structure your presentation

7/29/2019 Structure your presentation

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Structure Your Presentation Like a Story

by Nancy Duarte | 8:00 AM October 31, 2012

After studying hundreds of speeches, I've found that themost effective presenters use the sametechniques as great storytellers: By reminding people of the status quo and then revealing the

path to a better way, they set up a conflict that needs to be resolved.

That tension helps them persuade the audience to adopt a new mindset or behave differently to move from what is to what could be. And by following Aristotle's three-part story structure

(beginning, middle, end), they create a message that's easy to digest, remember, and retell.

Here's how it looks when you chart it out:

And here's how to do it in your own presentations.

Craft the BeginningStart by describing life as the audience knows it. People should be nodding their heads in

recognition because you're articulating what they already understand. This creates a bondbetween you and them, and opens them up to hear your ideas for change.

After you set that baseline of what is, introduce your vision of what could be. The gap between

the two will throw the audience a bit off balance, and that's a good thing it jars them out of

complacency. For instance:

What is: We fell short of our Q3 financial goals partly because we're understaffed and everyone's

spread too thin.
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What could be: But what if we could solve the worst of our problems by bringing in a couple of

powerhouse clients? Well, we can.

Once you establish that gap, use the rest of the presentation to bridge it

Develop the MiddleNow that people in your audience realize their world is off-kilter, keep playing up the contrast

between what is and what could be.

Let's go back to that Q3 update. Revenues are down, but you want to motivate employees tomake up for it. Here's one way you could structure the middle of your presentation:

What is: We missed our Q3 forecast by 15%.

What could be: Q4 numbers must be strong for us to pay out bonuses.

What is: We have six new clients on our roster.

What could be: Two of them have the potential to bring in more revenue than our best clients do

now.

What is: The new clients will require extensive retooling in manufacturing.

What could be: We'll be bringing in experts from Germany to help.

As you move back and forth between what is and what could be, the audience will find the lattermore and more alluring.

Make the Ending PowerfulYou don't want to end with a burdensome list of to-dos. Definitely include a call to action but

make it inspiring so people will want to act. Describe what I call the new bliss: how much better

their world will be when they adopt your ideas.

So if you're wrapping up that Q3 update from above, you might approach it this way:

Call to action: It will take extra work from all departments to make Q4 numbers, but we can

deliver products to our important new clients on time and with no errors.

New bliss: I know everyone's running on fumesbut hang in there. This is our chance to pulltogether like a championship team, and things will get easier if we make this work. The reward if

we meet our Q4 targets? Bonuses, plus days off at the end of the year.

By defining future rewards, you show people that getting on board will be worth their effort. It'll

meet their needs, not just yours.


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How to Present to Senior Executives


Comments (50)

Senior executives are one of the toughest crowds you'll face as a presenter. They'reincredibly impatient because their schedules are jam-packed andthey have to makelots of high-stakes decisions, often with little time to weigh options. So they won't sit stillfor a long presentation with a big reveal at the end. They'll just interrupt you before youfinish your shtick.

It can be frustrating. You probably have a lot to say to them, and this might be your onlyshot to say it. But if you want them to hear you at all,get to what they care about rightawayso they can make their decisions more efficiently. Having presented to topexecutives in many fields from jet engines to search engines I've learned the hardway that if you ramble in front of them, you'll get a look that says, "Are you kidding me?You really think I have the time to care about that?" So quickly and clearly presentinformation that's important to them, ask for questions, and then be done. If your spiel isshort and insightful, you'll get their ear again.

Here's how you can earn their attention and support:

Summarize up front: Say you're given 30 minutes to present. When creating your intro,pretend your whole slot got cut to 5 minutes. This will force you to lead with all theinformation your audience really cares about high-level findings, conclusions,recommendations, a call to action. State those points clearly and succinctly right at thestart, and then move on to supporting data, subtleties, and material that's peripherallyrelevant.

Set expectations: Let the audience know you'll spend the first few minutes presentingyour summary and the rest of the time on discussion. Even the most impatientexecutives will be more likely to let you get through your main points uninterrupted ifthey know they'll soon get to ask questions.

