Transcript PowerPoint Template

Lecture 2
Presentation skills
Contents
1
Types of presentations
1
2
Plan your presentation
3
Deliver your presentation
1. Types of presentations
The proposals you deliver in the morning
calls for a different approach from the
toast you give at a banquet that evening.
informative presentations: to tell
persuasive presentations: to sell
ceremonial presentations: to entertain
1.1 Informative presentations
informative presentations
briefings
reports
training
explanations
1.1.1 Briefings
-- short talks that give an already interested and
knowledgeable audience members the specific information
they need to do their jobs
e.g.
 nurses and police officers attend briefings before each
shift to learn what has happened since their last watch
 the executive chef of a restaurant briefs waiters about the
details of the day’s menu specials
 the advertising account manager briefs the agency’s team
about a client’s interests and quirks before an important
meeting
 representatives attend briefings before they staff the
company’s exhibit booth at a trade show
Features of briefings:
aim to get the attendees ready to do the job at
hand
usually don’t make complex arguments
conversational and factual, not dramatic
no more than 2-5 minutes
organized in a simple way, usually topically or
chronologically
rarely contain presentational aids
1.1.2 Reports
-- give your audience an account of what you or someone you
represent has learned or done, or plan to do
classification by audience:
 internal reports: given to superiors or colleagues
 external reports: given to clients, agencies or the general public
classification by purpose:
 status/progress reports: e.g. contractor or architect’s report to
client, quarterly financial report to board of directors, monthly
marketing report to marketing manager, annual report to public
 final reports: e.g. Was a customer’s complaint justified? Why
has our overhead increased 15% in the last quarter? Is there any
gender bias in our hiring and promotions?
 feasibility reports: e.g. Will staying open 24/7 profitable? Can
we afford to offer health insurance to part-time staff?
Usual format of status reports:
introduce the report (include your name and your
role)
review the project’s purpose
state the current status, include the people
involved and give credit for their contributions
identify any obstacles you have encountered, and
attempts you have made to overcome those
obstacles
describe your next milestone
forecast the future of the project, and focus on
your ability to finish the job by the scheduled
completion date
Usual format of final reports:
introduce the report (include your name and your
role)
provide necessary background of the undertaking
describe what happened at the level of interest
appropriate for your audience (e.g. the
challenges and actions, others’ contributions)
describe the results
tell listeners how to get further information
Usual format of feasibility reports:
introduce the report (include your name and your
role)
define the problem and explain its significance
and consequences
outline your criteria to evaluate possible solutions
describe your methodology/approach in detail
possible solutions
evaluation of the solutions
recommendation and conclusion
1.1.3 Training
-- teaches listeners how to do something: e.g. operate a
piece of equipment or use software, relate effectively
with the public, avoid or deal with sexual harassment
 investment of time: McDonald’s, IBM
 investment of money: IBM
 can be done by experts: firms or freelancers, on a
fee-for-service basis
 can be conducted by full-blown institutes, e.g. Disney,
Anheuser-Busch, Dell, Harley-Davidson, General
Electric
 can be very brief and informal: 75%
Guidelines on designing and delivering
training:
planning a training program:
 define the training goal: the more specific, the better
 develop a schedule and list of resources: time, steps, staffing, delivering
equipments, training materials
 choose the best training approach: lecturing, exhibits, diagrams, posters,
live demonstrations, videos, site visit, coaching
 organize your presentation
delivering the training:
 link the topic to the audience: make them know that the information will
benefit them personally, e.g. show the payoffs that comes from listening
 start with an overall picture: sketch the highlights to make them less
confused by your information trees
 emphasize the organization of your material: use number items,
signposts, interjections, repetition, add internal summaries and previews
 cover only necessary information: they will ask for it if they need more
1.1.4 Explanations
-- inform the listeners how a new program/measure will
affect them, esp. when a firm faces a major change in
its business, e.g. how the company’s new taxreduction plan will increase their real income
Guidelines on delivering explanations:
 avoid jargon: don’t be a techno-snob; tell people what
they need to know in language they will understand
 link the familiar to the unfamiliar: people have the best
change of understanding new things when they bear
some relationship to something they already know
Compare the two versions below:
More confusing:
Money-market funds are mutual funds that buy
corporate and government short-term investments.
More familiar:
Money-market funds are like a collection of IOUs held by
a middleman. The funds take cash from investors and
lend it to corporations and the government, usually for
between 30 and 90 days. These borrowers pay the fund
interest on the loan, and that interest is passed along to
the investors.
1.2 Persuasive presentations
proposals
-- you advocate your audience
to take specific actions
sales
presentations
-- you persuade your audience
to buy your products/services
persuasive
presentations
1.2.1 Proposals
external:
e.g. to lobby the municipal government to loosen the building
height restriction
internal:
e.g.
 to persuade management to reimburse employees for
personal career training costs
 to convince your boss to give your department more
staffing support
 to request a raise in pay
Suggested organization of proposals: the
problem-solution approach
I.
a.
b.
c.
d.
II.
a.
b.
c.
d.
Introduce the problem
Demonstrate nature of problem in terms the audience
will understand
Show undesirable consequences of the problem
Highlight that the current situation is WRONG
Provide causal analysis of the problem
Provide a solution (with supporting evidence)
Describe the positive results of your proposal
Show how your proposal will avoid bad consequences
Highlight why it’s the RIGHT thing to do
Address the feasibility of your proposal by indicating
cost, time, procedures
Communication practice: Proposing a
wellness program


