think before we communicate - pr...
TRANSCRIPT
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Think Before We Communicate
16 September 2013
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Agenda
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Planning Process Presentation
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Words
Meanings
Intention
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Planning Your Report and Presentation
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Hamburger Model
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Output
People
Objective
Process
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What are your objectives? What do you expect your audience/reader to do, think or feel after your presentation or report?
Objective Output
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• Who are your audience/reader?
• Why are they interested in your talk/report? What is in it for them?
• What background do they have and how much knowledge they have on this topic?
• What pre-assumption, attitude or views they might have on this topic?
• What they like or dislike?
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People
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Process - Structure of an Report
• Brief summary of the key points Executive
Summary
• Introduction
• Details
• Conclusion Body
• More detailed information to support your report Appendix
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• 5-10% or so of the length of the main report
• consist of short and concise paragraphs
• start with a summary
• be written in the same order as the main report
• only include material present in the main report
• make recommendations
• provide a justification
• have a conclusion
• be able to be read separately from the main report
Executive
Summary
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• 5-10% or so of the length of the main report
• consist of short and concise paragraphs
• start with a summary
• be written in the same order as the main report
• only include material present in the main report
• make recommendations
• provide a justification
• have a conclusion
• be able to be read separately from the main report
Executive
Summary
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Key Points - Be Focus
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Nice
Should
Must
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Body Structure 1. Features and Benefits
2. Issues and Actions
3. Incident and Impact
4. Opportunity and Leverage
5. Problem and Solution
6. Pros and Cons
7. Timeline
8. Top Down and Bottom Up
9. Zoom In and Zoom Out
10. 5 W and 1 H
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Process - Structure of a Presentation
• Tell them what you will tell them
(INTRO) Opening
• Tell them
(Key Points) Body
• Tell them what you just told them
(Recap) Conclusion
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Structure of Presentation
Points
• I nterest
• N eed
• T itle / Timing
• R ange
• O bjectives
Opening
• Key points (Must, Should, Nice)
• Clear structure (audience and objectives)
Body
• Recap and Reinforce
• Tie back to the Opening Closing
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Visual Aids
• It is the visual aids for your audience • NOT your script • Keep it simple and focus • Use graphic and charts • Don’t abuse it
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Visual Aids
1. To signpost the content 2. To present key messages 3. To explain difficult concepts 4. To present numerical information 5. To add impact or humour
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The Department in Office 1 has over 2,200 people. Its clients are mainly state
owned enterprises and they are huge in size. That allows more time and more
resources to be allocated to complete the job. The duration of each job can
last for months and allows the project team to develop good relationship
among the members and with clients. As the budget is more relaxed, it also
allows time for coaching and staff development.
For Office 2, it also has around 2,000 people, but its clients are mainly multi-
national clients or domestic clients. Their sizes are smaller than the state
owned enterprises in Office 1. Their budget and resources are tight and the
duration for each project is shorter. Staff move from one project to another
within a short time and can go back to office more frequently.
As for the smaller offices, like Office 3 and Office 4, each has around 450 staff,
they are similar to Office 2 in the sense that their clients are comparatively
smaller in sizes. However, as the offices are much smaller, they are more like
a family and the relationship is much closer.
Office 5 has around 1,800 staff. It was established more than a century ago in
1902 and has its own culture. Its clienteles are more matured and
sophisticated than the other offices. Its clientele ranges from conglomerate
corporations to small and medium size enterprises. The working environment
is comparatively stable.
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Office People No. Client Nature Working Environment
Office 1
(Northern
China)
2,330 Mainly state owned enterprises and
they are huge in size.
That allows more time and more resources to be
allocated to complete the job. The duration of each
job can last for months and allows the project team to
develop good relationship among the members and
with clients. As the budget is more relaxed, it also
allows time for coaching and staff development
Office 2
(Central China)
2,080 Mainly multi-national clients or
domestic clients.
Their sizes are smaller than the state
owned enterprises in Beijing.
Their budget and resources are tight and the duration
for each project is shorter. Staff move from one
project to another within a short time and can go back
to office more frequently.
Office 3
(Southern
China)
450 Similar to Office 2, clients are
comparatively smaller in size.
Similar to Office 2, the budget and resources are
comparatively tight. However, these two offices are
much smaller in size, they are more like a family and
the relationship is much closer.
Office 4
(Southern
China)
410 Have both large financial institutions
and medium to small size clients.
Office 5
(Southern
China)
1,880 More matured and sophisticated,
ranges from conglomerate
corporations to small and medium
sizes enterprises.
Established more than a century ago and has its own
culture.
The working environment is comparatively stable.
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Job responsibilities
%
Team Leader 6
self employed 2
CFO 4
Employee 34
Fin. Controller 7
General Manager 3
Manager 20
Partner Sole PP 3
Undisclosed 19
CEO 2
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0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Percentage
Taxation External Audit Management
A/C
Fin. Control Gen.
Management
Accounts
Admin.
Business
Adv isory
Serv ices
Financial
Management
Internal Audit Miscellaneous Other / Not
Disclosed
Job
Primary Job
Overseas
Australia
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Path to Success
Vision of
Success
Career
Goals
(Ultimate
&
Immediate)
Capabilities Vision of
Success
Learning
&
Development
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Low High
Motivation
Skills
Low
High
Train
Motivate
Managing Staff Career
Goals
Capabilities Vision L & D
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Our Super Robot
Management Board
Office Managers Supporting Divisions
Category
Divisions Buying Services
Division
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Think Before We Communicate
16 September 2013