connect to gain support - boston spin · 2017. 9. 12. · presentation overview connect to gain...
TRANSCRIPT
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WILDER PRESENTATIONS
Connect to Gain Support
Claudyne Wilderwww.wilderpresentations.com
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Plan Your Connections
Develop: contentDevelop: content Design: slides Deliver: unique style
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Save Time & Focus Your Message
Fill OutPresentation Overview
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Presentation OverviewConnect to Gain Support
Objective: Provide tools to be an effective presenter 3 key messages:
• 1: Develop content for your audience, not yourself• 2: Design slides for your decision-makers• 3: Deliver an effective presentation by rehearsing
Theme: Plan how to connect to your audience Stories to tell: Executive preparation, coaching I want the audience to:
• Say…This time was well spent• Do…Call me for to find out more about my seminars, consulting• Feel…Excited to do the next presentation
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Save Time & Focus Your Message
Fill OutPresentation Overview
Do An Executive Summary
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Connect to Gain SupportClaudyne’s Executive Summary
• Presentation Overview• Executive Summary• Format
Develop Your
Content
• Less slides • Only decision-making slidesDesign Your
Slides
• Real rehearsalDeliver With Confidence
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Present Situation Behind on the timeline for Project V
Solutions Done Hires one person and offering overtime Talked to outside vendor about costs
Problems 2 people left department Costs for materials doubled, now over projected budget
Change Proposal Executive Summary
Next Steps Hire one more person: our task Senior executive to call and meet with vendor
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Benefits • Manufacturing costs reduced• More sales• 2 new market segments
Decision Priorities
• Customers: focus groups said yes• Product ingredients: all organic• New vendors: reliable
Question and AnswerQuestion and AnswerExecutive SummaryExecutive Summary
Question Shall we reformulate the product?
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Resellers Are Not Getting Higher IncentivesProblem to Benefits Executive Summary
Why Don’t receive information at the right time Don’t have time to check status of sales numbers Don’t know how close they are to a higher % incentive
Solution Send them a monthly spreadsheet with their information
Benefits for them… Higher incentives More motivated Purchase and sell more of our products
Everyone is more satisfied: They sell & we sell!
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Change ProposalExecutive Summary
What’s not working with the present situationChange recommendedBenefits of changeNext steps to implementation
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Vision In ActionExecutive Summary
Focus •Text
3 Goals •Text
Collaborations •Text
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Save Time & Focus Your Message
Fill OutPresentation Overview
Do An Executive Summary
List 1 – 2 Stories /Examples To Share
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Tell A Story or Give An Example
Before Plot Point After
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Save Time & Focus Your Message
Fill OutPresentation Overview
Do An Executive Summary
List 2 – 3 Stories /Examples To Share
Choose A Format From Presentations in a Hurry CD
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Use A Format
Sell an idea Recommend a strategy Convince people of a
problem
Next Steps
Recommendation
Summary
Examples
2nd Agenda Item
1st Agenda Item
Executive Summary
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Convince People of a Problem
Name, Date
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List Present Situation Here
• Text
• Text
• Text
• Text
Key Problems
Solutions
Support Needed
Benefits
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Present Situation
Describe how we operate today to set the purpose of the presentation
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Problem
Problem
Problem
Problem
Problem
Problems with the Present Situation
Problem
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Title: Key Point of Chart
0
10
20
30
40
50
60
70
80
90
100
Year Year Year Year
Problem 1 Problem 2 Problem 3
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Are There Any Other Problems Resulting From This Situation?
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Areas Affected by the Situation
Text TextText
Text
Text
Text
Text
Text
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Why Solve the Problem?
Advantages
TimeSalesAccuracyCustomer satisfactionProductivityCostMeeting business objectivesLess frustration
Who Benefits
CustomersWhich company functions
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Ideas to Solve the Problems
• Advantage • Disadvantage
Idea 1
• Advantage• Disadvantage
Idea 2
• Advantage• Disadvantage
Idea 3
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Recommendations to Begin
You gave ideas for solving the problem on slide 18. List here the first recommendation you suggest.