You are the HR manager of the DC company. The
management of the company is now haunted by
employees’ health problems.
On the one hand, the health-related costs are increasing
dramatically, especially insurance premiums and out-ofpocket expenses for employees in case of emergency.
On the other hand, you have noticed that productivity of
DC is declining due to growing absenteeism, lower work
efficiency of workers who stay on the job, and higher
turnover caused by employees suffering from serious
illnesses.
Now you’re supposed to propose a wellness program to
the CEO of DC to address the health issue. Draft an
outline in the problem-solution organization plan.
A sample proposal outline:
I. Health-related problems are hurting our company. [problem]
a. Health costs are increasing.
1. Insurance premiums are increasing.
2. Out-of-pocket expenses for employees are growing.
b. Productivity is declining.
1. Absenteeism is rising.
2. Workers who stay on the job are less productive.
3. Some employees are leaving us due to health problems.
II. A wellness program could reduce the impact of these problems. [solution]
a. Elements of the program
1. Nutrition education
2. Exercise education
3. Substance-abuse counseling
b. Benefits
1. Healthier and happier employees
2. More productive employees
3. Lower heath costs (insurance and out-of-pocket)
1.2.2 Sales presentations
formal: platform speeches in front of large audiences
Informal: sit-down talks with small groups of decision-makers
Guidelines on making sales presentations:
 establish client relationships before your presentation: the six
steps of personal selling? try to talk informally with your clients to
make you more knowledgeable about your audience and their
needs, and make your audience more comfortable with you
 put your clients’ needs first: your clients don’t care about you
and your product; they care about how to solve their problems;
“True selling means being passionate about your company’s
product or service and compassionate with the wants, dreams,
needs of your fellow human beings.” (business educator Robert
Kiyosaki)
 listen to your clients: questions and concerns are not
interruptions, but a chance to learn more exactly what the
client wants; “The great salespeople ask questions and
have great listening skills. Poor salespeople get locked into
script mode.” (business trainer Kevin Hogan)
 emphasize benefits, not features: it really isn’t features that
will impress clients and motivate them to buy – it’s the
benefits that will flow from those features
 close effectively: summarize the main benefits and call for
action; think long term; “I’ve never been a believer in
closing because my objective is not to close the sale but to
open a relationship.” (business consultant Hans Stennek)
1.3 Ceremonial presentations
welcoming a guest or group
introducing another speaker
honoring a person or institution
giving a toast
presenting an award
accepting an award
2. Plan your presentation
define the
objectives
identify
main ideas
in the body
analyze
the
situation
plan the
introduction
develop
the thesis
plan the
conclusion
choose
an
organizational
pattern
add
supporting
details &
visual aids
2.1 Define the objectives
Be as specific as possible!
Communication practice:
Reword the following vague goal statements into
more specific ones:
 I want to collect at least RMB100 Yuan
 I want to collect some
from each person at this dinner.
donations at this dinner.
 I want my manager to give me one day per
 I want to get my
week and the help of a secretary to
manager’s support for my
develop my program.
program.
 I want the audience has  I want at least five people in the audience
to ask me for my business card after my
positive attitudes towards
talk, and at least one person to schedule
me and my company’s
an appointment with me to discuss my
services.
company’s services.
2.2 Analyze the situation
analyze the audience
analyze yourself as the speaker
analyze the occasion:






