The best inspiration to help me with making impact when presenting a short message was this famous quote by Franklin D. Roosevelt:
“Be sincere, Be brief, Be seated.”
Interestingly, over the years I found that this advice is equally valuable for longer presentations.
You’ve L.I.S.T.E.N-ed well (read previous post), you’ve picked up valuable clues about your listeners’ needs, you’ve confirmed/validated them and you’re about to launch straight into your message.
Wait! A few moments’ thought is needed to ensure you present your information in not just a strategically appropriate format, but also in a memorable manner to ensure your listeners hear exactly what you intend to say and consequently act appropriately on it. Even just a little preparation goes a long, long way towards persuading listeners to act on your message!
Following on from my first post on Listening Skills this is the second in a series of four to assist you enhance your communication skills. The main objective is to establish and maintain rapport with your listener, so good listening skills should be followed-up with excellent presentation skills. Read more
“The whole purpose of planning and preparation is to mitigate the uncertainty, to take the fear out of it so there’s not chaos.”
Have you planned your presentation sufficiently, thoroughly and carefully?
You need not spend hours doing this. A few minutes spent on planning, will make a huge difference in how you prepare for and finally deliver your next presentation.
Following are some factors to consider when establishing the purpose of your presentation.
When thinking about your presentation’s purpose or focus, answer this question:
“What do I want this audience to know, think, feel or do differently as a direct result of my message?”
On one end of the continuum you may wish to purely increase their knowledge on a topic. Purely providing information (facts/data/features/steps) may be the appropriate strategy to achieve this.
On the other end of the continuum you may wish to impel your audience to certain observable actions i.e. get them to demonstrate specific behaviours and activities which are measurable. For example, your purpose could be for your audience to use a specific application more frequently and accurately. In this case, your strategy will have to include the correct information, supported with an emotional appeal/reason for them to change their behaviour. They have to be able to see how this change will benefit them directly. An emotional appeal need not be overly dramatic. Important statistics delivered interestingly; examples of previous successes presented as proof and stories told with passion very often enable listeners to make emotional connections for themselves. E.g. “This application will save you on average 20 minutes every time you have to produce a report. Having to produce 5 reports per week, using this application means you’ll have an extra hour and a half per week to use as you wish. Instead of trying to munch on a lunch-time sandwich at your desk trying to get these reports ready, you may now have time to go out for a decent lunch.”
Before starting to prepare for your next presentation, answer this question: “What do I want my audience to know, think, feel or do differently as a result of my message?”
Your answer will articulate your presentation’s purpose and it will drive the rest of your preparation and delivery approach towards an effective and impactful direction. Test everything you consider to include against this to ensure your stay on task.
Look out for my next post: Phase One – Plan: Step Two – Research your Audience.
“If one does not know to which port one is sailing, no wind is favourable.”
Lucius Annaeus Seneca
Having established a laser sharp purpose for your presentation, are you as informed about your audience as you need to be?
The more you know about your audience, the better you will be able to relate to them by including relevant content that resonates.
Some research questions to get answers to include:
- Who will be attending?
- Position titles so you can establish who your key stakeholders are. Tip: Use LinkedIn Navigator to help with this research
- What are their key performance indicators (KPI’s) they’re looking to meet via your message?
- Cost saving; Innovation; Reduce churn; Solving a particular problem; Making a decision?
- Why they are there and what do they expect?
- Does their agenda match yours? WIIFM
- How much do they already know about your topic?
- So you can pitch at the right level.
- What are their background experiences with you/your company/this topic? What general demeanour can you expect?
- If there is ‘baggage’ you want to know about it!
- Are they open minded? Have they been told to attend? Might they be hostile/disruptive?
- How many attendees will there be?
- So you can use the appropriate visual supports and arrange enough seating/handouts etc.
Obtain this information by making a few phone calls to your contact/s at the audience, checking out websites & LinkedIn Navigator, talking to your colleagues. Your organisation’s CRM (historical data) may also have valuable information for you about your prospective audience.
Engage in background research to get a clear picture in your head as to who the audience will be and how they might feel and respond to you and your message. This clarity will enable you to deliver your message in the most impactful way for the audience and it will stop you from presenting content that is irrelevant to them.
Eliminate nasty surprises by getting information early and strategising on how to capitalise on it or negate it. Don’t ignore the importance of this research as it can really distinguish you as having tried to understand the audience’s agenda.
Murphy’s Extended Law:
If a series of events can go wrong, they will do so in the worst possible sequence.
By now, you already know the purpose of your presentation, you have researched your audience and you are in a position to eliminate Murphy’s Law out of the equation.
Here are some important considerations in the final planning phase of Effective Presentations. Before crafting your message, you should have answers to the following questions:
Where will you be delivering your presentation? (Get the correct physical address including on what level of the building.)
Can you access this venue early to set up well ahead of time? (Any security/sign-in requirements?)
What is the size and lay-out of the venue? (Long and narrow? Narrow and wide? Columns? Double-screens?)
What are the possible seating arrangements? How many people are expected?
What are your back-ups to your visual supports/video-clips? (Cloud? USB? Laptop? Internet access?))
What equipment will be organised for you and what will you have to arrange/supply? (Sound?)
Will you be introduced by someone else, or do you have to establish credibility on your own?
Take special care of your own delivery space by asking questions about: connectivity of your visual support material (laptops have evolved far more than some venues have – they may not have the right cables/dongles for you); sound systems; use of lapel microphones; use of auto-cue’s; positioning of lecterns; provision of handouts (before, during or after your message); availability of flip charts and relevant pens – that actually work; whiteboards with erasers.
Finally and most importantly – who can help if technical hitches occur? Obtain direct access to, name, mobile phone number and location of this person.
