Ever totally blown a presentation to a customer or client that you thought was going to be a clear winner? Ever completely misread the social and interpersonal dynamic of the group you’ve sought to influence? What about character assessment? Have you ever been surprised at the reactions that you’ve witnessed to the proposal you made?
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Isn’t it astounding on reflection how often we fail to make the impact we’d desired with an otherwise powerful presentation? It’s perplexing to only find later we’ve gone overboard on the preparation of the content and not prepared adequately in relation to who’s actually there, and their possible reactions to the material. We’re clearly talking psychology here.
Isn’t it astounding on reflection how often we fail to make the impact we’d desired with an otherwise powerful presentation? It’s perplexing to only find later we’ve gone overboard on the preparation of the content and not prepared adequately in relation to who’s actually there, and their possible reactions to the material. We’re clearly talking psychology here.
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It’s frustrating to know we’ve blown our opportunity. The same opportunity will never return. It can mean the difference between getting a job, winning an important tender or contract, or creating the vital change necessary to that system or process, and not succeeding at all, finding your way right back to the ‘drawing board.’
It’s frustrating to know we’ve blown our opportunity. The same opportunity will never return. It can mean the difference between getting a job, winning an important tender or contract, or creating the vital change necessary to that system or process, and not succeeding at all, finding your way right back to the ‘drawing board.’
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The concept here is very simple: Manage behaviours, not the content. If you are the content expert, the task of content is a given; it’s assumed. Don’t agonise over it. Just ensure all the right data and facts are in there, that it’s logical and balanced.
The concept here is very simple: Manage behaviours, not the content. If you are the content expert, the task of content is a given; it’s assumed. Don’t agonise over it. Just ensure all the right data and facts are in there, that it’s logical and balanced.
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The rest of your time, effort and money should be invested in three things: the interrelationship between 1) you; 2) your content; and 3) your audience.
The rest of your time, effort and money should be invested in three things: the interrelationship between 1) you; 2) your content; and 3) your audience.
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Focus on what you know of each individual who’ll be represented at the presentation or facilitated session. Try and envision what might occur, creating a mind-picture, especially regarding issues and problems. Foresee curly questions. Don’t simply work out ‘pat’ answers for questions, but work on empathising with each person’s issues. ‘Seek first to understand’ as Stephen Covey might put it. Be open and non-defensive; remember you are the ‘supplier’ and you want to supply what they want. It’s not about you, it’s about them!
Focus on what you know of each individual who’ll be represented at the presentation or facilitated session. Try and envision what might occur, creating a mind-picture, especially regarding issues and problems. Foresee curly questions. Don’t simply work out ‘pat’ answers for questions, but work on empathising with each person’s issues. ‘Seek first to understand’ as Stephen Covey might put it. Be open and non-defensive; remember you are the ‘supplier’ and you want to supply what they want. It’s not about you, it’s about them!
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During the early part of the presentation it’s critical to establish your credibility to talk on or address the subject. What makes you qualified to have an opinion anyway? You need to tell them. Make sure you speak confidently and truthfully about the knowledge, skills, and experience you have to earn the right to be heard and considered. Even if they know you, it’s important to cover some of the history so you can show you know the status quo. Do this and you might just save yourself from having to answer a ‘curly question’ because it’s assumed you don’t know.
During the early part of the presentation it’s critical to establish your credibility to talk on or address the subject. What makes you qualified to have an opinion anyway? You need to tell them. Make sure you speak confidently and truthfully about the knowledge, skills, and experience you have to earn the right to be heard and considered. Even if they know you, it’s important to cover some of the history so you can show you know the status quo. Do this and you might just save yourself from having to answer a ‘curly question’ because it’s assumed you don’t know.
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Set ground rules, but no more than two or three as the session will get bogged down. Do it collaboratively with the group. Ask, “Would you be okay if we...” as you put ground rules to them, whilst looking for body language to suggest agreement or disagreement. Go with the body language. A good ground rule to begin with could be around questions; when they’re okay, one at a time, etc. One person speaking at a time is also good, and this can also be hedged in with the rule that while you are facilitator or presenter, you have control of the group whilst the presentation or session is in progress. This can be communicated in the way you manage the group and often doesn’t need to be said. It can be risky to suggest you’re in control, though in reality, you need this sort of control and influence to be successful. Be assertive in your leadership.
Set ground rules, but no more than two or three as the session will get bogged down. Do it collaboratively with the group. Ask, “Would you be okay if we...” as you put ground rules to them, whilst looking for body language to suggest agreement or disagreement. Go with the body language. A good ground rule to begin with could be around questions; when they’re okay, one at a time, etc. One person speaking at a time is also good, and this can also be hedged in with the rule that while you are facilitator or presenter, you have control of the group whilst the presentation or session is in progress. This can be communicated in the way you manage the group and often doesn’t need to be said. It can be risky to suggest you’re in control, though in reality, you need this sort of control and influence to be successful. Be assertive in your leadership.
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Structure the delivery of information so that it appeals to all personality types in the room; you should address facts, ideas, emotions, and analysis. And make sure you have a powerful introduction and conclusion; most presentations fail because of a weak ending. You can recover from a weak middle-part with a strong finish. Stories and anecdotes are good as they enrich the personal imagery for each person present, and it engages the neural heart and stomach. Don’t be afraid of using pictures instead of words. Simply encourage creativity. People love to be entertained and taken on a journey.
Structure the delivery of information so that it appeals to all personality types in the room; you should address facts, ideas, emotions, and analysis. And make sure you have a powerful introduction and conclusion; most presentations fail because of a weak ending. You can recover from a weak middle-part with a strong finish. Stories and anecdotes are good as they enrich the personal imagery for each person present, and it engages the neural heart and stomach. Don’t be afraid of using pictures instead of words. Simply encourage creativity. People love to be entertained and taken on a journey.
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Focus on group dynamics, and build rapport. If there are any dysfunctional behaviours exhibited in the group you should try your best to objectively and subtly nip them in the bud. Address them as they come. Don’t risk the presentation by letting it get out of hand. Don’t be afraid of naming the “elephant in the room.” It’s a good idea to get this out of the way, besides nothing else will help your credibility more than being brutally, but above all respectfully, honest. It shows you’ve got character to challenge this and not side step it like the typical ‘jelly fish’ would.
Focus on group dynamics, and build rapport. If there are any dysfunctional behaviours exhibited in the group you should try your best to objectively and subtly nip them in the bud. Address them as they come. Don’t risk the presentation by letting it get out of hand. Don’t be afraid of naming the “elephant in the room.” It’s a good idea to get this out of the way, besides nothing else will help your credibility more than being brutally, but above all respectfully, honest. It shows you’ve got character to challenge this and not side step it like the typical ‘jelly fish’ would.
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To summarise, don’t get fixated about your content; trust your own knowledge and ability as it will get you over the line. The great unknown is your audience. Take time to prepare for them. Be assertive which is simply: ‘lead by taking care of their concerns without buckling.’
To summarise, don’t get fixated about your content; trust your own knowledge and ability as it will get you over the line. The great unknown is your audience. Take time to prepare for them. Be assertive which is simply: ‘lead by taking care of their concerns without buckling.’
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Presenting and facilitating is fun. It’s working with people, and you never know quite what you’ll get. All the more reason to prepare for the unexpected!
Presenting and facilitating is fun. It’s working with people, and you never know quite what you’ll get. All the more reason to prepare for the unexpected!
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© Steve J. Wickham, 2008. All rights reserved Worldwide.
© Steve J. Wickham, 2008. All rights reserved Worldwide.
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