Create summary slides: When making your slide deck, place a short overview of keypoints at the front; the rest of your slides should serve as an appendix. Follow the 10%rule: If your appendix is 50 slides, create 5 summary slides, and so on. After youpresent the summary, let the group drive the conversation, and refer to appendix slidesas relevant questions and comments come up. Often, executives will want to go deeperinto certain points that will aid in their decision making. If they do, quickly pull up theslides that speak to those points.
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Give them what they asked for: If you were invited to give an update about theflooding of your company's manufacturing plant in Indonesia, do so before coveringanything else. This time-pressed group of senior managers invited you to speakbecause they felt you could supply a missing piece of information. So answer thatspecific request directly and quickly.

Rehearse: Before presenting, run your talk and your slides by a colleague who willserve as an honest coach. Try to find someone who's had success getting ideasadopted at the executive level. Ask for pointed feedback: Is your message comingthrough clearly and quickly? Do your summary slides boil everything down intoskimmable key insights? Are you missing anything your audience is likely to expect?

Sounds like a lot of work? It is, but presenting to an executive team is a great honor andcan open tremendous doors. If you nail this, people with a lot of influence will becomestrong advocates for your ideas.


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Create a Presentation Your Audience Will Care About


Generating ideas is the easiest part of creating a presentation. The hard part is deciding

what to keep. Many of your ideas may be fascinating or clever, but you can't squeezethem all in and no one wants to hear them all, anyway.

The people in the audience are the stars of your show. If they don't buy what you'resaying, it won't go anywhere. To keep them engaged and make your case, you'll needto focus on what matters to them. If you don't, they'll have to work hard to figure out whythey should care about your presentation and what it'll help them accomplish, and they'llresent you for the extra effort they've had to put in.

Spell out the big idea: Your primary filter should be what I call your big idea: the onekey message you must communicate. Everything in your presentation should support

that message. The big idea is what compels the people in the room to change theirthinking or behavior and that's the whole reason you're presenting to them in the firstplace. It's shaped by your point of view and what's at stake (that is, why the audienceshould embrace your perspective). A generalization like "Q4 financials" doesn't cut it. Ifyou don't have anything of substance to say about the financials, why present? Better tosend around a spreadsheet and be done with it.

Try expressing your big idea in a complete sentence to make sure it's fully baked. Thesubject will often be some version of "you," to highlight the audience's role, and the verbwill convey action. Be specific. When asked, "What's your presentation about?" youwouldn't say, "Software updates." That's a topic, not a big idea. But you might say, "It's

about why production will keep missing key deadlines unless we upgrade our workflowmanagement software."

Once you've spelled out your big idea, generate lots of supporting material to giveyourself more to choose from when it's time to pick your best stuff. Go for quantitydesigners call this part of the brainstorming process divergent thinking. But then turnyour attention to convergent thinking, the filtering and sorting that helps you findmaterial that will rally your audience behind your big idea.


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By the way, you don't have to start from scratch when generating content: Dig up otherpresentations, industry studies, news articles, reports, surveys anything that'srelevant to your big idea. Push on the concepts. Challenge them, or consider them froma new angle, or draw new connections. Then brainstorm new content using stickies(they're easy to move and arrange), whiteboards, mind maps, and other tools. At thisstage, more is more, because you may work your way through five, ten, or even twentyideas until you find ones that are distinctive and memorable.

Wield a sharp hatchet: Once you've gathered lots of material, start cutting mercilesslyon your audience's behalf. Say you're presenting a business case for developing a new

product, and you've created a mind map in the brainstorming phase to explore issuesthat could affect the product's success:
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Do Your Slides Pass the Glance Test?


Comments (35)

An audience can'tlisten to your presentation and read detailed, text-heavy slides at thesame time (not without missing key parts of your message, anyway). So make sure yourslides pass what I call the glance test: People should be able to comprehend each onein about three seconds.

Think of your slides as billboards. When people drive, they only briefly take their eyes

off their main focus

the road

to process billboard information. Similarly, youraudience should focus intently on what you're saying, looking only briefly at your slideswhen you display them.

