1 © The Delos Partnership 2005 Delos Partners’ Meeting Datchet Green 14 th January 2004.
© The Delos Partnership 2005 Dairygold Workshop Meeting and Presentation Skills.
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Transcript of © The Delos Partnership 2005 Dairygold Workshop Meeting and Presentation Skills.
© The Delos Partnership 2005
Meeting & Facilitation SkillsMeeting & Facilitation Skills
Meeting Skills
Facilitation Skills
Meeting & Facilitation Practice
Learning Review - Course Feedback - Close
© The Delos Partnership 2005
IntroductionIntroduction
At the end of the Meeting & Facilitation Skills session you will;
1. Understand how to structure a meeting to meet your objectives
2. Understand how to initiate run and close different meeting types
© The Delos Partnership 2005
There are many reasons to have a meetingThere are many reasons to have a meeting They are a natural forum for sharing information and communicating
They provide an opportunity to solve problems as issues can be raised
and discussed
Status of work and be reviewed and discussed
Future work requirements/strategies can be planned at the meeting
Decisions can be made
© The Delos Partnership 2005
. . . though they are not always the right . . . though they are not always the right forum for resolving conflictforum for resolving conflict
Anticipate sources of conflict by pre-presenting - avoid surprises!
Try to resolve sources of conflict off-line before the meeting
If there is real disagreement on an important issue, use a structured format to deal with it in the meeting e.g. Problem Solving
© The Delos Partnership 2005
By having meetings, we achieve. . .By having meetings, we achieve. . .
Ownership of the objectives of the meeting
A provision of direction and purpose for action
An action plan for the resolution of problems
The dissemination of information
An opportunity for dialogue and building consensus
Decisions made and tangible results
“A qualitative improvement in the meetings that are run and that are attended, will produce a measurable improvement in everyone’s performance and in the performance of the business.”
“A qualitative improvement in the meetings that are run and that are attended, will produce a measurable improvement in everyone’s performance and in the performance of the business.”
© The Delos Partnership 2005
Through Through effectiveeffective meetings, we have.. meetings, we have..
The Saving of Valuable Time
The Saving of Valuable Time
More Energy and FocusMore Energy and Focus
The creation of a Structured Flow of Communications
The creation of a Structured Flow of Communications
Best Use of Precious Resource
Best Use of Precious Resource
Effective meetings utilise the strengths of the team which amounts to greater than the sum of the individuals.Effective meetings utilise the strengths of the team which amounts to greater than the sum of the individuals.
© The Delos Partnership 2005
Its a simple and easy process...Its a simple and easy process...
PlanPlan DoDo ReviewReview
Meeting Preparation
Conduct Meeting
Meeting follow-up
Determine Objectives and Agenda
Determine process required to meet objectives
Identify inputs required Determine who needs to attend
and what their role is Arrange Logistics Pre-position Key Contributors
Lead through each agenda item following defined process
Ensure all resources contribute
Visibly document actions and decisions as you go
Use “Car Park” to capture issues to return to
Meeting review (what worked what did not)
Publish Actions/Decisions within 24 hours
Follow-up on next steps Who needs to be debriefed Store documents
© The Delos Partnership 2005
1. The Facilitator
Focuses on the process to help meet the objectives
Helps resources get more done in less time
Promotes team-work
The 3 types of participants in a meetingThe 3 types of participants in a meeting
2. The Meeting Owner
3. Attendees
• Contribute ideas and expertise
• Follow the process
• Represent, and communicate to, the departments concerned
• “Owns” the meeting and the objectives
• Is accountable for preparation
• Focuses on content
© The Delos Partnership 2005
1. The Facilitator plays a vital role in 1. The Facilitator plays a vital role in setting the meeting processsetting the meeting process
They are involved in the pre-planning of the meeting with the meeting owner
They guide the meeting process from beginning to end by adhering to
the time contract
They encourage everyone to actively participate by creating a “safe” environment
They record the group’s expectations, ideas and decisions
© The Delos Partnership 2005
1. The Facilitator plays a vital role in 1. The Facilitator plays a vital role in setting the meeting processsetting the meeting process
They bring the team back on track if the discussion digresses
They help to clarify ideas by summarising/repeating back
what has been said to ensure there is common understanding
They aid team performance e.g. if the team are flagging, they can get
them to do a fun exercise or have a break
© The Delos Partnership 2005
2. The Meeting Owner wants the 2. The Meeting Owner wants the meeting to take place. . .meeting to take place. . . They “own” the meeting and set the objectives: They also ensure that the objectives are met by the end of the meeting They ensure that the right people are at the meeting They provide support, information and the resources required The meeting owner sets the tone of the meeting: They require preparation, attention and effort from the attendees They set high but reasonable, achievable expectations They should speak as “we”, not “I” They make the team realise that the task is important
© The Delos Partnership 2005
3. The Attendees provide the content 3. The Attendees provide the content and discussion in a meeting.and discussion in a meeting.