room arrangement or seating
lighting
background noises
staffing
the hour of the day: 10 a.m. or 5:30 p.m.
the length of time you are allowed to speak
analyze the culture
2.3 Develop the thesis
-- also called “key idea”, a single sentence that summarizes
your message, and that every other part of your talk
should support
e.g. “We’re behind schedule for reasons beyond our control,
but we can catch up and finish the job on time.”
Methods for formulating a thesis statement:
 imagine that you met a member of your audience at the
elevator and had only a few seconds to explain your idea
before the doors closed
 imagine that you had to send a one-/two-sentence text
message that communicated your main idea
 suppose that a friend asked one of your listeners what
you were getting at today: what would you want the
audience remember to say?
Don’t confuse the thesis with the goal:
goal
thesis
 I want Krakos Grocery to
order Sun Valley Bread.
 Parents will be confident
that their children are being
prepared for later schooling.
 Audience members will be
able to respond to sexual
harassment instead of
accepting it.
 I want to acquire new
customers seeking state-ofthe-art technology.
 Switching to Sun Valley Bread
will increase your sales.
 Our preschool curriculum may
look like nothing but play, but it
is based on sound educational
theory and research.
 You don’t have to accept
sexual harassment.
 Recent advances have
changed my field dramatically
in the past few years.
2.4 Choose an organizational pattern
 First, tell them what you’re going to tell them;
 Then, tell them;
 Finally, tell them what you have told them.
The standard format (the safest in the business field)
Introduction:
a. Attention getter
b. Thesis
Body:
a. …
b. …
c. … (no more than five main points)
Conclusion:
a. Review
b. Closing statement
Organize the body:
Inexperienced speakers make the mistake of starting to
plan a talk by beginning at the beginning. This is like
trying to landscape a piece of property before you’ve
put up a building.
choose the best organizational pattern for
your body:
informative: chronological, spatial, topical, causeeffect
persuasive: problem-solution, criteria satisfaction,
comparative advantages, motivated sequence
(attention – need – satisfaction – visualization –
action)
2.5 Identify main ideas in the body
A presentation should contain no more than
five main points: people have difficulty
recalling more than five pieces of information
when it is presented orally.
All points should develop the thesis.
Each main points should contain only one
idea. e.g. Business discrimination on the
basis of age and sex.
2.5 Identify main ideas in the body
 Main points should be stated as claims (vs. simple
three- or four-word phrases). e.g.
• choosing a physician →It’s essential to choose a
health care provider from the list of approved
doctors.
• sexual and ethnic discrimination → Allowing sexual
or ethnic considerations to intrude into our hiring
decisions isn’t just bad judgment; it’s illegal.
• demographic changes in the market → Due to
demographic changes, we can expect our market to
shrink in the next 10 years.
 Main points should be parallel in structure whenever
possible.
2.6 Plan the introduction
Functions of the introduction:
capture the listeners’ attention: esp. when they
are ordered to attend, or their minds are
somewhere else
give your audience a reason to listen
set the proper tone for the topic and setting: put
them in a good mood, prepare them to think
seriously, or to establish rapport
establish your credibility, if necessary
introduce your thesis and preview your
presentation
Case study: An insurance agent’s start
An insurance agent introduced a 30-minute talk to a group of
20 prospects. Do you think his introduction fulfills the five
functions mentioned above?
Being an insurance agent gives me a lot of sympathy for tax collectors
and dog catchers. None of us has an especially popular job. After all, it
seems that with life insurance you lose either way: If the policy pays off,
you won’t be around to enjoy the money. On the other hand, if you don’t
need the policy, you’ve spent your hard-earned savings for nothing.
Besides, insurance isn’t cheap. I’m sure you have plenty of other things you
could use your money for: catching up on bills, fixing up your house, buying
a new car, or even taking a vacation.
With all those negatives, why should you care about insurance? For that
matter, why am I devoting my career to it? For me, the answer is easy:
Over the year, I’ve seen literally hundreds of people – people just like you
and me – learn what a difference the right kind of insurance coverage can
make. And I’ve seen hundreds more suffer from learning too late that
insurance is necessary.
Well, tonight I want to give you some good news. I’ll show you that you
can win by buying insurance. You can win by gaining peace of mind, and
you can eve win by buying insurance that works like an investment, paying
dividends that you can use hear and now.
Types of opening statements:
 ask a question: e.g. “Is it just me, or does anybody here feel
we’ve spent too much time filling in forms?”
 tell a story
 use humor: e.g. “Some people say that problems are not
problems; but rather, they are opportunities. If that’s the case, then
given the present situation, we are faced with a hell of al lot of
opportunities.”
 present a quotation: use a source with high credibility to back up
your message
 make a startling statement: an excellent way to get listeners’
attention is to surprise them; don’t offend them
 refer to the audience: mention your listeners’ needs, concerns or
interests; e.g. “I know you are all worried by rumors of cutbacks in
staff. I called you here today to explain just what the budget cuts
will mean to this department.”
 refer to the occasion: e.g. “We’re here today to recognize some
very important people.”
2.7 Plan the conclusion
the conclusion should contain:
 the review: a restatement of your thesis and main points to
reinforce your idea
 the closing statement: to create a favorable impression, and
give your remarks a sense of completion; “You shouldn’t leave
your audience wondering whether you’ve finished.”
A closing statement can be:
 any of the techniques used in the introduction
 the ending of the story you told in the introduction
 rewording of your opening statement/thesis
 an appeal (asks for action)
 a challenge (demands action)
2.8 Add supporting details and visual
aids
2.8.1 Transitions
Listeners do not stay oriented as easily as readers;
they may not even remember what you are talking
about unless you use transitions.
 use strong transitions:


