and work independently at times.

How can you determine this program?

Try asking the following question: “Talk to me about a work situation where you were fulfilled, happy, content. What was it about that situation that made you feel that way?”These filters put labels on our difference and help us to understand why people act the way they do. From there, provided we are open to being more flexible in our approach and style,

we can make a p lan to improve our relationships and outcomes.

About Michelle Bowden Michelle Bowden is an authority on presentation & persuasion in business. Michelle is a CSP (the highest designation for speakers in the world), co-creator of the PRSI (a world-first psychometric indicator that tests your persuasiveness at work), best selling internationally published author ( W i l e y ) , e d i t o r o f H o w t o P re s e n t magazine,  producer of Michelle Bowden TV, and a regular commentator in print, radio a n d o n l i n e m e d i a . www.michellebowden.com.au

FREE BOOK GIVE AWAY

Concepts range from leadership to productivity; from relationships to finances.

To claim your very own copy of Ideas be one of the first 5 readers to email michelle@michellebowden.com.au with the word ‘Ideas’ in the subject line.

BY 24 AUSTRALIAN THOUGHT LEADERS

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CONFIDENT SPEAKING VOCALS–AUDIOA confident, persuasive speaking voice lies within you!

Many of us know someone who has a strong, rich, resonant voice. Maybe it’s an actor like Sean Connery or Cate Blanchett.

At some point you may have found yourself wishing that you could enhance your vocal quality and projection so you were more compelling, influential and persuasive when speaking in meetings, persuading your manager, or selling to your clients.

Well you know it’s possible, and it’s easy! Creating a rich, resonant influential voice is all about warming up your voice, and this CD will take you through the warm-ups that actually work one by one. Enjoy!

EXCEPTIONAL PRESENTATION DESIGN–DVDYou can design an exceptional presentation in a minimum amount of time!

Imagine how helpful it would be if you could have your very own coach taking you through the design process for an exceptional presentation. That’s exactly what this DVD is for!

If you have a presentation to write, simply play this DVD and Michelle Bowden will coach you through the design of an exceptional presentation from beginning to end. It couldn’t be simpler!

An ideal accompaniment to Michelle’s book How to Present, you’ll be reminded how to identify the purpose of your presentation, analyse your audience and design a powerful message that influences your audience to change their thinking and/or behaviour using techniques that actually work!

www.michellebowden.com.au

HOW TO PRESENT–TIPS FROM THE MASTERS–AUDIO SERIESFast-track your presentation and speaking skills success by discovering the presentation secrets of 14 of Australia’s top conference keynote presenters.

What would be possible for your career and income if you absorbed the wisdom of Australia’s top speaking professionals and could learn from their tips and their mistakes? Well, now you can in this series of insightful interviews by Australia’s #1 Presentation Skills Expert–Michelle Bowden. Learn critical presentation tips from the amazing: Amanda Gore, Lisa McInnes-Smith, Glenn Capelli, Alan Parker, Siimon Reynolds, Rodney Marks, Sam Cawthorn, Marty Wilson, Terry Hawkins, Dale Beaumont, Catherine DeVrye, David Penglase, Avril Henry and Bruce Sullivan.

www.michellebowden.com.au How to Present Magazine JULY 2015 !19

TIPS FROM A PROFESSIONAL SPEAKER KAREN SCHMIDTPROFESSIONAL SPEAKER

Karen Schmidt from Let’s Grow! is the Workplace Gardener. She helps frontline managers and small business owners grow into leaders using her workplace gardening philosophy. During the process people become energised, excited and empowered to find ways to germinate the skills that lie dormant in their team. To learn all about her range of programs and coaching services visit www.letsgrow.com.au. To book her to s p e a k a t y o u r n e x t e v e n t v i s i t www.karenschmidt.com.au.

Here are Karen’s tips for us when speaking in business:

Structure your presentation so it’s easy to follow and memorable. I love using acronyms and metaphors … my favourite, of course, is the “leader as gardener”.