Come to the meeting prepared with information relevant to the agenda
Understand why they are there
Have their next steps from the previous meeting completed if due
Participate actively and contribute their ideas to add value to the meeting
Generate ideas and recommendations
While the team leader and facilitator have special responsibilities, the attendees are also responsible for the success of the meeting.
While the team leader and facilitator have special responsibilities, the attendees are also responsible for the success of the meeting.
© The Delos Partnership 2005
Everyone should practice good Everyone should practice good meeting behaviours.meeting behaviours.
Adhere to the agenda and process - everyone has a personal responsibility for sticking to the subject at hand and respecting others’ time
Follow the meeting ground rules so that the meeting environment is conducive to team success
Focus on one issue or problem at a time
Offer to do tasks like scribing or following up on next steps to help the facilitator
Keep to the time contract
© The Delos Partnership 2005
Good meetings are well planned, Good meetings are well planned, managed events they don't just “happen” managed events they don't just “happen”
Ask attendees for agenda items if necessary
Send the agenda to attendees in advance of the meeting, so they know what to expect and can offer any changes to it prior to the meeting
Re-send the next steps from the previous meeting to everyone so they are prompted to complete them if due
Ask attendees to confirm attendance or offer apologies if they can’t attend
To Do
© The Delos Partnership 2005
Good meetings are well planned, Good meetings are well planned, managed events they don't just “happen” managed events they don't just “happen”
Book a meeting room and ensure its the right size e.g. you might need more space for team building activities
Provide refreshments especially for longer meetings/workshops
Organise overhead projector, flipcharts, pens, masking tape, blue tack etc.
To Do
© The Delos Partnership 2005
Meeting preparation (cont’d). . .Meeting preparation (cont’d). . .
Content:
The meeting owner and the facilitator(s) work together on putting the agenda together
Below is an example of a meeting preparation format that’s easy to use:
Time Materials
Time each activity is expected to take
The “Topic” which will be covered in the Session
The “Accountable” person who will run the Session
The method used to ensure the Objective is achieved
What materials will be required (including refreshments for breaks)
What the Session is designed to achieve and deliver
• 10.00-10.30 • Meeting Management Presentation
• Paul Warrick • Presentation to the team
• Presentation on overheads
• Pointer• Post-it notes
• Deliverables
Time Activity
Meeting Items
Facilitator&
Presenter Process Materials
Objectives&
Deliverables
© The Delos Partnership 2005
There is a standard agenda format that There is a standard agenda format that gives structure to a meeting. . .gives structure to a meeting. . .
Reviewing the expectations and agenda at the start of the meeting, ensures that attendees are still in agreement on the agenda and they have an opportunity to raise any concerns before the end of the meeting.
Reviewing the expectations and agenda at the start of the meeting, ensures that attendees are still in agreement on the agenda and they have an opportunity to raise any concerns before the end of the meeting.
Agenda Attendee expectations Agenda review Review of previous next steps Body of the meeting Record of next steps/actions that need to be taken after the meeting Meeting review
© The Delos Partnership 2005
Agenda StructureAgenda Structure
Inform (Selling)
Problem Solving (Issue/Risk)
Decision (Option evaluation)
Status/Progress Report
Action (Planning)
ItemItem TypeTypeWhoWho TimeTime
1
2
3
4
5
Owner
All
All
Facilitator
All
15 min
30 min
30 min
15 min
30 min
© The Delos Partnership 2005
The tone of a meeting is set by the way The tone of a meeting is set by the way its opened. . .its opened. . .
