presentation on presenting
DESCRIPTION
TRANSCRIPT
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Are You Being Heard: Speaking That Gets You What You Want
Presented by
Ariane David, PhDSenior Partner
THE VERITAS GROUP
Senior Lecturer
CALIFORNIA STATE UNIVERSITY, NORTHRIDGE
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A Presentation About Presenting
Agenda• Preparation• Content • Creating a great PPT• Preparing to present• Delivery: speaking• Delivery: using your body• Answering questions • Going after money
:
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Preparation
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Your Audience
• Who are they?
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Your Audience
• Who are they?
• What are their interests?
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• Who are they?
• What are their interests?
• What are their needs, expectations, beliefs, culture, norms, history as a group? As individuals?
Your Audience
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• Who are they?
• What are their interests?
• What are their needs, expectations, beliefs, culture, norms, history as a group? As individuals?
• Is there a generational issue?
Your Audience
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Your Thinking
• What is the purpose/goal of the presentation?– Educate/inform– Convince– Elicit action– Be liked
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• What is the purpose/goal of the presentation?– Educate/inform– Convince– Elicit action– Be liked
• What is your purpose/goal for the presentation?– Stated– Personal
Your Thinking
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• What is the purpose/goal of the presentation?– Educate/inform– Convince– Elicit action– Be liked
• What is your purpose/goal for the presentation?– Stated– Personal
• What point do you want to get across?– Stated– Personal
Your Thinking
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Your Knowledge: Rule of Ten
• Know ten times more than you say
• Say ten times more than your slides say
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Critical Thinking
• Are all my points, premises, assumptions substantiated?
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• Are all my points, premises, assumptions substantiated?
• Can I show the “logic” of my conclusions?
Critical Thinking
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• Are all my points, premises, assumptions substantiated?
• Can I show the “logic” of my conclusions?
• Play Devil’s advocate - try to shoot yourself down, because someone else will.
Critical Thinking
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Content
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Organizing Content• Decide on the most important points (5 to 7)
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Organizing Content• Decide on the most important points (5 to 7)
• How many points and how deeply you delve
depends on available time
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Organizing Content• Decide on the most important points (5 to 7)
• How many points and how deeply you delve
depends on available time
• Add only what directly contributes to your points
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Organizing Content• Decide on the most important points (5 to 7)
• How many points and how deeply you delve
depends on available time
• Add only what directly contributes to your points
• Make an outline and stick to it
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Organizing Content• Decide on the most important points (5 to 7)
• How many points and how deeply you delve
depends on available time
• Add only what directly contributes to your points
• Make an outline
• and stay on point!
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Illustrating Content• People learn best when ideas become concrete
• Give examples
• Tell short relevant stories
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Content: Three “C”s
• Clear
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Content: Three “C”s
• Clear
• Concise
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Content: Three “C”s
• Clear
• Concise
• Complete
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Content: Language
Beware of:
• Acronyms, abbreviations and jargon that you
have not defined in this presentation
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“ The RFP calls for an SOW on the ASP before the SAP go-live. Also, need RSVP to ASE: ASAP!”
Taken from a major consulting firm’s PPT briefing to a new change management team
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Content: Language
Beware of:
• Acronyms, abbreviations and jargon that you have not defined in this presentation
• Fuzzy words
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Fuzzy Words
…are judgmental in nature
…are not actionable
…carry no specific meaning
…and you’re going to be surprised what words count as “fuzzy”.
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Examples of Fuzzy Words
• team player• (in)effective• (ir)responsible• doesn't listen• is overbearing• crazy• lazy
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Creating Powerful PowerPoints
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Power Point: Rules
Rule # 1: YOU are the show.
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Power Point: Rules
Rule # 1: YOU are the show.
Rule # 2: Go for clarity: clean and simple
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Power Point: Rules
Rule # 1: YOU are the show.
Rule # 2: Go for clarity: clean and simple
Rule # 3: Form follows function
Fun is good when appropriate!
