presentation skills · insert your main message at the beginning, in the middle, and at the end of...

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Presentation SkillsVIRTUAL

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2O V E R V I E W |P R E S E N T A T I O N S K I L L S

LEARNING OBJECTIVESLearning objectives specify behaviors learners will be able to demonstrate at the end of a learning experience. The learning objectives for this two-day workshop are:

Develop a well-organized presentation that is “audience-centric” and easy to follow.

Construct an Action Step so that the audience knows what actions to take after the presentation.

Create a clear, memorable Core Message.

Effectively use stories, analogies, and examples to strengthen an argument and influence the audience.

Create a compelling story to make your content more memorable.

Project personal confidence and credibility through effective delivery style.

Identify personal presentation strengths and areas for improvement in order to create a personal development plan.

Consider the learning objectives. Put a check in boxes next to the 2-3 learning objectives that interest you the most.

welcome!


3S U B S T A N C E |P R E S E N T A T I O N S K I L L S

THE THREE ESSENTIALS OF EFFECTIVE PRESENTATIONS

Substance• Audience-Centric Planning• Presentation Plan

– Opening– Core Message– Agenda / Agenda Recap– Key Points / Evidence / Storytelling– Action Step– Transitions

Style• Stance

• Eye Interaction

• Gestures

• Movement

Staging• Visual Aids

• Props / Handouts

• Pattern Disruption



AUDIENCE-CENTRIC PLANNING

Audience-centric planning is a process for developing a presentation which involves identifying the target audience for the presentation and assessing its needs. Audience-centric planning is contrasted with speaker-centric planning which tends to be focused primarily on what the speaker wants and needs from the presentation.

Audience-Centric Planning Will Make You More:

• Effective By focusing on an action the audience should take as a result of the presentation.

• Engaging By directing your presentation to the audience’s needs, increasing attention and retention.

• �Efficient By focusing your presentation message, making it easier to plan and execute.

Getting Started with Audience-Centric Planning

Step One: What is your topic?

(Example: A new policy, project, or program) Step Two: Who is in your audience?

(Examples: Members of a professional society, supervisors in my department, service managers). Note: The audience for your talk should not be executives or a group from whom you are requesting resources.



PRESENTATION PLAN

Wrap Up

Opening

Evidence:

Evidence:

Agenda

Key Point #1

Key Point #2

Core Message

Core Message

Core Message

Action Step

Agenda Recap

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

BO

DY

CL

OS

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OP

EN

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1.2.

1.2.

Transition:



PRESENTATION PLAN (Narrative Example)

Wrap Up

Opening

Evidence:

Evidence:

Agenda

Key Point #1

Key Point #2

Core Message

Core Message

Core Message

Action Step

Agenda Recap

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

BO

DY

CL

OS

ING

OP

EN

ING

Transition: To Wrap Up…

1. Technology2. Lifestyle


To begin the implementation of a flexible workplace. I propose we: 1. Allow employees to set their flexible hours and when they will be working onsite. 2. Hold 3 of our quarterly meetings online.

We need a flexible workplace.



Millennials’ comfort with technology prepares them to excel in a flexible, “always on, everywhere” work environment. They have literally grown up with smart phones, social media, and online meeting platforms. In fact, 41% say they prefer to communicate electronically at work instead of face-to-face while 65% of millennials say losing their phone would be worse than losing their car.

For millennials, the concept of work / life balance is out of date. It’s more like work / life convergence. One young professional mother with significant responsibility in a tech firm told me, "My son doesn't fall off the jungle gym on a schedule, and my colleagues in India need to meet with me in their time zone. I have to be available for all of this all of the time." Millennials will choose a flexible workplace whenever they can.

The make-up of the global workforce is radically changing. By 2020, 50% will be millennials, and by 2025, it will grow to 75%. For our organization to attract top talent and stay competitive, our workplace needs to embrace the flexibility of how millennials live and work.

My core message today is…

I will cover two reasons why:

First, let's look at technology

Again, my message is…

Second, let’s look at shifts in lifestyle.