The facilitator should start the meeting on time All participants should be introduced if unknown to each other:
Everyone’s roles and responsibilities within the meeting should be clarified
Review the agenda with clear time contracts: Display the agenda on a flipchart, or make sure everyone has a copy Clarify the objectives of the meeting
Agenda
© The Delos Partnership 2005
Standard ground rules can be used, or teams can establish their own set of rules which can be reviewed at the start of meetings.
Standard ground rules can be used, or teams can establish their own set of rules which can be reviewed at the start of meetings.
Ground rules to keep the meeting Ground rules to keep the meeting positive and therefore productivepositive and therefore productive
Arrive on time, keep to time
Be open, honest and supportive Phones and alarms
on ‘silent’ mode
Be succinct (headline) where
possible
Be constructive,
not destructive
No grenades
Leave your ego at the
door
Make sure jargon/language is not a barrier
One voice at a time
© The Delos Partnership 2005
Setting Expectations is a powerful tool in Setting Expectations is a powerful tool in aligning the meeting participantsaligning the meeting participants
To verify that pre-meeting communication has been done properly
To identify and eliminate any expectations that the meeting was not designed to deal with
To fine-tune the agenda to respond to those expectations which are appropriate to the meeting
At the end of the meeting, any expectations not fulfilled can be turned into actions after the meeting. At the end of the meeting, any expectations not fulfilled can be turned into actions after the meeting.
© The Delos Partnership 2005
During the meeting, there might be a During the meeting, there might be a need to close or postpone a discussion...need to close or postpone a discussion...
When more information is required Where inputs are needed from people who are not present When more "thinking time" is required Where not enough time is left to complete all the agenda items Where a smaller group can resolve the issue outside of the meeting
Actions Car Park
© The Delos Partnership 2005
Bringing the meeting to a closeBringing the meeting to a close
Review recorded actions/decisions from the meeting Action, By Who, By When
Review the expectations of the attendees recorded at the beginning of the meeting: %, Smiley Face, Pie Chart
Review meeting process; what worked what did not
ActivityWho When
© The Delos Partnership 2005
Actions Versus MinutesActions Versus Minutes
A brief list of actions (and decisions) is all that is required for the majority of meetings Not a lengthy set of minutes
Visibly note down actions as you go Send out within 24 hours of meeting
ID Action Who When
1
© The Delos Partnership 2005
An effective meeting took place when. . .An effective meeting took place when. . .
The right people were present, prepared and participating
Information was shared and processed appropriately
Objectives and expectations are met
Attendees feel a sense of accomplishment
Plans were set with responsibilities assigned
Enough time was allocated to the meeting to cover all the items on the agenda
The meeting started and ended on time
© The Delos Partnership 2005
IntroductionIntroduction
At the End of the Facilitation Skills session you will
1. Appreciate the importance of facilitation in effective meetings
2. Have practised the basic concepts
© The Delos Partnership 2005
““Tell me and I’ll forget; Show me and I may Tell me and I’ll forget; Show me and I may remember; Involve me and I’ll understand.” remember; Involve me and I’ll understand.” Chinese ProverbChinese Proverb
10% - 15% of what we hear
15% - 30% of what we hear and see
30% - 35% of what we say
50% - 75% of what we doWe
rem
emb
er .
. .W
e re
mem
ber
. . .
© The Delos Partnership 2005
Facilitation TechniquesFacilitation Techniques
StartStart EndEnd
Use techniques to involve attendeesUse techniques to involve attendees
Brainstorming
Group discussion
Pair Working
Backward visioning
External View
Blue sky thinking
Analogies
Six Thinking Hats
Visits and focus groups
Listening Skills
Negative brainstorming
Success looks like?
Force Field
Multi-voting
Constructive rejection/consensus building
Listening Skills
© The Delos Partnership 2005
Pair WorkingPair Working
1 Silent generation:
- have each member write ideas on paper or post-it’s™ for2-3 minutes
2 Round robin:
- ask each participant to add 1 new idea each time round (participants can pass, or add new ideas throughout the discussion)
3 Clarification:
- briefly discuss each idea to ensure common understanding
4 Ranking:
- allow everyone to rank the ideas using one of the multi-voting techniques
5 Consensus:
- use group discussion to form a consensus on the winning idea(s)
ThePair Workingtechniqueis a combineddivergence/convergencetechnique thatworks well toensure equalinvolvementfrom all groupmembers
ThePair Workingtechniqueis a combineddivergence/convergencetechnique thatworks well toensure equalinvolvementfrom all groupmembers
© The Delos Partnership 2005
Brainstorming...Brainstorming...