Keep It SimpleResearch shows that people learn more effectively from multimedia messages whenthey're stripped of extraneous words, graphics, animation, and sounds. Lots of extrasactually take away meaning because they become a distraction. They overtax theaudience's cognitive resources.

So when adding elements to your slides, have a good reason: Does the audience need

to see your logo on each slide to remember who you work for? Does that blue swooshadd meaning? If not, leave it off. The same goes for text. Keep it short and easy to skim.Scale the type as large as possible so the people in the back of the room can see it.

It's also important to stick to a consistent visual style in your slide deck. Select onetypeface two at most. Use the same color palette throughout (limit yourself to threecomplementary colors, plus a couple of neutral shades, like gray and pale blue). Photosshould be taken by the same photographer or look as if they are. Illustrations should bedone in the same style.

Consider the "before" slide below. It fails the glance test because it's packed with text.

It's functioning like a teleprompter

which may help you remember what to cover butwon'tmake it easier for the audience to digest it.
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Instead, streamline the text and incorporate simple visual elements (and saveteleprompter text for the "notes" field, which the audience can't see). You'll reinforceyour message and make it easier for people to get what you're saying. Here's an "after"slide to illustrate:

Arrange Slide Elements withCareAnother way to help people process your visuals more quickly: Think like a designer

when you arrange slide elements.

These five design principles will help you simplify your slides so they'll pass the glancetest:

Flow. You can direct people's eyes to certain areas of a slide to emphasize importantpoints. Here, for example, your eye takes in the cluster of grapes, then moves to themessage about quality, and then focuses on one beautiful grape from the "yield":
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Contrast. Our eyes are drawn to things that stand out, so designers use contrast tofocus attention. Create contrast through your elements' size, shape, color, andproximity. In this example, a presenter compared cross-sections of skin and soil to showthat tending to both requires an understanding of the microbiological activity beneaththe surface. The blurred backgrounds set off the stark white illustrations for quick visualprocessing:

White space. White space is the open space surrounding items of interest. Presentersare often tempted to fill it up with additional content that competes for attention. Butincluding a healthy amount of white space sharpens viewers' focus by isolatingelements. In this example, if we'd paired the text with a larger or more detailed image,your eye wouldn't know where to begin, and the quote would have lost its power:
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Hierarchy. A clear visual hierarchy allows viewers to quickly ascertain a slide's mostimportant elements:

Unity. Slides with visual unity look as though the same person created them and makeyour message feel cohesive. You can achieve this through consistent type styles, color,image treatment, and element placement throughout the slide deck. Here's a pair of

slides to illustrate:
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Presentation software gives us many shiny, seductive elements to work with. But there'sbeauty and clarity in restraint. Use simple visuals that support your message, and you'llfree people up to really hear and adopt your ideas.
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Why Trying To Manipulate Employee

Motivation Always Backfires

ByKen Blanchard and Scott Blanchard|

October 25, 2012

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CEOs have two levers they pull on a regular basis to influence their organizations. The first leveradds to, or takes away from, strategic intentions. The second one controls the hiring of key talent

to ensure that the right people are in the right seats.

Levers work well for many of the factors that impact business success; but one area--employee

engagement--resists leveraging. Even after a decade of trying, organizations as a whole have

made little progress on improving employee engagement. Disengagement still stands at about 70percent, the same as when Gallup first started publishing data on the topic in the late '90s.

Why the struggle with improving this particular area? In short, its because you cant control

motivation. While traditional carrot-and-stick levers can influence behavior in the short term,they do not create the intentions to apply discretionary effort and work collaboratively that are

required in todays more sophisticated work environments.

Its time for a change
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The research is clear, and has been known in social science circles for decades: Carrot-and-stick

thinking is, at its core, a control method--and people always resist being controlled. Even if theydon't openly resist, people resent being coerced into certain behaviors.

People have their own beliefs and attitudes about their work environment. They make decisions

about what is in their best interests based on individual perceptions of what is adding to--ortaking away from--their sense of well-being. Building on the pioneering work of Edward Deci

and Richard Ryan at the University of Rochester, our recent research into motivation andemployee work passion is finding that perceptions of autonomy, relatedness, and competence are

the factors that lead to positive employee intentions to stay with organizations, apply

discretionary effort, and be good corporate citizens.