To recap, we looked at two key factors:

Remember this message:

What I’m asking today is:



PRESENTATION PLAN (Bullet Point Example)

Wrap Up

Opening

Evidence:

Evidence:

Agenda

Key Point #1

Key Point #2

Core Message

Core Message

Core Message

Action Step

Agenda Recap

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

BO

DY

CL

OS

ING

OP

EN

ING

Transition:



Proposal: • Flexible hours onsite • Quarterly meetings online




With technology, they live in an "Always on, everywhere" work environment - Grown up with technology - 41%: prefer electronic approach - 65%: phone vs. car

Today's lifestyle: work / life convergence - Story: Son / India - Choice: Flexibility

• Global workforce: changing • 2020 » 50% millennials; 2025 » 75% • Competitive / top talent: flexibility required



First, let's look at technology.


Second, lets look at shifts in lifestyle.




To Wrap Up…



Action Step Examples

Doing

• “Mr. Gorbachev, tear down this wall.” (Ronald Reagan, 1987)

• “Set-up the infrastructure for interdisciplinary teams within the next month.”

Thinking

• “Think of us as partners in solving problems with your supply chain and call the next time you have a service problem."

• "I want you to understand the status of each component of the program and communicate the progress to your team by this coming Friday."

• �"At�the�end�of�this�meeting,�think�about�the�status�of�your�deliverables�and�list�the�top�five�priorities. Please send me the ranking you've come up with by the close of business tomorrow."

Feeling

• “Stay hungry. Stay foolish.” (Steve Jobs, Stanford University Commencement, 2005)

• "We�want�you�to�feel�confident�enough�about�the�auditing�system� that you will start using it this month."

Compose�your�Action�Step.�When�satisfied�with�your�statement,�transfer�it�to�your� Presentation Plan.



THE CORE MESSAGE

The Core Message is a simple declarative statement that conveys the essence of your talk. Once you have determined the Action Step, you can “reverse engineer” and develop your Core Message. The Core Message serves as a memory hook for the whole presentation.

Criteria for an Effective Core Message

• Short, declarative sentence

• Describes the essence of your talk

• Drives the audience to your Action Step

• Provides a memory hook

Six Rules for Maximizing Core Message Retention*

1. Let people know the message is coming (The Core Message is...)

2. Three distributed repetitions of the message

3. Primacy: State the Core Message in the opening

4. Recency: State the Core Message in the conclusion

5. Slow your pace and pause prior to the message

6. Gesture descriptively with your message

* Cited from Understanding Persuasion, Fourth Edition, Raymond S. Ross, Allyn & Bacon, p.162.



WRITE YOUR CORE MESSAGE

Referring to the Action Step you created, consider your Core Message. (Remember, good Action�Steps�are�specific.�What�would�it�look�like�if�the�audience�were�doing,�thinking,�or�feeling�what you want them to do?)

• Will this Core Message drive them to take the Action Step?

• Will the words you choose be compelling to your audience?

The Core Message I want my presentation to convey is:

Examples:

• “I have a dream.” – Martin Luther King, pastor, activist, humanitarian, and leader in the Civil Rights Movement

• “It is ethical to share every health care option.”

• “Making�changes�to�benefits�makes�us�more�competitive.”

• "The competition has no answer for the Series 3600."

• "The CRM solution saves time and money."

• "We need to bucket our bugs."



THE AGENDAKey Points

An audience-centric agenda is built from a logical flow of Key Points which considers the perspectives of the audience. Consider the needs of your audience by asking the following questions:

• What questions would people be likely to ask in response to hearing your Core Message? (Example: “What is the research behind this idea? What were the results from others who have tried this idea?")

1.

2.

• How can you phrase these questions as Key Points for your agenda? (Example: “Today for my agenda, I will tell you about the research that supports this idea, as well as some key results from others who have tried it.")

1.

2.

Strategies for Sequencing Key Points The agenda for the presentation puts the Key Points in the sequence needed to build the case for the Core Message and leads to the Action Step. The presenter must identify the correct Key Points and the sequence which makes the most sense. Four common organizational strategies are listed below.

• Problem / Solution “ Today I will talk about the problems with our current sole-source supplier model and some recommendations for diversifying our supplier pool.”

• What It Is and How It Works “ Today I will give you an overview of the functions of the new barcoder and then I will show you how it works.”

