Presentation on Presenting

Are You Being Heard: Speaking That Gets You What You Want

Presented by

Ariane David, PhDSenior Partner

THE VERITAS GROUP

Senior Lecturer

CALIFORNIA STATE UNIVERSITY, NORTHRIDGE

[email protected]

mailto:[email protected]

A Presentation About Presenting

Agenda• Preparation• Content • Creating a great PPT• Preparing to present• Delivery: speaking• Delivery: using your body• Answering questions • Going after money

:

Preparation

Your Audience

• Who are they?

Your Audience

• Who are they?

• What are their interests?

• Who are they?


• What are their needs, expectations, beliefs, culture, norms, history as a group? As individuals?

Your Audience

• Who are they?


• What are their needs, expectations, beliefs, culture, norms, history as a group? As individuals?

• Is there a generational issue?

Your Audience

Your Thinking

• What is the purpose/goal of the presentation?– Educate/inform– Convince– Elicit action– Be liked


• What is your purpose/goal for the presentation?– Stated– Personal

Your Thinking


• What is your purpose/goal for the presentation?– Stated– Personal

• What point do you want to get across?– Stated– Personal

Your Thinking

Your Knowledge: Rule of Ten

• Know ten times more than you say

• Say ten times more than your slides say

Critical Thinking

• Are all my points, premises, assumptions substantiated?


• Can I show the “logic” of my conclusions?

Critical Thinking


• Can I show the “logic” of my conclusions?

• Play Devil’s advocate - try to shoot yourself down, because someone else will.

Critical Thinking

Content

Organizing Content• Decide on the most important points (5 to 7)


• How many points and how deeply you delve

depends on available time




• Add only what directly contributes to your points





• Make an outline and stick to it





• Make an outline

• and stay on point!

Illustrating Content• People learn best when ideas become concrete

• Give examples

• Tell short relevant stories

Content: Three “C”s

• Clear


• Clear

• Concise


• Clear

• Concise

• Complete

Content: Language

Beware of:

• Acronyms, abbreviations and jargon that you

have not defined in this presentation

“ The RFP calls for an SOW on the ASP before the SAP go-live. Also, need RSVP to ASE: ASAP!”

Taken from a major consulting firm’s PPT briefing to a new change management team

Content: Language

Beware of:

• Acronyms, abbreviations and jargon that you have not defined in this presentation

• Fuzzy words

Fuzzy Words

…are judgmental in nature

…are not actionable

…carry no specific meaning

…and you’re going to be surprised what words count as “fuzzy”.

Examples of Fuzzy Words

• team player• (in)effective• (ir)responsible• doesn't listen• is overbearing• crazy• lazy

Creating Powerful PowerPoints

Power Point: Rules

Rule # 1: YOU are the show.

Power Point: Rules


Rule # 2: Go for clarity: clean and simple

Power Point: Rules


Rule # 2: Go for clarity: clean and simple

Rule # 3: Form follows function

Fun is good when appropriate!

Business PPT Slide Design: DO’s• One thought per slide


• White or light background



• Dark type - color highlights OK




• Cite your facts where possible




• Cite your facts where possible

• Poof read

Business PPT Slide Design: DON’Ts

• Negative (white on black)


• Negative (white on black)• Dark on dark; light on light; red on green


• Negative (white on black)• Dark on dark; light on light; red on green


• Negative (white on black)• Dark on dark; light on light; red on green• Animation, graphics, cartoons, special effects



• Fancy fonts and small type




• Decorative or personalized background




• Decorative or personalized background• Slides crammed with “stuff”

Note: these things might look good on your monitor but often don’t work when projected.

Business PPT Slide Design: Exceptions

Charts, graphs and diagrams

• Clarify

• Simplify

• Add a visual component

Pie Chart

• Represents a bounded/whole • Shows how the bounded whole is divided into

parts• Depicts an instant in time

Ex. Budget

48

Financials: Expenses by Category

Program Expenses, $795,536

(70%)

Personnel, $203,550

(18%)

Program and Fund

Development, $61,700 (5%)

Other Operational Expenses,

$81,726 (7%)

Bar Graph

• Unbounded –no limit to size or number of entries

• Compares or charts values of related but discrete quantities

• Can represent numerous items at one instant in time or in a small number of time frames

50

Long-term Priorities

15%

23%

23%

31%

38%

69%

0% 20% 40% 60% 80% 100%

Form Partnerships

Fundraise

Develop Board

Increase Awareness

Diversify Funding Sources

Innovate

Long-term Priorities

Percentage of BoardMembers

Note: Priorities were counted only once per board member (even if the board member mentioned it 2 or more times).

Line Graphs

• Unbounded –no limit to size or number of entries

• Each line represents the trend in one item over time

• Can show numerous lines to compare trends

The Little Shop of PPT HORRORS!