Brainstorming is a participative process to generate large numbers of ideas in a short time.
The idea is to use relaxed free thinking to generate ideas without reference to links, value or practicality
Early on in a project - let the project team brainstorm to identify constraints, formalise assumptions and identify risks
In the middle of the project to resolve risks
When to useWhen to useDefinitionDefinition
© The Delos Partnership 2005
Brainstorming - keys to successBrainstorming - keys to success
Keep groups small - 5-10 people is the maximum
Don't let the facilitator censor ideas - questions should be asked only for clarification
Select participants at the same level in the organisation - too great a seniority/status gap can inhibit openness
Define behaviour rules early on - then enforce them (politely!)
Define objectives clearly and in broad terms (and give everyone context too)
Mix in mavericks/outsiders
Don't force conclusions or consensus (but allow time for convergence if possible)
Write everything down
© The Delos Partnership 2005
Brainstorming - 3 behavioural expectationsBrainstorming - 3 behavioural expectations
Use "yes, and…", not "yes, but…" to build on ideas
Value originality, not practicality!
Be positive Be positive
Be ambitiousBe ambitious
Include everyoneInclude everyone
Announce early on "believe it or not, we should manage to generate 50-60 ideas"
It works!
Go around the group to get everyone involved Facilitator should invite ideas from quiet
participants - and close down anyone hogging the microphone!
© The Delos Partnership 2005
Multi-voting techniques...Multi-voting techniques...
Single preference voting may not deliver a clear winner; is a poor way to build consensus (and may split the group); and misses the opportunity to create “better than both” solutions
Multi-voting is preferable and avoids all these problems
Although a slower way to achieve convergence, the cost is worthwhile for the consensus gained
Give everyone n votes (all weighted equally) and carry the top 3-5 ideas through to a further round of discussion. Potential disadvantage is that a strongly held idea receives too little support, causing disaffection later
Better approach is to prioritise votes and carry forward: highest scoring idea most mentioned ideas any top priority idea
How to?How to?Why multi-voting?Why multi-voting?
© The Delos Partnership 2005
Constructive rejection/consensus Constructive rejection/consensus building...building...
1 Narrow the long list of ideas down to a limited list to be agreed
2 Ask each participant to agree or reject an idea
3 Don’t permit outright rejection - instead demand a response of the form:“I could only accept “x” if you changed feature “y” or if “z” were true”
4 Iterate the discussion to identify more ways to improve the rejected solutions
5 Close only when the group has achieved an acceptable number of solutions of which every member can say:“I can live with that; I can support it and carry it through”*
Constructiverejection/
consensusbuilding
is a process
thattends to forcethe group to
improve ideasrather than
dismiss
them
Constructiverejection/
consensusbuilding
is a process
thattends to forcethe group to
improve ideasrather than
dismiss
them
© The Delos Partnership 2005
Blue sky thinking...Blue sky thinking...
"Blue sky" thinking is an extension of brainstorming that gets people to think "outside the box" by shifting the rules and frames of reference
Imagine in 5 years time….
Early on in a project when you want to push beyond the boundaries of an analytic logic structure
Useful for revealing hidden assumptions and unstated rules
Helps ensure the right questions are addressed and that good solutions are not passed by
Best integrated with a conventional brainstorm exercise - as the initial round of ideas dries up a round of "blue sky" thinking can re-energise the discussion
When and how to useWhen and how to useDefinitionDefinition
© The Delos Partnership 2005
When and how to useWhen and how to useDefinitionDefinition
Analogies...Analogies...
Analogous thinking is used to draw insights into the current situation by drawing on experience in other industries/situations
Early on in a project to enrich our understanding of the problem and improve hypothesis generation
As an extension of brainstorm sessions to re-energise discussion
When you know enough of other industries to be able to leverage experience
NB: Reverse role playing can also be a powerful tool with similar effects
© The Delos Partnership 2005
Six Thinking Hats...Six Thinking Hats...
Six Thinking Hats is a technique invented by Edward de Bono* to help people overcome their natural psychological biases and to ensure that problems are covered exhaustively from several perspectives
With a group of people who are unable, or have little experience, of thinking from several perspectives
When personality issues in a group need to be diffused
When a decision is risky, or likely to face opposition, to ensure that all bases have been covered
When and how to useWhen and how to useDefinitionDefinition
*Six Thinking Hats, de Bono, 1985; Serious Creativity, de Bono, 1992
© The Delos Partnership 2005
What are the Six Thinking Hats?What are the Six Thinking Hats?