• Chronological “ I will tell you how our Optimist Club got started, what we are up to now, and how we see the future.”

• What It Is and Why We Are Using It “Today I will describe the features of our new online meeting software and explain why we are implementing this platform as the company standard.”



PRESENTING KEY POINTS AND EVIDENCE

Key Points are the central statements from your agenda which you use to reinforce your Main Message. Evidence is data or information that supports or helps to prove a Key Point. There are two kinds of evidence or data a speaker can use.

Analytical Evidence: Facts and Figures

Analytical evidence is typically evidence drawn from statistical information — especially data collected by systematic methods. For example, the voting records of senators belonging to a particular party, the percentage of car crashes involving intoxication, or changes in patterns of immigration over a specified period of time would all be considered analytical evidence.

Anecdotal�Evidence:�Stories,�Analogies,�Case�Studies,�Examples

Anecdotal evidence is evidence that tells a story, rather than drawing on numbers or percentages. A story about how a seriously ill patient responded to a new drug, reading a letter from a satisfied customer, or talking about an experience you had when calling your own company for customer service would all be examples of anecdotal evidence.

Why would it be useful to use both kinds of evidence in building a presentation?

%%

"In God we trust. Everybody else bring data!"� � � —Jane�Shaw,�Former�Chair�of�the�Board,�Intel�Corporation



AN ENGAGING OPENINGA well-crafted opening is a tool that can achieve several outcomes:

• Create a sense of urgency• Provide context• Set the tone for the presentation• Allow for a transition to the Main Message

Models for Creating an Engaging Opening

Problem or Bad News / Solution: “I know many of you are frustrated with the lack of quality testing in software. Today I am going to talk about a low-cost solution to this problem."

Attention-Grabbing Data: "A recent NIH study found that 30% of clinical trials fail because of poor�patient�selection,�not�drug�efficacy.�We�have�an�opportunity�to�revolutionize�our�patient� selection process."

Analogy: "Many of our customers have been like ostriches with their heads in the sand when it comes to the challenges of adopting new technology. But we can change all that with this one application."

Story: "Two years ago, Bob Jones was struggling in his career. He was passed over for a manager promotion twice in a 3-year period. Today I am going to talk about how Bob overcame his career limiting behaviors and got promoted."

Failures / Scare Story: "One�of�our�competitors�was�just�fined�$100�million.�That�same�thing�could�happen to us if we don’t address some internal problems. Today I’ll tell you how we can avoid that."

Audience Poll: “Show�of�hands,�how�many�of�you�have�already�deployed�version�2.1�of�this�software?"�(Comment on the response.)

Context: "The last time we were together, you voiced concerns about software quality. We have implemented a new bug-tracking system, and I would like to share the overall results today."

Put a check mark next to the model that you think would work best for your presentation. You may combine more than one, or use none of them, as long as you think the opening you develop will capture your audience’s attention. Put that opening in your Presentation Plan.



PRESENTATION PLAN (Transition Example)

Wrap Up

Opening

Evidence:

Evidence:

Agenda

Key Point #1

Key Point #2

Core Message

Core Message

Core Message

Action Step

Agenda Recap

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

BO

DY

CL

OS

ING

OP

EN

ING

Transition: To Wrap Up…



First, let's look at technology


Second, let’s look at shifts in lifestyle.





15S T Y L E |P R E S E N T A T I O N S K I L L S

THE THREE ESSENTIALS OF EFFECTIVE PRESENTATIONS

Substance• Audience-Centric Planning• Presentation Plan

– Opening– Core Message– Agenda / Agenda Recap– Key Points / Evidence / Storytelling– Action Step– Transitions

Style• Stance

• Eye Interaction

• Gestures

• Movement

Staging• Visual Aids

• Props / Handouts

• Pattern Disruption



ALL ELEMENTS OF STYLE WORK TOGETHER

Eye Interaction



ELEMENTS OF STYLE DEFINED

• Stance: Stance is the position of both body and feet — a person's posture.

• Eye Interaction: Eye Interaction is the nonverbal communication which occurs when two people

hold a gaze for longer than a second or two.

• Gestures: Gestures are body movements which convey meaning. Presenters can use hand and

arm movements deliberately to illustrate or reinforce elements of presentation content.

