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  1. 1. Are You Being Heard: Speaking That Gets You What You Want Presented by Ariane David, PhD Senior Partner THE VERITAS GROUP Senior Lecturer CALIFORNIA STATE UNIVERSITY, NORTHRIDGE Adavid@TheVeritasGroup.com
  2. 2. The mind is a wonderful thing. It starts working the minute you are born and never stops until you get up to speak in public! George Jessel
  3. 3. A Presentation About Presenting Agenda • Preparation • Content • Creating a great PPT • Preparing to present • Delivery • Answering questions • Going after money
  4. 4. Preparation
  5. 5. • Who are they? • What are their interests? • What are their needs, expectations, beliefs, culture, norms, history as a group? Generation? Tailor your message, because one-size-fits-all fits no one. Your Audience
  6. 6. What this country needs is less public speaking and more private thinking. Roscoe Drummond
  7. 7. Your Thinking • What is the purpose/goal of the presentation? – Educate/inform – Convince – Elicit action – Be liked/entertain
  8. 8. • What is the purpose/goal of the presentation? – Educate/inform – Convince – Elicit action – Be liked/entertain • What is your purpose/goal for the presentation? – Stated – Personal Your Thinking
  9. 9. • What is the purpose/goal of the presentation? – Educate/inform – Convince – Elicit action – Be liked/entertain • What is your purpose/goal for the presentation? – Stated – Personal • What point do you want to get across? – Stated – Personal Your Thinking
  10. 10. Your Knowledge: Rule of Ten • Know ten times more than you say • Say ten times more than your slides say The best way to sound as though you know what you’re talking about is to know what you're talking about. Anonymous
  11. 11. Critical Thinking • Are all my points, premises, assumptions substantiated?
  12. 12. • Are all my points, premises, assumptions substantiated? • Can I show the “logic” of my conclusions? Critical Thinking
  13. 13. • Are all my points, premises, assumptions substantiated? • Can I show the “logic” of my conclusions? • Have I played “devil’s advocate” (try to shoot yourself down, because someone else will)? Critical Thinking
  14. 14. Content
  15. 15. Organizing Content • Decide on the most important points (5 to 7)
  16. 16. Organizing Content • Decide on the most important points (5 to 7) • How many points and how deeply you delve depends on available time
  17. 17. 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
  18. 18. 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
  19. 19. 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 • and stay on point!
  20. 20. Illustrating Content • People learn best when ideas become concrete • Give examples • Tell short relevant stories • Use visuals (not necessarily PPT)
  21. 21. Content: Three “C”s • Clear
  22. 22. Content: Three “C”s • Clear • Concise
  23. 23. Content: Three “C”s • Clear • Concise • Complete Make sure you have finished speaking before your audience has finished listening. Dorothy Sarnoff
  24. 24. Content: Language Beware of: • Acronyms, abbreviations and jargon that you have not defined in this presentation
  25. 25. “ The RFP calls for the SOW on the ASP before SAP go-live. Also, need RSVP to ASE: ASAP!” Taken from a major consulting firm’s PPT briefing to a new change management team.
  26. 26. Content: Language Beware of: • Acronyms, abbreviations and jargon that you have not defined in this presentation • Fuzzy words
  27. 27. 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”.
  28. 28. Examples of Fuzzy Words • team player • (in)effective • (ir)responsible • doesn't listen • is overbearing • crazy • Lazy • …and soooo many more!
  29. 29. Creating Powerful PowerPoints
  30. 30. Power Point: Rules Rule # 1: YOU are the show.
  31. 31. Power Point: Rules Rule # 1: YOU are the show. Rule # 2: Go for clarity: clean and simple
  32. 32. Power Point: Rules Rule # 1: YOU are the show. Rule # 2: Go for clarity: clean and simple Rule # 3: Form follows function Don’t be afraid to have fun!