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Business PPT Slide Design: DO’s• One thought per slide
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Business PPT Slide Design: DO’s• One thought per slide
• White or light background
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Business PPT Slide Design: DO’s• One thought per slide
• White or light background
• Dark type - color highlights OK
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Business PPT Slide Design: DO’s• One thought per slide
• White or light background
• Dark type - color highlights OK
• Cite your facts where possible
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Business PPT Slide Design: DO’s• One thought per slide
• White or light background
• Dark type - color highlights OK
• Cite your facts where possible
• Poof read
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Business PPT Slide Design: DON’Ts
• Negative (white on black)
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green• Animation, graphics, cartoons, special effects
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green• Animation, graphics, cartoons, special effects
• Fancy fonts and small type
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green• Animation, graphics, cartoons, special effects
• Fancy fonts and small type
• Decorative or personalized background
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Business PPT Slide Design: DON’Ts
• Negative (white on black)• Dark on dark; light on light; red on green• Animation, graphics, cartoons, special effects
• Fancy fonts and small type
• Decorative or personalized background• Slides crammed with “stuff”
Note: these things might look good on your monitor but often don’t work when projected.
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Business PPT Slide Design: Exceptions
Charts, graphs and diagrams
• Clarify
• Simplify
• Add a visual component
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Pie Chart
• Represents a bounded/whole • Shows how the bounded whole is divided into
parts• Depicts an instant in time
Ex. Budget
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48
Financials: Expenses by Category
Program Expenses, $795,536
(70%)
Personnel, $203,550
(18%)
Program and Fund
Development, $61,700 (5%)
Other Operational Expenses,
$81,726 (7%)
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Bar Graph
• Unbounded –no limit to size or number of entries
• Compares or charts values of related but discrete quantities
• Can represent numerous items at one instant in time or in a small number of time frames
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50
Long-term Priorities
15%
23%
23%
31%
38%
69%
0% 20% 40% 60% 80% 100%
Form Partnerships
Fundraise
Develop Board
Increase Awareness
Diversify Funding Sources
Innovate
Long-term Priorities
Percentage of BoardMembers
Note: Priorities were counted only once per board member (even if the board member mentioned it 2 or more times).
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Line Graphs
• Unbounded –no limit to size or number of entries
• Each line represents the trend in one item over time
• Can show numerous lines to compare trends
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The Little Shop of PPT HORRORS!
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MLE RFI/RFP Process XXXXXX)
MLE Service Level Agreement (SLA) Matrix
Critical Service LevelsTower - Finance and AccountingTotal Supplier At Risk - Expressed in term of percentage of the Monthly Charge 15%At Risk Pool Percentage Available For Allocation - Expressed as a % of the "At Risk" amount 350%At Risk Pool Available Unallocated -- Expressed as % of the Pool not Allocated 0%F&A Tower % of All Towers 0%
Section Ref - Accounts PayableAllocation of Pool Percentage 40% Measurement 100.00% % of
1.1 Invoice Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice1.1.1 Timely and Accurate Processing of Invoices 0 98.00% 97.00% Monthly 30.0% 0.00%1.1.2 Timely and Accurate Accounts Payable Disbursements 0 98.00% 97.00% Monthly 30.0% 0.00%1.1.3 Timely and Accurate Payment of "Urgent" Payment Requests 0 98.00% 97.00% Monthly 40.0% 0.00%
Section Ref - Travel and EntertainmentAllocation of Pool Percentage 25% Measurement 100.00% % of
1.2 T&E Report Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice1.2.1 Timely and Accurate processing of Expense Reports 0 98.00% 97.00% Monthly 50.0% 0.00%1.2.2 Expense Report Reimbursements 0 98.00% 97.00% Monthly 50.0% 0.00%
Section Ref - Treasury Support / Cash ManagementAllocation of Pool Percentage 30% Measurement 100.0% % of
1.3 Treasury Support and Cash Management Services - Performance Category Eff + mos** Expected Minimum Window Allocation* Invoice1.3.1 Bank accounts reconcile to the general ledger 0 98.00% 95.00% Monthly 100.0% 0.00%