• Movement: Movement is the act of breaking from the starting stance by taking steps or walking

to a new location or visual aid. Once the new location has been reached, the speaker once again

adopts a strong stance.

• Voice: The voice is the vehicle the body uses to create the actual words of the presentation.

There are four qualities of the voice which can be manipulated for effect: tempo or rate, pitch,

volume, and articulation.

• Pause: Pauses are periodic stops (up to 3-4 seconds) in the flow of a speech. The benefit of

the pause is that it provides a chance for the audience to consider the content. In addition,

it purposefully highlights important concepts.

• Face: Facial expressions convey emotions. Effective facial expressions are congruent with

spoken words. Many facial expressions have universal interpretations, which is why they

are so powerful.


18S T O R Y T E L L I N G |P R E S E N T A T I O N S K I L L S

STORYTELLING: THE FOUR-STEP NARRATIVE

FACT: Stories do not replace logic. Stories reinforce logic.Your job is to provide the logic with data, but then leverage emotion with a powerful story.

FACT: "Stories" Get a Bad Rap in the Business World

Executives will tell you they don’t want stories. What they mean is they don’t want long, bad stories. You need to tell short, clear, powerful stories.

SOLUTION: Use the Four-Step Narrative

Our approach to storytelling eliminates the clutter and creates better business stories. This streamlined four-step narrative delivers all the meat, with none of the fat. It’s easy to write, easy to deliver, and easy to understand. Think about an emotion that you might want to evoke in your listeners. Typical emotions might include: Glad, Sad, Mad, Afraid—and their "cousin" emotions.

GLAD

AmazedCompassionate

Grateful

Hopeful

MAD

Alarmed Dissatisfied

Frustrated

Annoyed

SAD

Disappointed

Discouraged

Frustrated

AFRAIDAlarmed

Edgy

Worried

Anxious

Nervous



For years we had been using Excel to successfully produce the deep analysis our customers value. But as our data sets grew larger and more multidimensional, the frustration level from both the team and our clients increased dramatically. Our customers wanted immediate results — their business decisions were at stake. They threatened to go with a different vendor. Using Excel seemed a little like fishing with spears — completely outdated. Dissatisfied clients, frustrated team members: we knew it had to change.

1 ContextWhat was the situation?

When and where did it take place?

What needed to be accomplished?

XYZ Tool has strengthened our business — and our client relationships. We can now more quickly interpret massive intelligence from vast amounts of data. Our customer satisfaction indicators have grown dramatically and our team is excited about the imprint they have made on the future of our company.

So trust your judgment when you think there’s a way to become more productive. Be proactive.

4 ResultWhat happened as a result of the choice?

What was the value or relevance of the result?

Will this impact future action?

2 ChallengeWhat�was�difficult�or�challenging?

What was at stake or at risk?

What if the problem is not solved?

In our research we knew there were new tools available to make our work more efficient, but there was little budget to consider a change.

3 ChoiceWhat options were available?

Were there constraints?

What choice of action was made?

We knew we had to convince management that the cost of losing a customer could be made up very quickly. We investigated a number of alternatives. We found that XYZ Tool met our requirements for advanced computing. The cost of XYZ Tool could be recouped in just 5 months because of the increased quantity of high-value reports we could produce. With that justification, we went ahead and proposed the purchase of XYZ to management, and it was approved.

THE FOUR-STEP NARRATIVE: 3CR (Technical Example)



• For years we had been using Excel • Data sets grew larger and more multidimensional = frustration• Customers wanted immediate results• Knew it did not have to be that way




• XYZ strengthened business and client relationships • Can quickly interpret massive data • Customer satisfaction higher • Trust your judgment







• New tools available • Little budget to consider change




• Cost of losing a customer• XYZ Tool met our requirements • Cost recouped in 5 months • Proposed the purchase of XYZ to management

THE FOUR-STEP NARRATIVE: 3CR (Technical Example In Bullet Points)



It was time for our FDA inspection and we were feeling confident about it. We had conducted inventory of our equipment and our training materials were up to date. We felt confident the inspection would go well.




Since then, we have tightened our inventory procedures. Don’t put anything in storage without filling out the appropriate form. Short cuts are not an option.