We are finding that giving people a chance to succeed in their job and setting them free to a

certain degree is the key to motivation, as opposed to trying to direct and control people's energy.

It's really about letting go and connecting people to their work--and each other--rather thanchanneling, organizing, orchestrating, and focusing behavior.

The role of senior leaders

Senior leaders have an important role to play in creating this type of environment. Top leadershipsets the tone for this attitude in a company. But many organizations are still set up--explicitly or

implicitly--in ways that work against these three motivators.

For example, a woman recently told us her CEO believed that a little bit of fear was good and

that moderate to high levels of competition between people and business units were beneficial

and kept the company sharp. This attitude of friendly competition inside the company permeated

the culture, flowing out from the boardroom and cascading throughout the organization.

This approach had worked for this technology company in the past, but began to become aliability as customers asked for more cross-platform compatibility. Because customers were

asking for everything to work well together, these internal divisions needed to cooperate more

effectively. This required the different business units to think beyond self-interest to the wholecustomer experience. It proved difficult to change the mindset of this historically competitive

culture.

Without a shift in thinking at the top of an organization, it is almost impossible to change an

organizations culture. A study conducted years ago shed some light on the role of senior leaders

in changing organizational culture and behavior. The study concluded that the CEOs disposition

and personality had everything to do with the company's service orientation and collaborativemindset.

CEOs whose personalities and dispositions were more competitive had a direct influence on thedegree of competitiveness and fear experienced by members of their senior leadership teams.

This resulted in a greater degree of siloed behavior within the organization and less cooperation

among sub-units. The net results were less integration across the business, less efficiency, poorer


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service, and ultimately lower economic performance. On the other hand, CEOs who were more

cooperative generated less competitivenessand less fear-based anxiety generated better results.

Leaders as environmentalists

It's important for today's leaders to be environmentalists. Whatever level of leadership you have,challenge yourself and others to use less directing and controlling behaviors and instead look to

create a focused and inspired workplace. Customers are requiring that organizations movetoward an environment of internal cooperation to create truly innovative new products and

services.

Today we realize that control doesn't work. Find a way to connect your people with the big

picture. Create an environment free of fear and anxiety. Leaders dont need a new lever--they

need a new approach to bringing out the best in people. Give a little bit. Youll be surprised atwhat can be accomplished when people are free of fear and find their motivation within, instead

of being controlled by external carrots and sticks.


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12 Surprising Signs You Could Be an

Entrepreneur

BYGrant Cardone|October 29, 2012|

146inShare2,284

image credit:Shutterstock

Almost every article ever written about entrepreneurship suggests that it's not for everyone. Andyet the articles go on to list attributes that many successful people possess as the traits commonlyassociated with great entrepreneurs, such as a strong work ethic, persistence, persuasiveness and

discipline.

For 25 years, I have studied entrepreneurs and discovered that what contributed to their

incredible success was not what society typically considers assets. People like John D.

Rockefeller, Henry Ford and Oprah Winfrey didn't achieve greatness by possessing the traits andfollowing the narrow path recommended bymanagementgurus.

So, don't believe everything others say about you or how they label you. Maybe your supposed

liabilities are really your assets. Here are 12 signs many people might consider a liability, butwhich can actually be indications that you are meant to be an entrepreneur.

1. Hate the Status QuoIt doesn't make sense to you that something has been done the time-

honored way with no explanation why. You are not someone who wants to just go through the

motions or sit by idly. Nor do you like following the pack.
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2. Easily Bored - You find yourself easily bored, and others start viewing you as a problem. But

nothing is wrong with you except that you are bored with activities that aren't up to your abilitiesand aren't challenging. That's why you hated most of the classes you ever attended. Think Bill

Gates who dropped out of college to become one of the richest men in the world.

Related:6 Tips for Staying Supercharged

3. Fired from JobsYou're too creative for your own good when it comes to working forothers, and you may have some history, as I do, of losing jobs. Being just a cog in wheel is very

difficult for you because you want to create something others can be inspired by and contribute

to.