MLE RFI/RFP Process XXXXXX)

MLE Service Level Agreement (SLA) Matrix

Critical Service LevelsTower - Finance and AccountingTotal Supplier At Risk - Expressed in term of percentage of the Monthly Charge 15%At Risk Pool Percentage Available For Allocation - Expressed as a % of the "At Risk" amount 350%At Risk Pool Available Unallocated -- Expressed as % of the Pool not Allocated 0%F&A Tower % of All Towers 0%

Section Ref - Accounts PayableAllocation of Pool Percentage 40% Measurement 100.00% % of

1.1 Invoice Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice1.1.1 Timely and Accurate Processing of Invoices 0 98.00% 97.00% Monthly 30.0% 0.00%1.1.2 Timely and Accurate Accounts Payable Disbursements 0 98.00% 97.00% Monthly 30.0% 0.00%1.1.3 Timely and Accurate Payment of "Urgent" Payment Requests 0 98.00% 97.00% Monthly 40.0% 0.00%

Section Ref - Travel and EntertainmentAllocation of Pool Percentage 25% Measurement 100.00% % of

1.2 T&E Report Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice1.2.1 Timely and Accurate processing of Expense Reports 0 98.00% 97.00% Monthly 50.0% 0.00%1.2.2 Expense Report Reimbursements 0 98.00% 97.00% Monthly 50.0% 0.00%

Section Ref - Treasury Support / Cash ManagementAllocation of Pool Percentage 30% Measurement 100.0% % of

1.3 Treasury Support and Cash Management Services - Performance Category Eff + mos** Expected Minimum Window Allocation* Invoice1.3.1 Bank accounts reconcile to the general ledger 0 98.00% 95.00% Monthly 100.0% 0.00%

Section Ref - Projects/Fixed Asset AccountingAllocation of Pool Percentage 25% 5.5 Measurement 100.0% % of

1.4 Projects and Fixed Asset Accounting - Performance Category Eff + mos** Expected Minimum Window Allocation* Invoice1.4.1 Timely and accurate settlements processing, internal order processing, and reconciliations 0 98.00% 95.00% Monthly 50.0% 0.00%1.4.2 Timely and accurate depreciation entry 0 98.00% 95.00% Monthly 50.0% 0.00%

Spend Analysis Module• A comprehensive view of spend

across all categories business units, suppliers, and systems

• Rapid, cost effective and repeatable visibility

• Natural language processing to classify free form text descriptions

• Rich granular, normalized spend detail

- Supplier name normalization

- Parent / subsidiary relationship

- Commodity category assessment

eSourcing Module • Template driven on-line RFP/RFQ• Repeatable formats and content• Enables knowledge transfer through deep knowledge

base• Formatted supplier responses for easier comparison• On-line reverse auctions Category Management Module• Single dashboard with multiple views – single project

status – all projects • Document repository • Module where all sourcing project specific steps are

built• Provides e-mail warnings or updates on events or steps

of an event

A R I B A

iProcurement Module• Provides intuitive web-based screens with the look and feel of a commercial shopping site• Catalogs channel requisitioner to approved suppliers

O R A C L E

PROCESS / TECHNOLOGY

56

Generalized Process for User Engagement Research

- Consider user pain points

- Consider user mental models & metaphors

- Consider leading practices & standards

- Generate design ideas

- Document design ideas in UCD logs- Develop

prototype scenarios / task

flows- Whiteboard /

storyboard interaction and UI designs

- Design templates for prototype

1Research & Analysis

2Synthesis

3Rapid Design /Visualization

& User Testing

Gather Contextual Research

Plan & Perform User Research

DevelopDesignInsights

Document Findings

- Create Research Plan

- Prep interview

guides based on process maps (if available)

- Site visits: - Observe & interview users - Record all w/ audio or video

- Take pictures

- Collect artifacts

- Capture notes for requirements

- Initial design ideas

- Capture profile data- Use other

specific methods as needed,

- Label tapes- Tag artifacts- Review tapes

to fill in notes

- Update process flows as needed- Log research

observations in UCD ob log

- Create initial user personas

- Create initial scenarios of use

- Create initial data maps

- Refine personas and scenarios

- Identify associated data points required in scenario tasks

- Distill user requirements from all

- Filter against existing user & business reqs

- Load new reqs to requirements database

- Industry: Benchmark leaders & best practices

- Company bkgrnd- Company’s

products, services, markets, audiences

- Company’s business processes

- Company’s business, marketing & strategies

- Research competitors: site audits, case studies

Generate Requirements Iterative

4Specificatio

n

- Create high-level information architecture

- Build out sample scenarios in either low- or high-fidelity- Validate with

internal experts

- Create question guide for user design reviews

- Validate with external users

- Create test plan for usability test

- Create detailed information architecture & interaction flows- Prototype addtl

scenarios & screens if needed

- Create addtl wireframes if needed

- Create Style Guide & all screen & UI

specifications- Create all

production graphics

Create Specs for Production

Evidence of the Leadership LabyrinthEvidence of the Leadership LabyrinthEducational and Work AttainmentEducational and Work Attainment