Then, one of the inspectors went into a storage area that we had accidentally overlooked in our preparations for the inspection. She found a file cabinet we didn’t realize we had. When she opened the top drawer we heard a rattle and held our breath. There were 20 vials containing a substance that had expired the previous week. The fine for each vial of expired substance was $10,000 dollars. The company faced a fine of $200,000 dollars.




Although we appealed the decision, and were successful, we never want to find ourselves in that position again.

THE FOUR-STEP NARRATIVE: 3CR (Biotech Example)






• Feeling confident about FDA inspection• Conducted inventory and training materials up to date




• Inspector found a file cabinet • Heard a rattle and held our breath• 20 vials expired from previous week @ $10,000 / vial • Company faced a fine of $200,000 dollars




• Appealed decision and successful• We never want to find ourselves in that position again




• Tightened our inventory procedures • Fill out appropriate form • Short cuts are not an option

THE FOUR-STEP NARRATIVE: 3CR (Biotech Example in Bullet Points)















THE FOUR-STEP NARRATIVE: 3CR (Template)

GLAD

AmazedCompassionate

Grateful

Hopeful

MAD


Frustrated

Annoyed

SAD

Disappointed

Discouraged

Frustrated

AFRAIDAlarmed

Edgy

Worried

Anxious

Nervous

Be sure to consider the emotion you might want to evoke in your listeners.



Substance

Style

Storytelling

Continuing Your Development as a SpeakerThere are some additional next steps you might want to consider as you create a longer-term plan for your own development.

• Use your Presentation Plan to make your presentation.

• Be sure to practice all Elements of Style.

• Use the Presentation Plan model even for informal presentations as a way of increasing your impact.

• Look for opportunities to make speeches and presentations to keep your skills fresh.

• Ask trusted colleagues to give you feedback.

• Familiarize yourself with the resources available in the Resources Section of this manual, and use them.

• Enjoy the experience of sharing your thoughts and ideas with others in a powerful and engaging way.

ACTION PLAN


25R E F E R E N C E S |P R E S E N T A T I O N S K I L L S

REFERENCE MATERIALS

SUBSTANCE

Audience Centric Presentation Strategy 32

Memory and Retention 33-34

Transitions 35

STYLE

Stance 36

Eye Interaction 37

Gestures 38-39

QR Codes 40

Speech Resources and References 41

Bibliography 42

Courses at a Glance 43-46

For more resources and online templates login into our resource center:

http://powerspeaking.fordela.com/users/playlist_register/10296



AUDIENCE-CENTRIC PRESENTATION STRATEGY

Topic

• What is your topic?

Audience

• Who are you presenting to?

Action Step

• What do you want the audience to do, think, or feel as a result of the presentation?

Main Message

• What is your main message to the audience?

• What is the benefit to the audience?

• What would compel them to want to take your Action Step?

• What would make it memorable?

Agenda / Agenda Recap

• How can you build reinforcement of the logic of the Main Message?

• What are the labels of the Key Points of your presentation?

Key Points

• What will people want to know once they have heard my Main Message?

Evidence

• What evidence (essential data, success stories, examples, or analogies) do I need to include in order to convince the audience?

Opening

• What will help me introduce the topic, segue into the Main Message, and create interest?

Wrap Up

• What do I want to leave them with that will reinforce the Main Message and Action Step?



MEMORY AND RETENTION: BIOCHEMISTRY OF MEMORY

Dr. James McGaugh, a neurobiologist who conducts research at UC Irvine, discovered that people have stronger memories for events that are emotionally arousing in nature. A complex set of physiological responses is responsible for this phenomenon.

To increase retention, the effective speaker uses Anecdotal Evidence strategically.



MEMORY AND RETENTION: THE BUZAN CURVE

Tony Buzan, a British brain researcher, documented that the brain recalls what it hears first (primacy), what it hears last (recency), what is repeated, and what is “outstanding” in a presentation.

Insert your Main Message at the beginning, in the middle, and at the end of your talk and use stories and metaphors to increase retention.