Section Ref - Projects/Fixed Asset AccountingAllocation of Pool Percentage 25% 5.5 Measurement 100.0% % of
1.4 Projects and Fixed Asset Accounting - Performance Category Eff + mos** Expected Minimum Window Allocation* Invoice1.4.1 Timely and accurate settlements processing, internal order processing, and reconciliations 0 98.00% 95.00% Monthly 50.0% 0.00%1.4.2 Timely and accurate depreciation entry 0 98.00% 95.00% Monthly 50.0% 0.00%
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Spend Analysis Module• A comprehensive view of spend
across all categories business units, suppliers, and systems
• Rapid, cost effective and repeatable visibility
• Natural language processing to classify free form text descriptions
• Rich granular, normalized spend detail
- Supplier name normalization
- Parent / subsidiary relationship
- Commodity category assessment
eSourcing Module • Template driven on-line RFP/RFQ• Repeatable formats and content• Enables knowledge transfer through deep knowledge
base• Formatted supplier responses for easier comparison• On-line reverse auctions Category Management Module• Single dashboard with multiple views – single project
status – all projects • Document repository • Module where all sourcing project specific steps are
built• Provides e-mail warnings or updates on events or steps
of an event
A R I B A
iProcurement Module• Provides intuitive web-based screens with the look and feel of a commercial shopping site• Catalogs channel requisitioner to approved suppliers
O R A C L E
PROCESS / TECHNOLOGY
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Generalized Process for User Engagement Research
- Consider user pain points
- Consider user mental models & metaphors
- Consider leading practices & standards
- Generate design ideas
- Document design ideas in UCD logs- Develop
prototype scenarios / task
flows- Whiteboard /
storyboard interaction and UI designs
- Design templates for prototype
1Research & Analysis
2Synthesis
3Rapid Design /Visualization
& User Testing
Gather Contextual Research
Plan & Perform User Research
DevelopDesignInsights
Document Findings
- Create Research Plan
- Prep interview
guides based on process maps (if available)
- Site visits: - Observe & interview users - Record all w/ audio or video
- Take pictures
- Collect artifacts
- Capture notes for requirements
- Initial design ideas
- Capture profile data- Use other
specific methods as needed,
- Label tapes- Tag artifacts- Review tapes
to fill in notes
- Update process flows as needed- Log research
observations in UCD ob log
- Create initial user personas
- Create initial scenarios of use
- Create initial data maps
- Refine personas and scenarios
- Identify associated data points required in scenario tasks
- Distill user requirements from all
- Filter against existing user & business reqs
- Load new reqs to requirements database
- Industry: Benchmark leaders & best practices
- Company bkgrnd- Company’s
products, services, markets, audiences
- Company’s business processes
- Company’s business, marketing & strategies
- Research competitors: site audits, case studies
Generate Requirements Iterative
4Specificatio
n
- Create high-level information architecture
- Build out sample scenarios in either low- or high-fidelity- Validate with
internal experts
- Create question guide for user design reviews
- Validate with external users
- Create test plan for usability test
- Create detailed information architecture & interaction flows- Prototype addtl
scenarios & screens if needed
- Create addtl wireframes if needed
- Create Style Guide & all screen & UI
specifications- Create all
production graphics
Create Specs for Production
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Evidence of the Leadership LabyrinthEvidence of the Leadership LabyrinthEducational and Work AttainmentEducational and Work Attainment
16.816.8%% 83.2%83.2%
Members of U.S. CongressMembers of U.S. Congress
15.215.2%% 84.8%84.8%
Holding Board Seats in Fortune 500 CompaniesHolding Board Seats in Fortune 500 Companies
33%% 97%97%
CEOs in Fortune 500 CompaniesCEOs in Fortune 500 Companies
WomenWomen MenMen
The Leadership GapThe Leadership Gap
57.557.5%% 42.5%42.5%
Earning BachelorEarning Bachelor’’s Degreess Degrees
46.746.7%% 53.3%53.3%
In U.S. Labor ForceIn U.S. Labor Force
50.850.8%% 49.2%49.2%
In Managerial/Professional PositionsIn Managerial/Professional Positions
WomenWomen MenMen
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Real Property Lien
Automation Generates
Traditionally Record Lien
“E-Record” Real Property Lien
Notice of SupportJudgment
County RecorderOffice
Enter RecordingInfo
Local CSP Generates
Notice of Support Judgment
Local Agency Professional
Title Company
Request for Demand
OR
Example: Support Order terms are entered in System - Pay $300 per month on behalf of Johnny effective 1/1/11 and $150 per month towards arrears.”