  33. 33. Business PPT Slide Design: DO’s • One thought per slide
  34. 34. Business PPT Slide Design: DO’s • One thought per slide • White or light background
  35. 35. Business PPT Slide Design: DO’s • One thought per slide • White or light background • Dark type - color highlights OK
  36. 36. Business PPT Slide Design: DO’s • One thought per slide • White or light background • Dark type - color highlights OK • Cite your facts where possible
  37. 37. Business PPT Slide Design: DO’s • One thought per slide • White or light background • Dark type - color highlights OK • Cite your facts where possible • Poof read
  38. 38. Here's the details for the October Hill Country Wine & Supper Club Dinner: Date: Thursday, October 4, 2012 Time: 6:30 p.m. Where: River City Grille, Marble Falls, TX Cost: $40 per person, which includes a three- course meal, three glasses of wine, and recipe booklet. Tax and gratuity not included. Featured Winery: Stone House Vineyard October Hill Country Wine & Supper Club Menu Warm Artichoke & Crap Dip with Toasted Baguettes Filet of Sole Fish En Papillote with Au Gratin Potatoes Raspberry & Chocolate Cream Cheese Stuffed Cupcakes
  39. 39. Business PPT Slide Design: DON’Ts • Negative (white on black)
  40. 40. Business PPT Slide Design: DON’Ts • Negative (white on black) • Dark on dark; light on light; red on green
  41. 41. Business PPT Slide Design: DON’Ts • Negative (white on black) • Dark on dark; light on light; red on green
  42. 42. Business PPT Slide Design: DON’Ts • Negative (white on black) • Dark on dark; light on light; red on green • Animation, graphics, cartoons, special effects
  43. 43. Business PPT Slide Design: DON’Ts • Negative (white on black) • Dark on dark; light on light; red on green • Animation, graphics, cartoons, special effects •Fancy fonts and small type
  44. 44. Business PPT Slide Design: DON’Ts • 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
  45. 45. Business PPT Slide Design: DON’Ts • 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
  46. 46. Business PPT Slide Design: DON’Ts • 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 • Slides crammed with “stuff” Note: these things might look good on your monitor but usually don’t work when projected.
  47. 47. Business PPT Slide Design: Exceptions Charts, graphs and diagrams • Clarify • Simplify • Add a necessary visual component
  48. 48. Pie Chart • Represents a bounded/whole • Shows how the bounded whole is divided into parts • Depicts an instant in time Ex. Budget
  49. 49. 50 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%)
  50. 50. 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
  51. 51. 52 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 Board Members Note: Priorities were counted only once per board member (even if the board member mentioned it 2 or more times).
  52. 52. 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
  53. 53. The Little Shop of PPT HORRORS!
  54. 54. MLE RFI/RFP Process XXXXXX) MLE Service Level Agreement (SLA) Matrix Critical Service Levels Tower - Finance and Accounting Total 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 Payable Allocation of Pool Percentage 40% Measurement 100.00% % of 1.1 Invoice Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice 1.1.1 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 Entertainment Allocation of Pool Percentage 25% Measurement 100.00% % of 1.2 T&E Report Processing and Disbursements - Performance category Eff + mos** Expected Minimum Window Allocation* Invoice 1.2.1 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 Management Allocation of Pool Percentage 30% Measurement 100.0% % of 1.3 Treasury Support and Cash Management Services - Performance Category Eff + mos** Expected Minimum Window Allocation* Invoice 1.3.1 Bank accounts reconcile to the general ledger 0 98.00% 95.00% Monthly 100.0% 0.00% Section Ref - Projects/Fixed Asset Accounting Allocation 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* Invoice 1.4.1 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%
  55. 55. 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. 56. 58 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 1 Research & Analysis 2 Synthesis 3 Rapid Design /Visualization & User Testing Gather Contextual Research Plan & Perform User Research Develop Design Insights 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 4 Specificatio 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
  57. 57. Evidence of the Leadership LabyrinthEvidence of the Leadership Labyrinth Educational and Work AttainmentEducational and Work Attainment 16.816.8%% 83.2%83.2% Mem bers of U.S. CongressMem bers of U.S. Congress 15.215.2%% 84.8%84.8% Hold ing Boa rd Sea ts in Fortune 500 Com pa niesHold ing Boa rd Sea ts in Fortune 500 Com pa nies 33%% 97%97% CEOs in Fortune 500 Com pa niesCEOs in Fortune 500 Com pa nies WomenWomen MenMen The Leadership GapThe Leadership Gap 57.557.5%% 42.5%42.5% Ea rning Ba chelorEa rning Ba chelor ’’s Degreess Degrees 46.746.7%% 53.3%53.3% In U.S. La bor ForceIn U.S. La bor Force 50.850.8%% 49.2%49.2% In Ma na geria l/Professiona l PositionsIn Ma na geria l/Professiona l Positions WomenWomen MenMen
  58. 58. Real Property Lien Automation Generates Traditionally Record Lien “E-Record” Real Property Lien Notice of Support Judgment County Recorder Office Enter Recording Info 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 Forms Generation Lien Info 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
  59. 59. CSG: CONSOLIDATED SOURCING GROUPS Other Key Stakeholders & Business Units Design Marketing Manufacturing Engineering Legal Finance 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.