Main Message

Story, Analogy,

Metaphor

Time

Increasing Retention: The Buzan Curve

Rete

ntio

n

Primacy Recency

Main Message Linking

Main Message

100

75

50

25

0



TRANSITION WORDS

Transition Words are short phrases which bridge from one part of the Presentation Plan to another. By announcing the structure of the talk with Transition Words, you help the audience follow the presentation.

Purpose of Transition Words

• Tell the audience where you are in the presentation flow

• Help the audience stay on track

• Set up the Main Message each time it appears to reinforce it, without being overbearing

• Create a coherent whole out of the component parts of the Presentation Plan

Vary the Transition Words Introducing your Main Message

Research shows that to increase retention, you should use Transition Words to introduce the Main Message every time it is stated. Here are some alternative ways to phrase the transition to the Main Message.

• “The most important thing I want you to remember today is...”

• "The key take away for this presentation is..."

• “The one thing I don’t want you to forget when you leave is...”

Your Turn

Add Transition Words to your Presentation Plan. You can see some examples on the next page.



STANCE

Stance is the position of both body and feet from which a presenter starts.

How to Stand

• Feet planted hip-width apart

• Knees bent slightly

• Weight evenly distributed

Avoid

• Leaning to one side

• Crossing legs

• Feet touching

• Too wide a stance

• Rocking

• Putting all your weight on one foot



EYE INTERACTION

Eye Interaction is the nonverbal communication which occurs when two people hold a gaze for longer than a second or two.

Benefits�of�Eye�Interaction

• Engages listeners

• Provides the speaker with feedback

• Conveys credibility and confidence

• Helps to slow the rate of speech

• Helps to eliminate filler words ("um", "uh") and run-on sentences

Coordinate Eye Interaction with Thoughts and Sentences

• Maintain Eye Interaction with one person while delivering a complete thought or sentence

• Include as many people in your audience as you can with Eye Interaction, one at a time

• If a listener does not return your gaze, move on to another person



GESTURES

Gestures are body movements which convey meaning. You can use hand and arm gestures deliberately to illustrate elements of your presentation content.

Use of Space: Three Gesture Zones

• Zone One: Zone-One Gestures are close to the body, often below the waist. If your gestures are in Zone One, you may be perceived as lacking confidence.

• Zone Two: Zone-Two Gestures use your personal space. Your upper arm is away from your body; your elbow is naturally flexed. Zone-Two Gestures are perceived as confident. Confident leaders take up space.

• Zone Three: Zone-Three Gestures go too far. Your arms may stretch all the way out and your hands reach over your head. Zone-Three Gestures may be perceived as overly enthusiastic in a business setting.

Types of Descriptive Gestures

• Lists

• Time

• Numbers / Percentages

• Choices / Trade-Offs

• No, never, nothing



SPEECH RESOURCES & REFERENCES Voice Coach Carol Fleming, Ph.D. 582 Market St., Ste. 1108, San Francisco, CA 94104 415 / 391-9179 www.speechtraining.com

Accent Improvement LinguaTec

2225 E. Bayshore Road, Suite 200

Palo Alto, Ca. 94303 650 / 320-7635 www.linguatec.com [email protected]

Brendan O’Connor Webster, MA, CCC Center for Speech, Language, & Occupational Therapy, Inc. 1577 Carob Lane, Los Altos, CA 94024 650 / 948-7189 www.cslot.com

Book Speaking Up: Surviving Executive Presentations PowerSpeaking, Inc., Redwood City, CA, 2013. Web Pages PowerSpeaking, Inc.: www.powerspeaking.com Bartlett’s Quotes: http://www.bartleby.com/100/ Facebook: http://www.facebook.com/ Once there, search: PowerSpeaking, Inc. LinkedIn: http://goo.gl/LkCdfe Twitter @powerspeaking https://twitter.com/PowerSpeaking Michael Alley’s Presentation Slides: http://www.writing.engr.psu/slides.html National Speakers Association: www.nsaspeaker.org TED (Ideas worth spreading): http://www.ted.com Toastmasters: www.toastmasters.org



BIBLIOGRAPHY

Alley, Michael. The�Craft�of�Scientific�Presentations,�2nd�Edition. Springer-Veriag, New York, NY, 2013.

Atkinson, Cliff. Beyond Bullet Points, 3rd Edition. Microsoft Press, Redmond, WA, 2011.

