Dynamic Presentations and Communications .pdf


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Nom original: Dynamic Presentations and Communications.pdf
Titre: Managing Strategic Presence

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Dynamic Presentations
and Selling Your Agenda
Jeanine W. Turner, Ph.D.
Georgetown University
Fall 2013
turnerjw@georgetown.edu

A Common Vision

2

2000 voices, 58 countries

July 2013
Buckingham
Palace
Premiere

Challenges of Today’s OverMessaged Environment

I listen when it pertains to me…

Our Filters Create Our Perspective
Selection

DATA

Interpretation

Conclusion

Thinking Routines

Behavior

Creating
Your
Presentation

Start with Your Audience





Who is your audience
What do they care about?
What part of your topic matters to them?
What do they know about you?

Maslow’s Hierarchy of Needs
Self-actualization: creativity, wisdom,
self-realization, vocation, fulfillment
Esteem & Status: self-worth, uniqueness,
respect, recognition in community
Social: affection, friendship, ties to group

Safety & Security: personal confidence, stability, protection
Physiological (survival): air, food, water, sleep, shelter

One
Theme
O
ne Main
Theme: Make it Simple
What should they
remember?
What should they do?
Why should they do it?
One sentence summary

Theme: A Clear Statement of What’s At Stake for
Those who Do and Don’t Adopt Your Point of View
Not Big Ideas
• Mars Mission

Big Ideas
• The United States should lead in the exploration
of Mars because it holds the key to our future
on Earth

• Our software gives your customers access to
• Client Sales Call their records which saves your employees time
and increases your margins by 2%

• Third Quarter
Update

• Third quarter numbers are down and to stay in
the game every dept. needs to support the
sales initiative

Using a Theme to Build
Momentum

Build a Pyramid to Support Your
Communication
Groupings Pyramid

Argument Pyramid

• Combine like ideas and
focus on reasons or
steps
• Answers either a why
question or a how
question
• Resembles topical
pattern

• Focus on the reasoning
process and include
recommendation and
action plan
• Answers both a why and a
how question
• Resembles problem
solution pattern

Minto’s Pyramid Principle
The Pyramid Structure Creates a Hierarchy of Recommendation,
Supporting Logic, and Supporting Fact
Governing Thought:
States the answer to the question
raised in the readers

Key Line:
Major points which,
taken together prove the
answer

Support:
Data and facts
that support the
key line

Recommendation

Supporting Logic

Supporting
Facts

Example of Unstructured Communication
For Logic and Facts to Be Effective, They Need to Clearly Lead to the
Recommendation and Be Mutually Supportive
ABC should go online and the first priority should be to
defend its current market share

Primary benefits
of the internet
strategy

Opportunities
and threats

ABC’s current
customers are
more likely to
shop online
than the
general
population

ABC’s
competitors
are increasing
their online
product
assortment

Without an
online channel
ABC risks
losing some
customers to
competitors

ABC’s online
sales in 2005
could reach
$100 million

Defend
market share

Grow
revenue

Develop
deeper
relationships
with
customers

Support ABC’s
operating
strategy

Example of Structured Communication
Clarity Translates Into Impact
Governing Thought:
Acme can reduce costs by $10mm in the
next 2 years through some operational
improvements

Key Line:
Re-engineer core
functions to save $5mm

Outsource non-core
functions to save $3mm

Differentiate service levels to
save $2mm

Support:

Evaluate
internal cost
of core
function

Compare
cost of
function to
best-in-class
benchmarks

Adopt best
practices
based on
benchmarks

Select
non-core
functions

Evaluate
cost and
service level
of potential
partners

Choose one
partner for
each
function

Segment
customers
by value

Determine
economic
level of
service for
each
segment

Shift lower
value
segments to
lower cost
channels

Groupings Pyramid
Overall Message

Reason
One

Reason
Two

Reason
Three

Argument Pyramid
Overall
Message

Statement

Why?

Statement

Recommendation

How?

Argument structures
Success looks We don’t look
like X
like X

You’re
pursuing A
Goal is Z

X is not right
for Y

Therefore,
make changes
to look like X

Winning
Therefore,
approach is B revise to
approach B
We have a gap Therefore, fill
relative to
the gap
that goal
It is right for
Therefore
Z
pursue X for
Z

What evidence do you have to support
your point?







Testimony of an expert
Personal experience
Statistics
Facts
Demonstration
Story

What Should The Intro Do?





Grab attention of audience
Secure credibility
Introduce theme
Preview structure

Ways to Gain Attention
• Connect your content to a problem in the
organization
• Use a parable/well known story
• Tell personal anecdote: how you got into the
topic
• Ask a question
• Describe a hypothetical scenario
• Draw a series of vignettes
• Throw out an offbeat statistic, fact
• Start with a quote

Remember to Use





Conversational Style

Use 7-8 volume level
Avoid speaking from notes
Allow natural gestures
Use inflection to help your
audience organize
• Use strong eye contact
• Practice out loud

Close with
Emphasis
•Sell your theme
•Restate your
main points
•Deliver with
strong volume

Traditional

Non
traditional

Be the main
event

Share the
main event

Serious tone

Humor and
enthusiasm

Read slides

Minimize
slides

Minimize
disruptions

Embrace
feedback

Control of
content

Memorable
soundbites

One way
delivery

Audience
involvement

Create dynamic presentations






One Theme
Convincing Evidence
Strong Opening
Conversational Delivery
Powerful Close

"The greatest problem with
communication is the illusion
that it has been
accomplished."
George Bernard Shaw


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