ineffective: Secondly
effective: “The second recommendation is …”, “Let’s move on
to the second recommendation.”
 Use repetitive transitions:


between each major section and subsection , use a backward
look/forward look transition
e.g. “Now that we have looked at the three elements of the
marketing plan, let’s turn to the financial implications of the
plan.”
2.8.2 Facts
do research and collect as many facts as you can
choose only those facts that will get your thesis
across
remember the “KISS” rule: Keep It Short and
Simple
bring along extra facts for answering questions or
involving in the subsequent discussion
prepare handouts for complicated facts
2.8.3 Visual aids
Functions of visual aids:
add interest, variety, and impact
remain in the memory longer than just words
reach 40% of your audience who are likely to be
visual, rather than auditory, learners
for a thorough guide on PowerPoint slide design,
see “PowerPoint: The Rules of Design”
How to provide visual aids:
 translate your outline into draft slides
 tie your slides together with connectors:



same numbering system in the agenda and in the slide heading
same phrasing in the agenda and in the slide heading
repeated agenda slide
 design or choose your Slide Master (幻灯片模版):








virtually all of the PowerPoint templates are inappropriate for
business presentations: too much visual distractions
at least choose a plain one: less is more
avoid the “fruit salad effect”: use four distinct colors as the maximum
choose a visible color combination: background and text colors
should contrast sharply
select a sans serif font (非衬线体), e.g. Arial, Verdana, Calibri
make sure your letters are large enough: 28-32 point for headings,
18-24 point for text, and 14 point for labels
avoid using ALL CAPITAL LETTERS or Title Case: slow down the
reader and impair readability
use bold and italics sparingly: for emphasis only
 design and edit individual slides:

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use message titles, not topic titles, as headings: e.g.
“Company rankings” vs. “Company B ranks second.
design tables and graphical charts to show “how much”, and
concept diagrams to show “how”
design text slides to show “why” and “how”
avoid overload: not as word-for-word scripts/documents, but
with key ideas only; the “six by two” guideline (six bullet points
per slide, two lines of text per bullet)
use telegram language: “ABC has continued the push for
globalization of purchasing.” → “ABC pushes for globalized
purchasing.”
do not use bullets unless you have at least TWO bullets to list
use animation to focus audience attention and to highlight:
avoid excessive animation and use the simplest “Appear” effect
as the norm
check for errors: grammar and spelling errors are “credibility
killers”
next
Table
TEXT
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380%
230%
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160%
50%
Year
Text in here (unit: %)
00
150%
70%
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140
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30
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90
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3. Deliver your presentation
3.1 How to get over stage fright
Fear of public speaking ranks as American
NO.1 fear – ahead of both death and
loneliness.
 Practice is the golden rule:
 a well planned speech does not guarantee an
equally good speech, if there is no practice
 practice makes confidence
 rehearse your presentation 3-6 times: on your feet,
before an audience, in the real setting if possible
 always check your slides on the big screen (not just
on the computer monitor) in your rehearsal
Notes is the security blanket:
 use short phrases for each point
 tie your notes to your slides: print out slides,
and then add your notes around the slide
copies
 include about 5-mins’ worth of info on each
note card: no need to constantly change
cards
 use large enough lettering: can be read at
arm’s length
 add reminders to yourself: e.g. “Stand
upright!”, “Eye contact!”, ”Pause!”
Last-minute physical relaxation techniques:
take a hot shower
breathe deeply
exercise specific body parts: neck and throat,
shoulders, arms, hands, face
avoid drinking milk
drink warm liquids, e.g. herbal tea, water with
lemon
try chewing gum
Last-minute mental relaxation techniques:
 think positively:
 you don’t have to be perfect, because nobody is
 your audience are friendly people; image you are
speaking to a friend, not to a group
 repeat positive words or labels, e.g. “I’m excited”
rather than ”I’m scared”
 remember that you probably look/sound much
better than you think you do
 meet, greet and talk with the audience before you
start
 do not think while you are speaking: turn off your
internal self-analysis, and focus on your objectives
and ideas
3.2 Nonverbal delivery skills
 posture: stand in a relaxed, professional manner –
comfortably upright, squarely facing your audience, with
your feet aligned under your shoulders (neither too close
nor too far apart), without rocking, swaying or bouncing
 gesture: avoid nervous-looking gestures, e.g. hands on
hips, hands clasped in back; avoid “authority killers”, e.g.
flipping your hair, waving your arms randomly
 facial expression: relaxed, interested and animated;
avoid a stony, deadpan expression; vary according to the
subject; avoid smiling when talking about something
sad/negative
 eye contact: start by looking at the friendly faces, and
then connect with others in the room; avoid looking
continually at your notes, the screen, the ceiling, the floor,
or a single listener; avoid fake eye contact, e.g. “eye dart”
or “lighthouse scan”
volume: speak loud enough to be heard
by the people in the back row of the room;
vary your volume to add interest
seating: horseshoe, round table, or
classroom?
height: speak on the platform, or sit in
front of or around your audience?
dress: dress appropriately for the
audience, the occasion, the organization,
and the culture; the safest choice:
traditional business suit
3.3 The Q & A session
3.3.1 When to take questions
inform your audience at the beginning of the
presentation:
“Please feel free to ask questions whenever they
come up. ”
“Please hold all your questions until the end of the
presentation.”
“Feel free to interrupt with questions of
understanding or clarification, but since we only
have an hour together, please hold questions of
debate or discussion until the end.”
3.3.2 How to take questions
 prepare in advance:
 anticipate possible questions, e.g. value (“What will
happen if we do this?”), cost (“Can we do it for less?”),
action (“How can we do it?”), details (“What is your
source?”)
 ask a colleague to play the devil’s advocate during your
rehearsal
 bring along extra information
 treat questioners with respect:
 listen carefully to make sure you understand the question
 paraphrase complicated questions to make sure you are
on the right track
 while listening, maintain eye contact, nod and do not
interrupt
 stick to your objective and organization:
 esp. when answering questions during the
presentation
 if possible, divert the question back to your main ideas
 keep everyone involved:
 call on people from various locations
 avoid a one-to-one conversation with a single listener
 while answering, maintain eye contact with the entire
audience
 avoid ending your answer by looking right at the
questioner
3.3.3 What to say if you don’t know the
answer
 if you don’t know:




say “Sorry I don’t know/I don’t have the exact figure.”
suggest where the questioner might find the answer
offer to get the answer yourself: “I don’t know the market share
in that country, but I’ll look it up and email it to you by tomorrow
morning.”
never HAZARD A GUESS!
 if you need some time to think:





repeat: “So you’re wondering how to deal with this situation.”
turn the question around: “How would you deal with this
situation?”
turn the question outward: “How would the rest of you deal
with this situation?”
reflect: “Good question. Let’s think about that for a moment.”
write: write down the main points of the question if there is a
whiteboard
3.3.4 How to answer challenging questions
 confusing questions: long, multi-faceted, or overly
broad


paraphrase the question, and refocus to make it appropriate for
your objective
if the questioner repeats it: “I wish we had more time so we
could discuss this in detail.” “Let me explore that in more detail
during the tea break/after the presentation.”
 controlling questions: statements or comments


do not say “So what exactly is your question?”
thank the questioner for the interest and the comments,
paraphrase the ideas and then go on with your due course
 hostile questions:


take a deep breath, identify the hostility (“I understand you feel
upset about this.”), and answer the question nonemotional and
nonpersonally
try to find a common ground: “We’re both trying to do what we
feel is in the customer’s best interest.”
Some final tips:
 arrive earlier than the scheduled time: allow yourself
10-15 minutes to get familiar with the place, talk to
some listeners, and check the equipment
 check all equipments YOURSELF
 do not distribute detailed printed materials before
you speak: it will become a public reading, rather than
public speaking
 put the note cards in front of you on the lectern;
begin the talk without looking at the notes
 keep water nearby, in case you have dry mouth
 ask someone (not your cell phone) to watch the time
for you, if not arranged
 keep eye contact throughout the speech
 if you wish to point on-screen, stand to the left so that
you can point at the beginning of each line; do not use
the laser pointer, because the dot is too tiny and shaky
to be seen
 state your transition before displaying the new slide
 learn to pause: “The right word may be effective, but
no word was ever as effective as a rightly timed pause.”
(Mark Twain); inexperienced speakers are often too
nervous to pause, which only makes their listeners
tired
 do not emphasize mistakes: simply go on, and adjust
your remarks to make the error less noticeable
 be comfortable with fillers: e.g. “uh”, “well”, “you know”;
occasional, but not habitual, distracting
 if you run out of time, don’t try to rush through every
slide; instead, elaborate your main points and skip
others
 end the Q & A with a second closing statement
 keep the closing slide visible at the end of your
presentation and during Q & A
 do not pack up early: a nonverbal signal that you are in
a hurry
After-class assignments
The following presentations all have some problems
in the body. Identify the problems and correct
them.
Presentation 1:
Thesis: Allowing employees more latitude in
choosing their work hours is good for the
company and for the workers.
a. Flexible scheduling is a relatively new idea.
b. Flexible scheduling improves morale.
c. Flexible scheduling reduces absenteeism.
Presentation 2:
Thesis: We can reduce operating costs in various ways.
a. Reduce wattage in lighting fixtures.
b. Hire outside data processing firm to handle seasonal
billing rather than expand permanent in-house staff.
c. Sell surplus equipment.
d. Reduce non-business use of copying machines.
e. Reduce temperature in less-used parts of the building.
f. pay overtime rather than add new employees.
g. Retrofit old equipment instead of buying new
machinery.
Presentation 3:
Thesis: Many local businesses continue to
discriminate against some job applicants.
a. Business discrimination on the basis of ethnic
background.
b. Business discrimination on the basis of
disability.
c. Business discrimination on the basis of age
and sex.
Presentation 4:
Thesis: Many local businesses continue to
discriminate against some job applicants.
a. Discrimination against minorities.
b. Disability is another reason for discriminating
against some job applicant.
c. Some businesses even refuse to hire
employees who are over 65.
d. Women often have extra trouble finding a job.