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Requirements
CostsPeople neededTime requiredMeetings neededOrganizational buy-inCustomer time
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Next Steps
Step Who Is Responsible
List a step here List who is responsible
List a step here List who is responsible
List a step here List who is responsible
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Your Questions & Comments
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Title: Repeat the Vision
What will be different after the recommendation?• Show a picture• Show new statistics• Blank out the screen and tell a story about how things will
be different
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Develop: ContentDevelop: Content
5 minutes to create an executive summary3 minutes to share it with someone else
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Save Time & Focus Your Message
Fill OutPresentation Overview
Do An Executive Summary
List 2 – 3 Stories /Examples To Share
Choose A Format From Presentations in a Hurry CD
Create Slides,Poster or Draft
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Plan Your Connections
Develop: content
Design: slidesDesign: slides Deliver: unique style
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Create Understandable Visuals
Words• Same word on a slide one time• No sentences
Titles • Put the key result in the title• Put the key number (s) from the graph
Readable• Type and size: Not all caps
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Revenue($M)
Operating Income(% Revenue)
Company Is On Target
100
130
160
190
220
250
0
5
10
15
20
2005 2006 2007 20082005 2006 2007 2008
10%
14%17% 17%*
$150
$180 $186
$225
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Company Is On Target
Operating Income(% Revenue)
10
17
14
0%
5%
10%
15%
20%
2002 2003 2004 2005E
17*
Revenue ($M)
150
186180
$100
$130
$160
$190
$220
$250
2002 2003 2004 2005E
225
2006: Wing Expansion
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Corporate Barriers That Hamper Agility5
26%
13%
13%13%
12%
8%
7%
4%3%
1%
Overly centralized, slow, or complex decision-makingprocessPoor coordination and control of multiple initiatives inorganizationInconsistent communication of objectives, targetsBoundaries, real or imagined, that impede free flow ofinformation and ideas across the organizationUnclear accountabilityInsufficient employee skills, talentsRestrictive rules and processes related to operational,administrative activitiesManagers' lack of access to up-to-date performanceinformationIncompatible information systemsOther
* Macias-Lizaso, G, and Thiel, K. “Building A Nimble Organization: A McKinsey Global Survey.” The McKinsey Quarterly, Web exclusive, July 2006.
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©2007 HT&S, LLC. All rights reserved.
Reduce Barriers That Hamper Agility
13%Inconsistent communication of objectives, targets
13%Boundaries, real or imagined, that impede free flow of information and ideas
Unclear accountability 12%
26%Overly centralized, complex decision-making processes
13%Poor coordination and control of multiple initiatives in organization
* Macias-Lizaso, G, and Thiel, K. “Building A Nimble Organization: A McKinsey Global Survey.” The McKinsey Quarterly, Web exclusive, July 2006.
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0%
10%
20%
30%
40%
50%
60%
70%
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Liab
ility
as
Perc
ent o
f Ass
ets
Commercial banks held steady with jumbo CDs compensating for deposits lost elsewhere
Source: Flow of Funds Data, www.federalreserve.gov
Total Deposits Small Time & Savings Deposits Checkable Deposits Large Time Deposits
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0%
10%
20%
30%
40%
50%
60%
70%
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Liab
ility
As
Perc
ent o
f Ass
ets
Commercial Banks Held SteadyCommercial Banks Held Steady Jumbo CDs Compensate For Deposits Lost ElsewhereJumbo CDs Compensate For Deposits Lost Elsewhere
Source: Flow of Funds Data, www.federalreserve.gov
Total deposit
Small time & savings deposits
Checkable deposits
Large time deposits
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In better locations
30% Execution
47% Location - local retail environment, small business demand, overall site visibility, brand strength of local competition
23% Demographics - household income, household growth, population density
Source: Hal Hopson and Stephen Rymers, 2003
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What is the best predictor of branch profitability?What is the best predictor of branch profitability?