SDU
1
Demand2 3
Release4
FormsGeneration
LienInfo
NCP Address & NCP’s Parents’ Address
Recording Info
Recording Info
Notice of Support Judgment Conditions Are Met
Task
- OR -
90 Day
Task
Responding Case
CP Source Notification
Interstate Notice of Lien
90 Day
Task
Recording InfoRecording Info
Task
Other State Agency
Liens Process
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CSG: CONSOLIDATED SOURCING GROUPS
Other Key Stakeholders & Business Units
Design
Marketing
Manufacturing
Engineering
Legal
Finance
Produ
ct
Promotion
Price
Distrib
ution
Customers
Accounts Payable
IT
HR
Through Consolidated Sourcing Groups (CSG), Global Procurement will collaborate with cross-functional teams of all relevant stakeholders to drive results, meet requirements and
achieve savings.
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CSG: CONSOLIDATED SOURCING GROUPS
Other Key Stakeholders & Business Units
Design
Marketing
Manufacturing
Engineering
Legal
Finance Accounts Payable
IT
HR
Global Procurement will collaborate with cross-functional teams of all relevant stakeholders to drive results.
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Delivery
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Preparing The Show
• Know exactly what you want to say
(clear and concise)
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Preparing The Show
• Know exactly what you want to say
(clear and concise)
• Rehearse, rehearse, rehearse
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Preparing The Show
• Know exactly what you want to say
(clear and concise)
• Rehearse, rehearse, rehearse
• Send out pre-reads where possible
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Speaking
• Start powerfully!
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Speaking
• Start powerfully!
• Stay on point
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Speaking
• Start powerfully!
• Stay on point
• Say it once the best way
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Speaking
• Start powerfully!
• Stay on point
• Say it once the best way
• Big words don’t make you look smart
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Speaking
• Start powerfully!
• Stay on point
• Say it once the best way
• Big words don’t make you look smart
• Neither do filler words (white space)
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Speaking
• Start powerfully!
• Stay on point
• Say it once the best way
• Big words don’t make you look smart
• Neither do filler words (white space)
• Abide by time limits
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Using Your Body
• Use the space in the room – move around
• Use your voice: less is more
• Make eye contact– Small group: look each person in the eye– Larger group: pan the room – OK to speak to particular people
• Look for dead spots in the room
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Taking Questions
If the questions are about how you created your
PPT special effects…you’ve failed!
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Taking Questions
• Anticipate questions
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
• Take a full breath before speaking
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
• Take a full breath before speaking
• Understand the question before answering -
ask
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
• Take a full breath before speaking
• Understand the question before answering -
ask
• Keep answers short (3 Cs)
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
• Take a full breath before speaking
• Understand the question before answering -
ask
• Keep answers short (3 Cs)
• Be on point
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Taking Questions
• Anticipate questions
• Be your own devil’s advocate
• Take a full breath before speaking
• Understand the question before answering -
ask
• Keep answers short (3 Cs)
• Be on point
• Stay cool
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Going After Money
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The Law of Giving
Law : People give because they are moved i.e., their emotions are engaged.
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The Law of Giving
Law : People give because they are moved i.e., their emotions are engaged.
Corollary: People are NOT moved by the thought of writing a check.
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How to Engage Emotions
Make them care.
– What moves them? Why are you talking to them?
– Tell a story; avoid emotionally loaded words.
– Provide moving facts• ex., “50% of kids in Los Angeles County drop out of
high school.” • ex.,“6000 violent crimes a year can be traced to the
high school dropout rate.”
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Let them become excited and when they are…
give them the opportunity to participate by giving money.
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Are You Being Heard: Speaking That Gets You What You Want
Questions/Comments/Feedback?Ariane David
Additional InformationThe Veritas Group
TheVeritasGroup.com
818-704-6718