“A picture paints a thousand words” is a famous quote for a very good reason. Your slides should be visually exciting and unique, not the same old stock images. Start taking your own pictures, even if they aren’t perfect, and use them in your slides.

Dress to match your message, your personality and your audience. If there is a disconnect between what you are saying

and how you are presenting yourself, the audience will sense it.

Get to know your audience by mixing and mingling with them before the event starts. I find it creates better rapport and can sometimes even generate a great “on the spot” anecdote to use in your presentation.

Show your t rue nature by shar ing something about your life outside of work. I often mention my love of ballroom dancing, which can easily be related to the topic I am presenting on.

Be polished but not too shiny (another insight into my life for sci-fi fans). Always leave room for a bit of imperfection. Audiences love it when presenters show their human side. It’s also why people like real flowers not plastic ones!

A presentation should be interactive not one way. Find ways to involve your audience even if you can’t get them to move. Why not ask them to write or draw something, put up their hand or imagine a scene in their head.

Have an opinion, be prepared to challenge the status quo. Don’t just rehash what everyone else is saying on the topic. Sure, some people will disagree with your perspective but others will be transformed by it.

Always be on the lookout for a way to relate your content to current events such as a major news story, or an annual event.

Finish with a call to action, something achievable people can do immediately. Make it more than just “do something with this”. Give them 1, 2 or 3 simply steps to take.

www.michellebowden.com.au How to Present Magazine JULY 2015 !20

TESTIMONIAL about Michelle’s training:

“I absolutely loved this program. Extremely informative, interactive and well structured. Michelle did an amazing job teaching and showing us what an excellent presentation looks like. I have learnt a lot, especially practical tips that I can implement immediately.”

For more information on Michelle’s coaching or training go to www.michellebowden.com.au

FROM MIKE DAHDAH, MEDICAL REPRESENTATIVE, NOVARTIS

IS IT TIME YOU IMPROVED YOUR PRESENTATION SKILLS? COME JOIN ME!Dramatically improve the w a y y o u p r e s e n t a n d influence. Attend one of my Persuasive Presentation Skills Masterclasses in 2014 and change your life!

Seriously, it’s a life changing experience!

Risk free - 100% money-back guarantee.

Endorsed by thousands of people from over a hundred corporations around Australia.

I n t e r a c t i v e a n d personalised.

Faci l i tated by Michel le Bowden who has over 20 years e x p e r i e n c e r u n n i n g h e r programs and who has been nominated for Educator of the Year for the last 4 years.

A b s o r b y o u r s e l f i n a generative and experiential approach. Learn something then practice, then learn something then practice…

Group sizes are limited to only 10 people per program.

Risk free approach to a subject most people find ‘daunting’!

Plenty of time for you to get personal one-on-one time with Michelle’s during the program.

Address your specific, personal needs.

Lea r n i ng w i t h l o t s o f laughter.

Techniques are embedded s o y o u re m e m b e r t h e m decades later.

SYDNEY: 21-22 July18-19 August15-16 September13-14 October17-18 November 8-9 December

To chat about your specific needs or rece ive more information please email Michelle: michelle@michellebowden.com.au

There’s no need for you to fear public speaking. Please don’t

miss a career opportunity ever again because you couldn’t speak up! Anyone can be an

exceptional presenter in business - 100% guaranteed.

www.michellebowden.com.au How to Present Magazine JULY 2015 !21

POLISH YOUR PRONUNCIATIONBY LANA MCCARTHY

Do you sometimes have to repeat yourself when you speak?  Are you creating poor impressions because of the way you speak?  Good clarity of speech is fundamental so you can communicate your spoken message with ease and create posit ive and lasting impressions on others.

Whether you are a native or non-native speaker of English, welcome to the second of three articles I will write to assist you to start polishing your English pronunciation (for the first tip please read last month's How to Present magazine): 

Tip: Work the Final Consonants

Consonants are sounds such as ‘m’, ‘p’, ‘ch’, s’.  Making these sounds stronger and clearer at the ends of words in English, means it is easier for the human ear to hear individual words and listeners do not have to work so hard to decipher your message.