Source: Hal Hopson and Stephen Rymers, 2003
30% Execution
47% LocationLocal retail environment, small business demand, overall site visibility, brand strength of local competition
23% DemographicsHousehold income, household growth, population density
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• Management’s execution of the branch
• Household income• Household growth• Population density
• Local retail environment• Small business demand• Overall site visibility• Brand strength of local competition
Predicting Branch Behavior Predicting Branch Behavior
30% Execution
23% Demographics
47% Location
Source: Hal Hopson and Stephen Rymers, 2003
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Ways You Can Practice Calming Your Nervousness Before & During A Talk
You have to breathe when you are talking in front of people Too many customer care issues You have to rehearse out loud at least one time. Try to rehearse at least two to three
times. While you are waiting to present, take some deep breaths Get some people to listen to you as you rehearse. They can give you useful
feedback. Be nice to yourself and encourage yourself as you speak
• Yes, you sound confident• Yes, you recuperated very well after that last question
When you tell stories, you relax and can use some emotion Stories engage the audience and they like to then go tell others the story you may
have told Don’t say these comments to yourself
• I don’t know what I am talking about• I know I sound nervous and my voice cracks
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Breathe
Self-Talk
Practice
Tell Stories
Before: Practice slow inhales and exhales During: Take time to breathe and relax
Rehearse out loud Get people to listen
Before: Say positive comments to yourself During: Say encouraging comments
Relax and calm you Engage the audience
Calm Yourself When Presenting
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Diversity Scorecard Project
USC
Math Placement Results: 100 Students
105 112 115 125Calculus
265AfricanAmericans 38 17638 1
Whites 1526 1121 27
923 23Asians 15 30
33Latinos 40 37 17
18
38
20
53
TransferableRemedial
82
80
47
62
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Diversity Scorecard Project
USCDiversity Scorecard Project
USC
>3.5 3.0-3.49 2.5-2.99 <2.49
GPA Distribution for Graduating Seniors
Whites
Latinos
Asians
AfricanAmericans
23%40% 14%23%
9% 34% 26%32%
25%38% 15%22%
22% 38%33%8%
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Diversity Scorecard Project
USCDiversity Scorecard Project
USC
>3.5 3.0-3.49 2.5-2.99 <2.49
GPA Distribution for Graduating Seniors
Whites 40%23%
Latinos 9% 34%
Asians 38%22%
AfricanAmericans 22%8%
=37%=37%
=58%=58%
=40%=40%
=71%=71%
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Growth In Services
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2003 2004 2005 2006 2007
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Growth in Services
36.0%
30.0%
18.9%18.0%17.6%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2003 2004 2005 2006 2007
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Service Growth Due To New Customer
0.0%2003 2004 2005 2006 2007
New customer in 2006 increased service requests in 2007
36.0%
30.0%
18.9%18.0%17.6%
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Valve Gates
Plunger-type valve pin closes the gate with a diametrical seal
Why?Plunger gates don’t require force to shut-off the gatemake a consistent ejector-pin type vestige
Why?Pneumatics can’t force the pin into the gate preventing damage to the gate
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Agenda (cont.)
Pre-workQuestionnaire
Looking at personal results
Intro to Kolb
Learning Styles
Practical application in HMI LS
groups
Presentation of data of several
studiesApplication of Kolb LS on curriculum
development
Synthesis
How can this be applied to our teaching
designs
What?
If?
Part 1
Part 2
Part 4
Part 3
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Part 4
Part 3
Part 1
Part 2
Agenda
Lookingat personal
results
Practical applicationin HMI LS
groups
Presentationof data
of several studies
Applicationof Kolb LS
on curriculum development
Synthesis
Pre-workquestionnaire
Application our teaching
designs
Introto Kolblearningstyles
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©2007 HT&S, LLC. All rights reserved.
MSL
Str
ateg
ic D
iffer
entia
tion Ultimately, MSLs Can Create More
Value by Seeing Broader Landscapes
…and understanding how they are perceived as well
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MSLs Create More Value…
©2007 HT&S, LLC. All rights reserved.
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South America – Conserving A Continent
TNC: In Partnerships To ProtectPut your name and date here
CREDIT
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Protected…46.8 million hectares8,000 kilometers of rivers worldwide100 marine conservation projects
© Sergio Pucci / TNC; © Chris Helzer / TNC; © Nancy Sefton
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CAFI (Brazil)
Importance
• Biological and cultural diversity• World’s largest rain forest• > 1/5th in indigenous lands
60
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CAFI (Brazil): Stewards of The Forest
• COIAB: > 90 member groups• Training environmental agents• Management plans
• 3 classes graduated• 60 agents trained• Millions of hectares mapped
and covered by management plans
Work Results
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Save Time & Focus Your Message
Fill OutPresentation Overview
Do An Executive Summary
List 2 – 3 Stories /Examples To Share
Choose A Format From Presentations in a Hurry CD
Create Slides,Poster or Draft
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Plan Your Connections
Develop: content Design: slides
Deliver: unique styleDeliver: unique style
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Jackets Portray Authority
(John T. Malloy, New Women’s Dress for Success)
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Practice Pro-Active Success
Practice out loud Put yourself in a good mood Practice using technology Get there early
“Tell me something I don’t know!!!”
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“Free” Delivery Skills HandoutJust Email Claudyne
Seminars• Winning Presentations Seminar• Creating PowerPoint Presentations That Get Your Point Across
Individual Presentation Coaching Speech: The Tango of Presenting
Claudyne Wilder of [email protected]
617-524-7172