When planning to deliver a memorable presentation, take care of the little technical factors that can throw everything sideways. Just like a good trades-person never blames their tools for failures – professional presenters never make excuses for poor delivery due to venue mishaps and technical hiccups.
By Jill Konrath
Call me a prude if you will, but I’ve had it with sellers who are totally clueless that they’re going too far, too fast in their initial meeting with me. The worst thing is, they have no idea how their actions are perceived.
Could you possibly be guilty of this promiscuous behaviour? If so, do you have any idea what it’s doing to your reputation?
Let’s say I’m your ideal prospect. You call me up, catch me on the phone, deliver a message that piques my curiosity and I agree to meet.
Sounds like the perfect scenario, right? If you’re like most sellers, you’re probably pretty excited about our upcoming meeting. After all, I’m one hot prospect who’s interested in what you’ve got.
So what happens when we finally get together? Initially you focus on building a relationship with me. You thank me for agreeing to meet. We chitchat for a few minutes about little things. Then you ask me about my company to get me talking about business.
After you’ve warmed me up, it’s time to get serious. Since I agreed to meet, clearly I want to learn about your company and offering, so an overview comes next. You want to make sure I understand all the salient details about your organization, its history and more.
Then it’s time for a few questions. Perhaps you start by assessing if I’m a qualified buyer with money in my budget. Or, you might focus on my very specific needs so you can determine the appropriate solution.
Following that, you present information on the products or services you think I’d be most interested in. When I start asking questions, you get more excited. We’re connecting, bonding, getting closer to consummating the business relationship.
But the truth is, you are dead wrong! You’ve totally misjudged my interest level and thus, lost the opportunity to do business with me.
Why? You don’t understand how I (your prospect) think. You assumed that my interest meant one thing, when it fact it signifies something entirely different.
In SNAP Selling (coming in May), I’ve structured the whole book around the three primary decisions your prospects make:
- First Decision: Allow Access
When you approach a prospect with an enticing message, they’ll agree to meet-perhaps by phone, web conference or in person. They’re willing to invest a small bit of time with you. You’ve moved them from being oblivious about your existence to curious.
- Second Decision: Initiate Change
In the second decision, your prospect evaluates if it’s worth it to change from the status quo. They’d prefer not to because it takes a lot of extra time and effort. But, if they can see that all the hassle and pain leads to a better outcome, they’ll do it.
- Third Decision: Select Resources
Once your prospect decides that change is worthwhile, then they want to learn about your product or service. Understanding your differentiators becomes important to them. Even the risk of doing business with you is considered. At the end of this decision, they pick the option they determine is best for them.
Understanding the difference between these three decisions is imperative to your sales success. At each stage of the process, your sales behaviours must change if you want to keep advancing your relationship. Failure to get it right means you get dumped.
So Here’s the Deal
Over 90% of the people you meet with are in the Second Decision phase. They’re trying to determine if they want to change.
But there you are, trying to seduce them with all the cool things about your product, service or solution. That’s Third Decision behaviour. It’s way too much information about your offering much too quickly. And, it’s coming at a time when the focus should be on helping your prospect assess the ROI for moving off the status quo
When you prematurely elaborate, you set up a lose/lose situation. Prospects don’t want to have anything more to do with you, even if you could have made a difference to their business. From their perspective, you’re only concern is making a quick sale. While that wasn’t your intent, that is how you’re perceived.
Anytime you meet with new prospects, first find out if they’ve already decided to change. If not, don’t talk for more than a few minutes about your offering or company.
Instead say, “While many of our customers have realized significant value from changing, what we really need to do is determine if it makes sense for you.” Then, be prepared to ask questions that lead to that outcome.
Don’t sabotage your chances of sales success by trying to move too quickly. Slow down. Way down. Ensure your prospect has made the Second Decision, before you jump into Third Decision behaviors – or suffer the consequences. You can’t rush a relationship!
Jill Konrath, author of Selling to Big Companies and SNAP Selling, helps sellers crack into corporate accounts, shorten sales cycles and win big contracts. She is a frequent speaker at annual sales meetings and association events.
“If you always do what you’ve always done, you’ll always get what you’ve always got.” NLP Adage
Have you ever wondered why at times you seem to ‘click’ with someone and the conversation flows nicely? At other times it’s like walking into a glass door, it looked open but you did not get through?
If the situation above intrigues you, you’ll find this post most enlightening. Most of us, whether selling or buying, rely on modalities to share or take information in, most of them on an unconscious, or subconscious, level. I am confident the information provided in this post will explain certain situations and also trigger new approaches which can result in better outcomes, whether with your customers, your trainees, colleagues or even at home with the family.
Building on the previous Communication posts of Listening Skills and Structuring a Presentation, this one is meant to either refresh your existing knowledge or introduce you to the impact of verbal and non-verbal communication. It will help you confirm what kind of preference you have when it comes to taking information in and expressing yourself and explain why you’re either flowing smoothly or banging your head in some conversations. Read more
It is neither a secret nor news that effective communication skills are regarded as the most important contributing factor when it comes to job success. This includes written and oral presentations, as well as an ability to work with others. This fact has great impact on all levels in the retail business. Whether you are a Managing Director of a Company, a state territory manager or a shop-floor sales consultant, your ability to establish and maintain rapport with your listener is crucial to the success you wish to achieve in your day to day activities.
This post is the first in a series of four, exploring key areas to enable you to enhance your current communication skills. The specific outcome we wish to offer you is that you’ll be in a position to gradually improve your ability to establish and maintain rapport with a customer, by incorporating easy-to-follow steps into your day to day communication opportunities. Read more