16.816.8%% 83.2%83.2%

Members of U.S. CongressMembers of U.S. Congress

15.215.2%% 84.8%84.8%

Holding Board Seats in Fortune 500 CompaniesHolding Board Seats in Fortune 500 Companies

33%% 97%97%

CEOs in Fortune 500 CompaniesCEOs in Fortune 500 Companies

WomenWomen MenMen

The Leadership GapThe Leadership Gap

57.557.5%% 42.5%42.5%

Earning BachelorEarning Bachelor’’s Degreess Degrees

46.746.7%% 53.3%53.3%

In U.S. Labor ForceIn U.S. Labor Force

50.850.8%% 49.2%49.2%

In Managerial/Professional PositionsIn Managerial/Professional Positions

WomenWomen MenMen

Real Property Lien

Automation Generates

Traditionally Record Lien

“E-Record” Real Property Lien

Notice of SupportJudgment

County RecorderOffice

Enter RecordingInfo

Local CSP Generates

Notice of Support Judgment

Local Agency Professional

Title Company

Request for Demand

OR

Example: Support Order terms are entered in System - Pay $300 per month on behalf of Johnny effective 1/1/11 and $150 per month towards arrears.”

SDU

1

Demand2 3

Release4

FormsGeneration

LienInfo

NCP Address & NCP’s Parents’ Address

Recording Info

Recording Info

Notice of Support Judgment Conditions Are Met

Task

- OR -

90 Day

Task

Responding Case

CP Source Notification

Interstate Notice of Lien

90 Day

Task

Recording InfoRecording Info

Task

Other State Agency

Liens Process

CSG: CONSOLIDATED SOURCING GROUPS

Other Key Stakeholders & Business Units

Design

Marketing

Manufacturing

Engineering

Legal

Finance

Produ

ct

Promotion

Price

Distrib

ution

Customers

Accounts Payable

IT

HR

Through Consolidated Sourcing Groups (CSG), Global Procurement will collaborate with cross-functional teams of all relevant stakeholders to drive results, meet requirements and

achieve savings.

CSG: CONSOLIDATED SOURCING GROUPS

Other Key Stakeholders & Business Units

Design

Marketing

Manufacturing

Engineering

Legal

Finance Accounts Payable

IT

HR

Global Procurement will collaborate with cross-functional teams of all relevant stakeholders to drive results.

Delivery

Preparing The Show

• Know exactly what you want to say

(clear and concise)

Preparing The Show


(clear and concise)

• Rehearse, rehearse, rehearse

Preparing The Show


(clear and concise)

• Rehearse, rehearse, rehearse

• Send out pre-reads where possible

Speaking

• Start powerfully!

Speaking


• Stay on point

Speaking


• Stay on point

• Say it once the best way

Speaking


• Stay on point


• Big words don’t make you look smart

Speaking


• Stay on point



• Neither do filler words (white space)

Speaking


• Stay on point



• Neither do filler words (white space)

• Abide by time limits

Using Your Body

• Use the space in the room – move around

• Use your voice: less is more

• Make eye contact– Small group: look each person in the eye– Larger group: pan the room – OK to speak to particular people

• Look for dead spots in the room

Taking Questions

If the questions are about how you created your

PPT special effects…you’ve failed!

Taking Questions

• Anticipate questions

Taking Questions


• Be your own devil’s advocate

Taking Questions



• Take a full breath before speaking

Taking Questions




• Understand the question before answering -

ask

Taking Questions





ask

• Keep answers short (3 Cs)

Taking Questions





ask


• Be on point

Taking Questions





ask


• Be on point

• Stay cool

Going After Money

The Law of Giving

Law : People give because they are moved i.e., their emotions are engaged.

The Law of Giving

Law : People give because they are moved i.e., their emotions are engaged.

Corollary: People are NOT moved by the thought of writing a check.

How to Engage Emotions

Make them care.

– What moves them? Why are you talking to them?

– Tell a story; avoid emotionally loaded words.

– Provide moving facts• ex., “50% of kids in Los Angeles County drop out of

high school.” • ex.,“6000 violent crimes a year can be traced to the

high school dropout rate.”

Let them become excited and when they are…

give them the opportunity to participate by giving money.

Are You Being Heard: Speaking That Gets You What You Want

Questions/Comments/Feedback?Ariane David

[email protected]

Additional InformationThe Veritas Group

TheVeritasGroup.com

818-704-6718

mailto:[email protected]

Date post:	14-Jan-2015
Category:	Business
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