  60. 60. 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. Global Procurement
  61. 61. Delivery
  62. 62. Preparing The Show • Know exactly what you want to say (clear and concise)
  63. 63. Preparing The Show • Know exactly what you want to say (clear and concise) • Rehearse, rehearse, rehearse
  64. 64. Preparing The Show • Know exactly what you want to say (clear and concise) • Rehearse, rehearse, rehearse • Send out “pre-reads” where possible Grasp the subject, the words will follow. Cato the Elder
  65. 65. Speaking • Start powerfully!
  66. 66. Speaking • Start powerfully! • Stay on point
  67. 67. Speaking • Start powerfully! • Stay on point • Say it once the best way
  68. 68. Speaking • Start powerfully! • Stay on point • Say it once the best way • Big words don’t make you look smart
  69. 69. Speaking • Start powerfully! • Stay on point • Say it once the best way • Big words don’t make you look smart • Neither do filler words (white space)
  70. 70. Speaking • Start powerfully! • Stay on point • Say it once the best way • Big words don’t make you look smart • Neither do filler words (white space) • Stay on time
  71. 71. A good speech should be like a woman's skirt: long enough to cover the subject, but short enough to hold interest. Winston Churchill
  72. 72. 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
  73. 73. Taking Questions If the questions are about how you created your PPT special effects…you’ve failed!
  74. 74. Taking Questions • Anticipate questions
  75. 75. Taking Questions • Anticipate questions • Be your own devil’s advocate
  76. 76. Taking Questions • Anticipate questions • Be your own devil’s advocate • Take a full breath before speaking
  77. 77. Taking Questions • Anticipate questions • Be your own devil’s advocate • Take a full breath before speaking • Understand the question before answering - ask
  78. 78. Taking Questions • Anticipate questions • Be your own devil’s advocate • Take a full breath before speaking • Understand the question before answering - ask • Keep answers short (3 Cs)
  79. 79. Taking Questions • Anticipate questions • Be your own devil’s advocate • Take a full breath before speaking • Understand the question before answering - ask • Keep answers short (3 Cs) • Be on point
  80. 80. Taking Questions • Anticipate questions • Be your own devil’s advocate • Take a full breath before speaking • Understand the question before answering - ask • Keep answers short (3 Cs) • Be on point • Stay cool
  81. 81. Going After Money
  82. 82. The Law of Giving Law : People give because they are moved i.e., their emotions are engaged.
  83. 83. 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.
  84. 84. 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.”
  85. 85. Let them become excited and when they are… give them the opportunity to participate by giving money.
  86. 86. Every speaker has a mouth; An arrangement rather neat. Sometimes it's filled with wisdom. Sometimes it's filled with feet. — Robert Orben
  87. 87. Are You Being Heard: Speaking That Gets You What You Want Questions/Comments/Feedback? Ariane David adavid@TheVeritasGroup.com Additional Information The Veritas Group TheVeritasGroup.com 818-704-6718

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