Booth, Vernon. Communicating�in�Science:�Writing�a�Scientific�Paper�and�Speaking�at�Scientific�Meetings, 2nd Edition. Cambridge University Press, New York, NY, 1993.

Conger, Jay A. Winning ‘Em Over: A New Model for Management in the Age of Persuasion. Simon & Schuster, New York, NY, 2001.

Davis, Martha. Scientific�Papers�and�Presentations, 2nd Edition. Elsevier, Burlington, MA, 2005.

Duarte, Nancy. Resonate: Present Visual Stories that Transform Audiences. John Wiley & Sons, Hoboken, NJ, 2010.

Few, Stephen. Now�You�See�It:�Simple�Visualization�Techniques�for�Quantitative��Analysis. Analytics Press, Oakland, CA, 2009.

Few, Stephen. Show Me the Numbers: Designing Tables and Graphs to Enlighten, 2nd Edition. Analytics Press, Burlingame, CA, 2012.

Gilbert, Frederick. SpeakingUp: Surviving Executive Presentations. Berrett-Koehler, San Francisco, CA, 2013.

Jensen, Eric. Brain-Based Learning: The New Paradigm of Teaching. Corwin Press, Thousand Oaks, CA, 2008.

Mayer, Richard E. Multi-Media Learning, 2nd Edition. Cambridge University Press, New York, NY, 2009.

Morrison, Terri and Conway, Wayne. Kiss, Bow, or Shake Hands: (The Bestselling Guide to Doing Business in More than 60 Countries). Adams Media, Avon, MA, 2006.

Olson, Randy. Don't Be Such a Scientist: Talking Substance in an Age of Style. Island Press, Washington, DC, 2009.

Reynolds, Garr. Presentation Zen: Simple Ideas on Presentation Design and Delivery, 2nd Edition. New Riders, San Francisco, CA, 2011.

Rothwell, Edward J. & Cloud, Michael. Engineering Speaking by Design: Delivering Technical Presentations with Real Impact. CRC Press, Boca Raton, FL, 2016.

Tufte, Edward R. The�Visual�Display�of�Quantitative�Information, 2nd Edition. Graphics Press, Cheshire, CT, 2001.

Wilder, Claudyne. Point, Click & Wow: The Technical Habits of Successful Presenters. Pfeiffer and Company, San Diego, CA, 2008.

Zelazny, Gene. Say It With Presentations: How to Design and Deliver Successful Business Presentations (Revised and Expanded). McGraw Hill Professional Publishing, New York, NY, 2006.



Course Name Who It's For What It Teaches Type Delivery Option

Essential Presentation Skills

PowerSpeaking Anyone looking to improve their essential presentation skills: Substance, Style, and Staging

How to organize content, deliver effectively with style, and control both the environment and the audience

• Company Sponsored

• Public Program

• Live, In-person

• Virtual

Achieving Virtual Meeting Success

Meeting leaders who must run and manage meetings efficiently and effectively

How to start and end a meeting on time, create and use a focused agenda strategically, have the right people in attendance, be purpose and agenda driven, and facilitate highly effective and engaging meetings

• Company Sponsored • Virtual

Plus — Video Library For past or current participants in a PowerSpeaking course

High quality, creative, focused-learning bytes (3-7 minute nuggets) designed to personalize, extend, and reinforce the PowerSpeaking workshop learning experience. Each video has been designed and produced as a direct extraction from elements of the PowerSpeaking®, HighTechSpeaking®, Speaking Up: Presenting to Executives programs and 1-1 coaching activities

• Videos are accessible via the PowerSpeaking Mimeo digital library

• Self-paced online streaming

COURSES AT A GLANCE


Specialized Presentation Skills

HighTechSpeaking Technical pros looking to enhance their data-driven talks by improving their presentation skills

How to organize technical content, deliver it with style, and control both the environment and the audience


• Public Program

• Live, In-person

• Virtual





Speaking Up: Presenting to Executives

Speaking to decision makers and influencers

How to think on your feet when dealing with the intensity, politics, and distractions that occur when speaking to decision makers