4. Labeled a Rebel - You know that greatness resides outside the lines of conformity and don't

think that policies, laws and regulations apply to you. You have been described as a rebel andrule breaker and would defy gravity if you could.

5. Resist Authority - You have a lifelong record of resisting authority from your parents,teachers and bosses. You don't go along with the agreed upon norms of the group or community

you work and live in.

6. Ready to Improve Everything - You always see how you could do things better. In addition,

you are opinionated and freely give your two-cents about your better way of doing things--even

when you're not asked.

Related:How to Stop Over Thinking and Get Things Done

7. Bad at Making Small Talk - You have difficulty making the kind of small talk that so many

people get comfort from. This social pattern of relationship and rapport building seems like awaste of time to you and makes you uncomfortable.

8. Bullied in Your Youth - You may have been heavily criticized, picked on and even bullied asa child or teenager. This has caused you to be driven to excel and to prove to the world that you

are indeed a force to be reckoned with.

9. Obsessive - You may have been labeled obsessive/compulsive because when you get started

on something you have difficulty letting go. Don't let anyone convince you that this is a disease

or deficiency. All of the great entrepreneurs become completely immersed in their vision.

Howard Schultz stuck with Starbucks even when his family tried to persuade him not to.

Related:How to Harness Your Brain's Secret Efficiency

10. Scared to Go Solo - The entrepreneur in you is scared of going out on your ownand also

terrified of not doing so. This fear is so common in our society because we've been conditionedto think that entrepreneurship is much riskier than getting a "good job." The reality is there is

instability in both.
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11. Unable to Unwind - You can't go to sleep at night because you can't turn your thoughts off.

An idea may even manifest itself in your dreams. The next morning you find yourself stillconsumed with that idea, distracting you from the job you're supposed to be doing.

12. Don't Fit the Norm - You have always been a bit uncomfortable in your own skin. Until you

get used to the idea that you are in fact different from most people, it could prove to be aproblem--or exactly the motivation you need to acknowledge the entrepreneur screaming to get

out.


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4 Dysfunctions That Will Eat Away at a

Growing Business

Small problems can grow quickly as a company grows. Here a several that are known to plagueeven the best teams.

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We see four common pitfalls occur as businesses grow from small to medium and into large

businesses. Left unchecked, they can do serious damage.

1. Unclear Vision

One of the most problematic dysfunctions is when the company's strategic vision and mission is

unclear, or constantly changing. Oftentimes, due to high turnover and/or misaligned incentives at

the executive level, organizations can become shortsighted. When executives are operating tomeet short-term goals, the organization may suffer. Alternatively, the vision might be clear, but if

management's actions do not line up with the stated objectives, employees are highly

demotivated due to the mixed signals they are receiving.

2. Poor Leadership

Similar to having an unclear vision, a lack of strategic alignment amongstmanagement can behighly damaging to an organization. If each executive has differing (and possibly conflicting)

objectives, investments of time, money, and resources can be counterproductive. Complex

strategies are not necessary to running a successful business, but efficient management is

essential. Management teams need to organize, plan, align and motivate employees to lead theorganization in an effective way.

3. Change-Averse Culture

Employees generally have a desire to feel as though their contributions make a difference andtheir opinions make a difference; however, many organizations can be viewed as change averse.

This can be a result of management teams that view people who disagree with the strategy as a
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nuisance or not a team player. To avoid this problem, management needs to put their trust in the

people they've hired and empower them through true ownership.

4. Bureaucracy

Many companies are structured with too many organizational layers, which makes it difficult toget things done. Time is wasted navigating the organizational layers rather than creating results.This leads to attrition of highly motivated employees and decreases productivity.

While we've seen these dysfunctions in large organizations, it is critical for growing businessesto recognize these operational warning signs as the company grows. Businesses become

dysfunctional over time, so management needs to be proactive in resolving problems as they

arise. Take some time to assess the health of your company and adjust accordingly. Don't letdysfunction creep into your team.

structure your presentation

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