conceptualising, creating and delivering effective ... · – storyboarding an introduction –...
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Conceptualising, Creating and
Delivering Effective Presentations
Agenda
• Conceptualising
– Understanding the audience, purpose and content
– Structuring Ideas
• Creating
Conceptualising Creating Presenting
• Creating
– Developing the content
– Storyboarding an Introduction
– Setting up a flow
– Best Practices in writing Decks
• Presenting
– Thinking about what to say and who to say it to
– Socializing your presentation
– Delivering the presentation
Review the above topics
Agenda
• Conceptualising
– Understanding the audience, purpose and content
– Structuring Ideas
• Creating
Conceptualising Creating Presenting
• Creating
– Developing the content
– Storyboarding an Introduction
– Setting up a flow
– Best Practices in writing Decks
• Presenting
– Thinking about what to say and who to say it to
– Socializing your presentation
– Delivering the presentation
Review the above topics
Agenda
• Conceptualising
– Understanding the audience, purpose and content
– Structuring Ideas
• Creating
Conceptualising Creating Presenting
40%
• Creating
– Developing the content
– Storyboarding an Introduction
– Setting up a flow
– Best Practices in writing Decks
• Presenting
– Thinking about what to say and who to say it to
– Socializing your presentation
– Delivering the presentation
Review the above topics
30%
30%
Required
Inputs
Call to
Action
The Audience
Conceptualising: Start with the end in mind
• What do they need to know and what do they already know?
• What was the discussion so far?
• What do I need to do prior to the meeting?
• What do I hope to achieve?
• What do I want them to do after listening to me?
• Is there an overall message I wish to convey?
• Who am I addressing ?
• What is their role/background?
• What are they likely to want to see?
• Do I have credibility with them?
One needs to understand the audience, the objective and the message well before
deciding how to present the case or structure the deck.
Understanding the audience
• Who am I presenting to?
– Roles or Backgrounds
– Motivations and Interests
• What is the message I want to convey?
– What do I need the audience to do, what do I want the audience to understand ?
– Is there a positioning or framing message to convey ?
– Think about the longer story arc ! – Think about the longer story arc !
• What work has been done so far?
– Has this information been shared with them in any manner? How much
background building is needed?
– Was there any previous decision taken and has it been taken into account ?
• (For e.g. While re-submitting a rejected proposal, have we addressed the changes requested?)
– Is the audience already convinced or skeptical ?
Building a presentation is similar to making a movie, it needs to appeal to the audience !
Building a story
• The Introduction sets the stage for the detail that is to follow and brings the reader
or the audience to the same page as the presenter
• A good introduction:
– Explains the Situation or the background
– Identifies the Complication or the need for the presentation
– States the Question being answered in the rest of the deck
A good introduction prepares the reader for the detail that is to follow and ensure that the
presenter and reader are on the same page at the outset.
Question
• What is the question that is triggered by complication ?
Complication
•Why is this presentation needed?
Situation
•What is the background?
Using the “SCQ” structure
Directives Request for
Funds
Change
Approvals
Proposal
Letters
Situation We want to
accomplish X.
I want $$$ for
this project
Someone must
change a process
from X to Y.
The firm has a
problem.
Complication To do that, we
need you to do
action Y.
I need your
approval
He doesn’t know
how to.
They have
decided to bring
in an outsider.action Y. in an outsider.
Question How and why do
you do it?
Should you
approve?
How does he do
it?
Who is the
right outsider to
solve it? Is it
you?
Answer Here’s a list of
reasons & the steps
Yes and Here’s
why.
Here’s a list of
steps
Yes and Here’s
why.
A good introduction will contain the details above in an appropriate form and manner.
Developing Content: Top-Down Storyboarding• Building a Top-Down Story board
– Ideas can form a pyramid structure under a
single thought which is the central message of
the deck or the action that is sought.
– The layers below form a Question and Answer
dialogue (e.g. How, Why)
• Ideas at the node must be summaries or synthesis • Ideas at the node must be summaries or synthesis
of ideas grouped below
– Must be logically the same (e.g. steps,
reasons, problems)
– must be in some logical order (e.g. time,
structure, degree, deductive)
Ensure that the ideas covered are mutually exclusive and collectively exhaustive - covering
all items of information without duplication.
Related reading : The Pyramid Principle by Barbara Minto
Why structure content?