Start your practice using a highlighter pen to mark the consonants at the ends of words in a piece of written text, for example a short

n e w s p a p e r o r magaz ine a r t i c l e .  Then try reading it aloud, working your l i p s a n d t o n g u e ha rde r when you come to one of the highlighted sounds to pronounce the final consonants clearly.  Yo u m a y n o t i c e sounds such as ‘p, b, t, d, k and g’ have an air burst – make that stronger. It is OK at this point if it sounds a l itt le over-done.  Now see if you can do

the same thing with a piece of unmarked text.  Then move into monologue and conversation practice.  Combine the slow speech rate (tip # 1) with the clear final consonants and record yourself. Continue to focus your efforts to integrate these objectives into more and more everyday speaking contexts.

Again aim at 10-15 minutes of structured practice each day, gradually working towards being mindful in all of your everyday conversations. In the end just focus on your mouth working harder and finishing words as you speak. Remember – practice makes perfect!

Lana McCarthy is a highly experienced and passionate professional in the field of interpersonal communication with expertise as a communication coach, speech pathologist and facilitator. For almost 20 years, Lana has helped thousands of adults improve their interpersonal communication skills through her business, Word of Mouth – effective personal communication. www.wordofmouthglobal.com

www.michellebowden.com.au How to Present Magazine JULY 2015 !22

WHAT TO DO WHEN YOU DON’T KNOW WHAT TO DOBY GREG MOWBRAY

Ever feel paralysed by indecision?   Do you procrastinate and feel that your leadership suffers as a result? Leaders are expected to make the right call but sometimes we can be overwhelmed and simply don't know what to do. Here's a plan.

1. Take the pressure off. For just a minute, forget the big picture. Forget the enormity of the project. Take your mind off what's at stake.  There will be lots of things involved in whatever you are working on that you have no control over, but you worry about them all the same. Just for now, pretend it doesn't matter. Chill.

2. Work out what's next? Now that you are not overwhelmed by the big picture, focus on what is the next thing that needs to happen. Not 20 steps away, just one. What is the next action that you need to take to take this forward? You are not thinking 'How am I going to finish this marathon?' Rather, 'I just need to get to the next checkpoint’.

3. Just do it! With thanks to Nike, do it. Take the action. Crack on. Stop procrastinating because you don't have all the answers, take action because you have the next one. And, before you go back to old ways and start panicking about the big picture, refer to point 2. Just work out what is the next thing that needs to happen. 

Productivity is a vital aspect to leadership. We just have to get things done. Being stuck doesn't help and, in fact, it can harm our reputation as a leader if others think we can't or won't make a decision. www.licencetolead.com

PERSUASION TIP #7 BY MICHELLE BOWDEN

Build your credibility over time. Your personal credibility has a significant impact on your degree of influence. Your credibility is determined by such things as your self confidence, your presence, your charisma, your experience, your work networks and your skill level. Solid credibility gives you a solid foundation on which to plan an influent ia l communicat ion strategy. www.michellebowden.com.au

www.michellebowden.com.au How to Present Magazine JULY 2015 !23

CD OF THE MONTH Thinking of improving your

presentation skills but don’t want to go on a training program? You need to grab a copy of How to Present - Tips from the Master. Tips from 14 of Australia’s top

public speakers. Go to my website

CHARITY Dry July is a non-profit organisation determined to improve the lives of

adults living with cancer through an online social community giving up booze for the month of July. Why

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MOTIVATION MantraBands - the PERFECT gift. I LOVE my MantraBands

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STYLE Chair upholstery & design is their speciality. Your chairs deserve to

look their best and I Love My Chair will design, repair & upholster them.

They sell fabulous chairs too! ilovemychair.com.au

BEAUTY Clinique’s Beyond Perfecting is a foundation and concealer in

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BOOK OF THE MONTH

OK, I know it’s MY book! If you are serious about really improving your business presentation skills then you need this book. Go to

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www.michellebowden.com.au How to Present Magazine JULY 2015 !24

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