This is the logical hat, coolly concerned with data, facts, andfigures … not emotion
This is the logical hat, coolly concerned with data, facts, andfigures … not emotion
The process master - observing from the outside the balance of thinking,the clock, the dynamics etc. Keeps the problem in perspective
The process master - observing from the outside the balance of thinking,the clock, the dynamics etc. Keeps the problem in perspective
The spirit of creativity, always seeking alternatives, provocation, changeThe spirit of creativity, always seeking alternatives, provocation, change
The voice of optimism. The logical inverse of the black hat. Explains whysomething will work, locates the benefits. Finds the value in currentevents
The voice of optimism. The logical inverse of the black hat. Explains whysomething will work, locates the benefits. Finds the value in currentevents
Judgement and caution. Always logical, the black hat looks for risks anddangers. Questions how the proposal will fit the facts, match experience,the system, the system in use, present policies etc
Judgement and caution. Always logical, the black hat looks for risks anddangers. Questions how the proposal will fit the facts, match experience,the system, the system in use, present policies etc
The opposite - red hat thinking legitimises personal feelings and intuitionabout the topic
The opposite - red hat thinking legitimises personal feelings and intuitionabout the topic
Think.. ...
… whitepaper
… tired andemotional
… black robedjudge
… sunshine
… trees,growth
… cool skies
White
Red
Yellow
Green
Blue
Black
© The Delos Partnership 2005
Six Thinking Hats Six Thinking Hats can help on four levelscan help on four levels
Move from hat to hat, spending a few minutes focused on only one style of thinking at a time
Ensures a structured, comprehensive analysis of the problem
Use in a one-to-one situation to minimise argument
Allows (forces?) each protagonist to explore each side of the argument in a less confrontational way
Helps someone to adopt different thinking styles without being critical - as in “I like your black hat thinking, but now let’s try a yellow hat perspective”
Beats “you dumb schmuck, don’t be so negative”!
Use as a technique of critical self review, check from the perspective of each hat whether the work stands up (too often we only work from a white hat perspective)
Provides a structured self-review process that will help to eliminate the most embarrassing gaps in your work
Group
problem
solving
Group
problem
solving
Persuading& managingconflict
Persuading& managingconflict
CoachingCoaching
Personal
thinking
Personal
thinking
© The Delos Partnership 2005
Visits, demonstrations...Visits, demonstrations...
Visits and demonstrations are ways to ensure that team members unfamiliar with products, processes, technologies gain hands on insight into problems and opportunities
At the start of a project to ensure all team members are familiar
As part of the problem solving process to gain insight into problems and opportunities (many people achieve more by seeing and doing, rather than by a pure analytical approach)
When and how to useWhen and how to useDefinitionDefinition
© The Delos Partnership 2005
Other techniques to consider...Other techniques to consider...
A graphical technique for laying out cause-and-effect relationships
Highly iterative, consensus driven approach - can generate deep insight into the relationships within a complex system
A solution generation and voting technique
Useful when group members are physically dispersed, require anonymity or to reduce impact of personality or status differences
Force field analysisForce field analysisFish bone analysisFish bone analysis Delphi narrowingDelphi narrowing
A structure for analysing the current situation to locate problems/ opportunities
Premise is that the current state is a balance between forces pushing toward and restraining movement towards a desired state
© The Delos Partnership 2005
Other techniques to considerOther techniques to consider
Gain voice of the customer
How would customers view our organisation? What does our company look like to our suppliers?
Good to use when team contributions and knowledge equal. Watch out for individuals dominating proceedings or avoiding contributing
Remember the “listening plan”
Backward VisioningBackward VisioningExternal ViewExternal View Group DiscussionGroup Discussion
Imagine an ideal state in the future when success has been realised / all objectives met etc
Imagine you are writing an article for the “company magazine” about why the team were so successful
Capture the critical success factors and use these as ground rules for the team
© The Delos Partnership 2005
Listening Plan - E.A.RListening Plan - E.A.R..