The Human
“Laundry” List
• Presenting a list of loosely related
points
• Topping off the list with an
“intellectually blank assertion” (e.g.
ten steps or five problems)
Need to group and synthesise
your ideas
Human Mind
Naturally, begin to group and synthesize your arguments and ideas in order to remember
them. It is important for us to the legwork to group the ideas to make it easier for readers
• We think and process facts and ideas
bottom-up and one by one
• But we understand and store
information top down
How does structuring help?AfterBefore
From: A Concerned Intern
To: Mayor Bloomberg
Dear Mayor Bloomberg,
I spent the summer talking to companies in NYC
and here is my finding:
1. High wage rates
2. High energy, rent, land costs
From: A Concerned Intern
To: Mayor Bloomberg
Dear Mayor Bloomberg,
I spent the summer talking to companies in NYC. The
consistent message is that future of NYC looks bleak:
High Costs
1. High wage rates
2. High energy, rent, land costs2. High energy, rent, land costs
3. High transportation costs
4. High taxes
5. Lack of modern factories
6. Old infrastructure
7. Business associates moving to suburbs
8. New centers in NJ
For the next cycle, I will report on potential
recommendations,
The Concerned Intern.
2. High energy, rent, land costs
3. High transportation costs
4. High taxes
Unsuitability of the area
1. Lack of modern factories
2. Old infrastructure
Availability of alternatives
1. Business associates moving to suburbs
2. New centers in NJ
For the next cycle, I will report on potential
recommendations to address the root causes, and look
to work with your office on implementation.
The Concerned Intern.
Summarize and Synthesise !
Summary vs. Synthesis
Facts
1. I have misplaced my keys
2. My passport is not where I thought it was.
3. My tax return is 2 months late.
Summary
?
Synthesis
?
Summary vs. Synthesis
Facts
1. I have misplaced my keys
2. My passport is not where I thought it was.
3. My tax return is 2 months late.
Summary
I have lost my keys and
passport and am 2 months
late on my tax return
Synthesis
I am not very organized
Synthesis adds value and gets to the root cause or underlying theme of a list.
Synthesis – An exampleAfterBefore
Issues with our sales and inventory system
1. The report is published on Thursdays and the
weekly sales meeting is on Mondays.
2. Inventory data is unreliable
3. Inventory data is too late
4. Inventory data and sales data do not tally
5. We want reports with better formats
The Sales & Inventory system produces a
useless report:
1. Unreliable data:
1. Inventory numbers are unreliable
2. Inventory and sales numbers do not
tally
5. We want reports with better formats
6. I can’t find out what the exceptions are
7. They want elimination of meaningless data
2. Poor Format
1. Reports with better formats
2. They want elimination of meaningless
data
3. They want exception highlighting
3. Timing of report
1. Inventory data is too late
2. Report frequency is not appropriate
Find the logical framework that holds the bullets together and trace to the inherent insight
that holds the bullets together. More often than not, the action will be linked to the
insight and not the original list !
Structuring the flow
Set up your Introduction
• Cover the SCQs
Explain the Framework
• Layout a map for
Layout the Sub-points
• Use the pyramid
Define the next steps
• Call out what • Cover the SCQs • Layout a map for
the reader to
follow
• Use the pyramid
principle to
structure the
thinking
• Call out what
you want the
reader to take
away or do
Spending time to build the concept and structure the message up-front will minimize the
amount of re-work while creating the presentation.
Laying out the details
Objective To determine if JJ LTD. should proceed with investing in the US.
Issues to be
Considered
A. Strength of the US Economy
B. Profit Potential
C. Feasibility
Issue A
Evidence
Conclusion
Strength of the US economy
1. Largest share of world’s GDP
2. Most foreign trade
3. Expect increase in foreign investment
US is the world’s leading economy
Issue B Profit PotentialIssue B
Evidence
Conclusion
Profit Potential
1. Rigorous cost control
2. Solid competitive position
US industry returns are attractive
Issue C
Evidence
Conclusion
Feasibility of entry
1. Fragmented market
2. Customers receptive to new product
Barriers to entry can be overcome
Summary of
Conclusions
JJ LTD. Should proceed with the efforts to capitalize on US opportunities
A. US is the world’s leading economy
B. US industry returns are attractive
C. Barriers to entry exist but can be overcome
Appendices Macroeconomic data, Profitability Analysis, Market Sizing, Competitor Analysis
Depending on the audience, one may need to set context and provide a lot of details.
