National Academy of Audit & Accounts
Presentation Skills & Personality Assessment
Vinay Sharma
17 August, 2015
Vinay Sharma
3 & 6 July, 2015
Types of presentations
1.1. Persuasive
2. Explanatory
3. Instructional
4. Oral report
Delivering apresentation
Introduction
Body
Summary
1. Determine objectives
• Why are you giving this presentation?
• Is it technical, theoretical or practical?
• Your knowledge level of the subject?
• When and where will it happen?
2. Audience analysis audit
• Their knowledge level of your topic?
• Their attitude towards your topic?
• Their vocabulary level?
• Their reasons for attending?
• Techniques for gaining their attention?
3. Prepare an outline
MAINIDEA
KeyThought 1
KeyThought-2 Key
Thought-3
KeyThought-4
Sub point
KeyThought-5
4. Select resource material
• Purpose of briefing?
• What to cover or eliminate?
• Amount of detail necessary?
5. Prepare an outline style
• Chronological
• Narrative
• Problem/solution
• Cause/effect
• Topical
Text on slides
Speech script
6. The script
• One concept per slide
• 5 X 5 or 6 X 6 rule
• Use key words and phrases
Converting the content
Delivering a presentation
Follow the 20:60:20 rule
• Introduction
• Body or thrust areas (3-5)
• Summary
How to end?
Don’t leave the speaker’s stand while saying the last few words.
After you have spoken the last word, pause for just a moment. Then leave with purpose and decision.
Hackneyed beginning/ending
• ‘Needs no introduction’
• ‘Grace this occasion’
• ‘Out of his busy day’
• ‘Friend, philosopher and guide’
• ‘Auspicious occasion’
• ‘To stand between you and the speaker any longer’
• ‘I am sorry for taking so much of your time’
• ‘With these words I end my presentation’
SFETS
Sweep room with eyes
Focus onone person
Talk in measured pace
Sweep andfocus
Maintain eye contact
Colour scheme
Style
Font
Bullets
Slide layout
Smart art
3 - D
Slide architecture
Extraversion : Orientation towards things outside yourself, deriving satisfaction from interacting with other people
High scores - "extroverts"
Low scores - "introverts
Extraversion
Introverts - tired out by socialization; value downtime; socially awkward
Extroverts - energized socialization; value stimulation; good at social interaction due to lots of experience
Extraversion
Conscientiousness
Conscientiousness: reflects how careful and orderly an individual is:
Generally hard working and reliable
To the extreme, "workaholics", perfectionists, and compulsive in their behaviour
Conscientiousness
Low Scores :
- Laid back
- Less goal-oriented
- Less driven by success
- More likely to engage in antisocial behaviour
Neuroticism
Neuroticism : tendency to experience negative emotions.
High scores - feelings of anxiety, anger, envy, guilt, and depressed mood
Respond more poorly to stressors
More likely to interpret ordinary situations as threatening, minor frustrations as hopelessly difficult
Neuroticism
Self-conscious and shy
Have trouble controlling urges and delaying gratification
Neuroticism is a risk factor for the "internalizing" mental disorders such as phobia, depression, panic disorder, and other anxiety disorders, all of which are traditionally called neuroses.
Agreeableness
Agreeableness : reflects how much you like and try to please others.
High scores – believe people are honest, decent, and trustworthy
Low scores - generally less concerned with others' well-being, having less empathy; less likely to go out of their way to help others
Agreeableness
Low scores - skepticism about other people's motives, suspicion and unfriendliness
Very low scores - manipulative in social relationships; more likely to compete than to cooperate
Openness
Openness reflects how much you seek out new experiences.
Assertiveness
• Communicate openly and honestly
• Relationships are genuine
• Self confidence and self respect
• Respect others’ feelings, opinions and values
• Stand up to one’s rights
Submissiveness
• Feel inferior
• Live a life on whims of others
• Low on self sufficiency
• Do not recognize own strengths
• Passive in most situations
Aggressiveness
• Dominate others
• Rude, put the other person down
• Force issues and gain control
• Violate rights of others
• Threatening gestures, speak loudly, show impatience
National Academy of Audit & Accounts
Day 2
Leadership Skills
Vinay Sharma
18 August, 2015
Leadership
“Leadership is the capacity to frame plans which will succeed and the faculty to persuade others to carry them out in the face of all difficulties ”
Lord Moran
Process of leadership
To be
To do
To see
To Tell
Universal inner structure Of Successful Leaders
SELFLESSNESS
COURAGETO DECIDE
WILL POWERTO PERSIST
INITIATIVE TO BE A SELFSTARTER
OF SELF
OF HANDLINGPEOPLE
OF THE JOB
KNOWLEDGE
CHARACTER
Selflessness
FAITH IN GOD
PURITY
INTEGRITY
LOYALTY
HONESTY
Functions of leadership
TASKNEEDS
INDIVIDUALNEEDS
GROUPNEEDS
Leadership Qualities?Leadership Qualities? InnovatesInnovates AdministratesAdministrates Inspires trustInspires trust Asks how and whenAsks how and when Asks what and whyAsks what and why FlexibleFlexible Challenges status quoChallenges status quo Does the right thingDoes the right thing Does things rightDoes things right Applies rulesApplies rules
Focuses on peopleFocuses on people Focuses on systems Focuses on systems
and structuresand structures Has a long range viewHas a long range view Listening skillsListening skills Has eyes on bottom Has eyes on bottom
lineline InitiatesInitiates Accepts status quoAccepts status quo Takes responsibilityTakes responsibility Has courageHas courage Defines aims andDefines aims and objectivesobjectives
Possible definitions of Leadership in an
Administrative Context
(Montgomery Van Wart)
1. Administrative leadership is the process of providing the results required by authorized processes in an efficient, effective, and legal manner.
2. Administrative leadership is the process of developing/supporting followers who provide the results.
3. Administrative leadership is the process of aligning the organization with its environment, especially the necessary macro-level changesnecessary, and realigning the culture as appropriate.
4. The key element to administrative leadership is its service focus.
5. Leadership is a composite of providing technical performance, internal direction to followers, external organizational direction—all with a public service orientation.
Agential Leadership
The public administrator acts as an agent or steward – a responsible constitutional officer “who acts for or in place of another (the Principal) by authority”. (Wamsley, 1990)
Agential Leadership
Guardianship of the Constitution
Primacy accorded to service
Distinguishes governance from management
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