ExploreExplore
AcknowledgeAcknowledge
Respond Respond
EAR - Source: Finch, Blanchard
© The Delos Partnership 2005
ExploreExplore
People are more receptive to your ideas if you are receptive to theirs
Ask questions to probe their position
Ask questions to show positive and negative consequences of their position
© The Delos Partnership 2005
AcknowledgeAcknowledge
Demonstrate understanding
Avoid words that make people dig in and be defensive
Don’t use “irritators” e.g. sensible position, right thing, best idea
© The Delos Partnership 2005
RespondRespond
Person is least receptive to an idea/proposal immediately
after they have put forward an idea of their own
People often use their best ideas at the worst possible time
If you introduce your counter position, introduce it as a way
out of identified & agreed problems not as a competitor to theirs
© The Delos Partnership 2005
Ask open ended questions
Positively respond to contributions from the group
Ask for more specific examples where clarity is required
Redirect comments or questions to other group members to ensure all contributions can be made
Avoid stating your opinion while facilitating
Paraphrase for clarity and understanding
Role model and encourage good meeting behaviours
Good facilitation includes specific Good facilitation includes specific behavioural skillsbehavioural skills
© The Delos Partnership 2005
Meeting and Facilitation PracticeMeeting and Facilitation Practice
Select Meeting Topic
Structure Agenda
Introduce Meeting
Feedback
© The Delos Partnership 2005
Agenda Agenda
Meeting Skills
Facilitation Skills
Meeting & Facilitation Practice
Learning Review
Course Feedback
Close
© The Delos Partnership 2005
Agenda Agenda
Facilitation Skills
Meeting & Facilitation Practice
Learning Review
Course Feedback
Close
© The Delos Partnership 2005
AgendaAgenda
Facilitation Skills
Meeting & Facilitation Practice
Learning Review
Course Feedback
Close
© The Delos Partnership 2005
Part 2 – Presentation Skills Part 2 – Presentation Skills
Introduction to Presentation Skills Course
Presentation Practice 1
Objectives and Structure (The Words and the Rhythm)
Vocal Tone and Body Movement (The Song and the Dance)
Presentation Practice 2 / Feedback
Summary of Successful Presenting
Presentation Practice 3 / Feedback
© The Delos Partnership 2005
IntroductionIntroduction
At the End of the Presentation Skills session you will
1. Understand how to structure a presentation to meet your objectives
2. Appreciate the importance of non-verbal communication
3. Practised the basic concepts
© The Delos Partnership 2005
Practice and feedback - 1Practice and feedback - 1
A subject you feel very strongly about.
That makes you ecstatic or angry
That makes you want to laugh or cry
© The Delos Partnership 2005
Definition of a presentationDefinition of a presentation
A structured, prepared and speech-based means of communicating information, ideas, or arguments to a group of interested people in order to inform or persuade them
© The Delos Partnership 2005
The presenter only succeeds when The presenter only succeeds when they get the audience to:they get the audience to:
HEAR what you have to say (or see what we have to show them)
UNDERSTAND what you mean
AGREE with what they have heard
TAKE ACTION in accordance with your over all objectives
© The Delos Partnership 2005
Define the objective(s) of your presentationDefine the objective(s) of your presentation
At the end of my presentation my audience will………?At the end of my presentation my audience will………?
Be informed of … Agree to take action on…. Decide between options…. Know the status and next steps of the ….. Be aware of the causes of the….
© The Delos Partnership 2005
The Basic StructureThe Basic Structure
BeginningBeginning Middle (2-3 Main Points)Middle (2-3 Main Points) EndEnd
80% 10%10%
© The Delos Partnership 2005
The BeginningThe Beginning
"Tell ‘em what your going to tell ‘em”...
Getting attention
Building rapport
Statement of theme
Audience needs
© The Delos Partnership 2005
The MiddleThe Middle
"Tell ‘em"...
Points to be made
How will they benefit the audience?
Support material, examples, third party references, visual aids
Possible audience objections
© The Delos Partnership 2005
The EndThe End
"Tell ‘em what you’ve told ‘em" ...