BLUF – Bottom Line Up FrontAfterBefore
Remember last week in the park when you told
my friend you thought I was stupid and she told
me what you told her.
Also when I was not looking, you took some of
the nice biscuits from my tiffin. I know it was
you because I counted them before I left my box
I HATE YOU !
You made a nasty comment about me, copied
my home work and stole my snack.
you because I counted them before I left my box
with you.
Then on Friday, when I had left my project on
the teacher’s table, you added your name and
removed mine from it.
For all these reasons, I do not wish to be friends
with you anymore. I hate you.
One way of ordering the message is to lead with the conclusion and then follow with
reasons in the order of priority.
BLUF – Bottom Line Up Front
Objective To determine if JJ LTD. should proceed with investing in the US.
Recommendation
Preview of the
Conclusion
JJ LTD. Should proceed with the efforts to capitalize on US opportunities
A. US is the world’s leading economy
B. US industry returns are attractive
C. Barriers to entry exist but can be overcome
Conclusion 1
Evidence
US is the world’s leading economy
1. Largest share of world’s GDP
2. Most foreign trade
3. Expect increase in foreign investment3. Expect increase in foreign investment
Conclusion 2
Evidence
US industry returns are attractive
1. Rigorous cost control
2. Solid competitive position
Conclusion 3
Evidence
Barriers to entry can be overcome
1. Fragmented market
2. Customers receptive to new product
Recommendation PROCEED !
For most communication, leading with the conclusion gets the attention of the audience /
builds interest and allows them to follow the argument.
Laying out a SlideDon’tDo
• Use consistent layouts and help
the reader understand where they
are at all times
• Use tag lines at the top or the
bottom on each slide to convey
the key message
• Do not use distracting Clip Art and
write long chunks of text
• Do not use Animations or
transitions. Some people look at
presentations in print !
Let the message or data control the layout, but look at it from the perspective of a reader
to make sure it is easy to follow and tailor it to the logistics of the presentation.
the key message
• Keep the use of bulleted lists to
the minimum
• Use graphs and graphics if they
make it easier for the user the
understand.
• Don’t have too many ideas on one
slide.
• Don’t mix fonts, colors etc. No
more than 3 colors on a slide, no
more than 2 font types on page.
Conveying the message
Sometimes the message is what the slide does not say !
Preparing for the Presentation
• Plan the presentation –
– Identify key decision makers and ensure their availability
– Run through talking points and think through questions in advance
– Assign roles and hand-offs / transitions if it is a team presentation
• Begin to get buy-in early and build credibility –• Begin to get buy-in early and build credibility –
– Socializing the material with all key stakeholders (ensure there is buy-in)
– Address their concerns up-front
– Ensure there are no “surprises” in the meeting
Effective Delivery
• Get logistics out of the way
– Pre-run the presentation on the equipment
– Prepare any needed hand-outs
– If it is a team presentation, assign roles and ensure seamless transitions
– Start on (or close) to schedule
Make eye-contact with everybody and speak to the entire audience• Make eye-contact with everybody and speak to the entire audience
• Identify the decision makers in the room and check if they are “on-board”
• Pause for questions and comments or maintain a “Parking Lot”
• While answering questions, think through and answer. Do not rely on the slides. It is okay to say “May I get back to you?”
Lessons from DilbertLessons from Dilbert
Remember your audience !
Plan ahead !
Be clear !
Structure well !
Keep it simple !
Provide useful and usable data !
Send a clear message !
Be Prepared !
Some final thoughts
• Start with the end in mind: Always understand what you wish to accomplish through the communication or
interaction
• Start with the answer first: Get to the point to get attention (and tell a compelling story to keep it.)
• Use the 80-20 rule: Spend 80% of your time structuring and thinking and just 20% actually making slides.
• Start with a good introduction:
– Sort out the introductory information first
– Limit the introduction to what the listener will agree is true
– Always put historical chronology in the introduction. You cannot tell the listener what happened mid-way
• Tell a good story:
– Use the pyramid principle to structure the deck
– Key lines must be expressed as ideas or statement and not as single words.
– Don’t give findings that do not lead to conclusions
– Don’t state conclusions that are not based on findings
• Eliminate the “little things”: so the focus stays on the “big things”
– Keep your formatting consistent - Titles, fonts, layouts
– Explain abbreviations, avoid spelling errors
– Print your deck and read it !