• Public Program

• Live, In-person• Virtual• Self-paced (online

streaming)• Book

FastTrackSpeaking Anyone presenting to a broad range of audiences (up, laterally, and down) throughout the organization

How to master the essential presentation skills as well as the strategies for speaking to decision makers


• Public Program

• Live, In-person

• Virtual

SalesSpeaking Sales professionals who present to internal or external decision makers and customers

How to construct clear, powerful positioning messages for customers and decision makers while practicing skills for managing the rough and tumble of a sales presentation


• Public Program

• Live, In-person

• Virtual

Achieving Virtual Meeting Success

Meeting leaders who must run and manage meetings efficiently and effectively

How to start and end a meeting on time, create and use a focused agenda strategically, have the right people in attendance, be purpose and agenda driven, and facilitate highly effective and engaging meetings

• Company Sponsored • Virtual

Global Presentations Individuals entering a new cultural business environment or presenting to worldwide locations

How to develop and deliver different delivery styles to establish credibility for a global audience, design slides and content, and facilitate an effective cross-cultural Q&A session

• Company Sponsored • Live, In-person

COURSES AT A GLANCE (cont.)




Event-Driven Presentation Skills & Services

ConferenceSpeaking Teams and individuals that present at conferences

Assistance in all aspects of conference speaking: theme development, logistics planning, team presentations (including detailed work on actual presentations), and rehearsalt


• Virtual

Elevator Pitch: Tell Your Company Story in 30 Seconds

Teams and individuals who must get to the point clearly and succinctly

Learn the proven model for articulating a company strategy (and his / her role within the company) with a 30-second elevator pitch

• Company Sponsored • Live, In-person• Virtual




Global Presentations Individuals entering a new cultural business environment or presenting to worldwide locations

How to develop and deliver different delivery styles to establish credibility for a global audience, design slides and content, and facilitate an effective cross-cultural Q&A session


Confident�Speaking�For�Women

Women in their organizations looking to elevate personal communication awareness and accelerate their career

How to be clear, confident, and courageous with communication and project personal confidence with a well-organized, systematic message for speaking up in meetings or making a request

• Company sponsored

• Public Program

• Live, in-person

• Virtual




Coaching Services

Executive Coaching

Generally a director level or above How to deliver significant presentations with last-minute preparation through intensive, custom coaching and training to inform, influence, and impact the audience


• Virtual

Non-Executive Coaching

Generally individual contributors and managers

Content structure, delivery Style, Visual Aid effectiveness, stories, and imagery

• Company Sponsored • Live, In-person• Virtual

Coach Is In For a group of individuals preparing for a speaking engagement

Presenters are slotted into individual coaching sessions for intensive 1:1 coaching in preparation for a conference, a sales presentation, or a product launch


• Virtual

Group Coaching Generally a group of individuals who have a common presentation and need to get the messaging, flow, and delivery set

In a workshop session, presenters practice content and delivery of a presentation, a demo, or corporate messaging




Event-Driven Presentation Skills & Services

Coaching Individuals or groups in need of private, personalized coaching for a high-stakes engagement

Tailored, individualized, professional guidance for any high-stakes presentation: conferences, product launches, national sales meeting, all-hands meetings, keynotes, etc.


• Virtual


39T E M P L A T E S |P R E S E N T A T I O N S K I L L S

T E M P L A T E S |H I G H T E C H S P E A K I N G 1 D A Y

TEMPLATES

Presentation Plan 40

The Four-step Narrative 41



PRESENTATION PLAN

Wrap Up

Opening

Evidence:

Evidence:

Agenda

Key Point #1

Key Point #2

Core Message

Core Message

Core Message

Action Step

Agenda Recap

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

Transition:

BO

DY

CL

OS

ING

OP

EN

ING

1.2.

1.2.

Transition:















THE FOUR-STEP NARRATIVE: 3CR (Template)

GLAD

AmazedCompassionate

Grateful

Hopeful

MAD


Frustrated

Annoyed

SAD

Disappointed

Discouraged

Frustrated

AFRAIDAlarmed

Edgy

Worried

Anxious

Nervous

Be sure to consider the emotion you might want to evoke in your listeners.

presentation skills · insert your main message at the beginning, in the middle, and at the end of...

Documents