Reiterate the theme
Summary of points
Closing words and commitment
© The Delos Partnership 2005
Structure ExamplesStructure Examples
Inform
Selling
Decision
Status/Progress Report
Action
Beginning - Main Points - End
Product - Features/Benefits - Summary
Options - Pros/Cons - Recommendation
Past - Present - Future
Situation - Target - Proposal
ObjectiveObjective Matching StructureMatching Structure
© The Delos Partnership 2005
The Rule of ThreeThe Rule of Three
People will remember the first thing said
People will remember the last thing said
People might remember the one in the middle
© The Delos Partnership 2005
Touch - Turn - TalkTouch - Turn - Talk
Touch Main Point (or supporting fact)
Turn
Wait for eye contact to return to you (they have read the fact)
Talk
Add emphasis - make your point
© The Delos Partnership 2005
Use Sign PostsUse Sign Posts
To let the audience know where you are
To let the audience know where you are going
To remind the audience where you have been
© The Delos Partnership 2005
Questions and Answers: Questions and Answers: Decide up front (& let audience know) if... Decide up front (& let audience know) if...
You will accept questions as you go
Will take questions at end
N.B. Use structure to defer questions to the appropriate place
© The Delos Partnership 2005
People will forget your presentation! People will forget your presentation!
38% in 2 days
65% in 8 days
75% in 30 days ….
© The Delos Partnership 2005
We only remember . . .We only remember . . .
10%-15% of what we hear
15%-30% of what we hear and see
30%-35% of what we say
50%-75% of what we do
© The Delos Partnership 2005
Vocal ToneVocal Tone
DODODODO
Speak louder than you think you should
Punch and Pause
Vary Pitch and Speed
Speak louder than you think you should
Punch and Pause
Vary Pitch and Speed
DON’TDON’T
Mutter
Be monotone
Be too quiet
Mutter
Be monotone
Be too quiet
Tip: Do Vocal E
xercises
© The Delos Partnership 2005
Body LanguageBody Language
Adopt Assertive Stance
Match Gestures to Subject
Move to show progress
Adopt Assertive Stance
Match Gestures to Subject
Move to show progress
Hide behind objects
Fidget
Finger point
Hide behind objects
Fidget
Finger point
Tip: Observe leaders
DODODODO DON’TDON’T
© The Delos Partnership 2005
Eye ContactEye Contact
Look at individuals
Smile with your eyes and face
Look everyone in the eyes once
Look at individuals
Smile with your eyes and face
Look everyone in the eyes once
Stare at overheads
Look over people’s heads (or down your nose)
Mine sweep
Stare at overheads
Look over people’s heads (or down your nose)
Mine sweep
Tip: Listen with
you eyes
DODODODO DON’TDON’T
© The Delos Partnership 2005
Summary of Successful Presenting Summary of Successful Presenting
The first 90 seconds are crucial; preparation and attitude are apparent almost instantly
An ill prepared presenter sends a dramatic message to their be better prepared" (Audiences are sensitive - They pick up signals and react to them personally).
Ensure slides are legible (Check spelling,especially names and make sure numbers add up)
© The Delos Partnership 2005
Summary of Successful PresentingSummary of Successful Presenting(continued) (continued)
Know what your listener expects to see and hear before you start to talk
Talk about their problems and requirements
Talk to people in their own “language” and experiences and they will listen to you
© The Delos Partnership 2005
Summary of Successful PresentingSummary of Successful Presenting(continued) (continued)
The first and last impressions made should be both positive and favourable
Seek audience feedback
Make time for Questions & Answers
© The Delos Partnership 2005
You do not communicate with just words, the whole person that you are comes with them
Stimulate more than one sense e.g. speech and visual aids
There is nothing more boring than someone who never moves
Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)
© The Delos Partnership 2005
Unless someone hears what you have to say, there is no communication
When you fail to communicate it is not the words that need straightening out, it is the thoughts behind them
Give an overview before moving onto the points of detail
Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)
© The Delos Partnership 2005
Build a relationship with every person in the room (they are forming an opinion about you)
If you are nervous, don't announce it. Once you do, your audience feels obligated to worry about you (Presenters who cause worry do not inspire great confidence)
Take A Break (If the energy of your audience is low before the start of your presentation, give them a 5 minute break before starting).
Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)
© The Delos Partnership 2005
Keep details to a minimum (you want the audience to listen to you and not read the presentation)
Use graphics and diagrams for greater impact
Keep any back-up information to hand
Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)
© The Delos Partnership 2005
Use humour (Builds rapport with the audience; People will feel more relaxed and can lighten a dry subject
Tell a Story and use Signposts
K.I.S.S.
Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)