The document outlines an agenda for a skills development workshop called "Battle of Minds 2013". The agenda includes sections on building skills through activities like mind mapping and storytelling. It provides guidance on effective presentations, noting they should be a story, case for change, or convincing argument. It discusses interpreting audiences and using body language, eye contact, and content appropriately. The document emphasizes that presentations should focus on benefits and solving problems, not style or animations. It encourages workshop participants to think logically and focus on consumer relevance when developing strategies and solutions.

1. YourSkillDevelopmentToday
Battle of Minds 2013
Agenda
Introduction
Skills Development
Build yourself
Mind Mapping
Story Building Sample

2. Who will we be working with today
Lets form Teams…

3. Introduction
About Us
 Who am I
 Why am I here
About You (Take 2 minutes to tell the members of your group)
 Pick one of 2 themes (Season/ Colour)
 In the context of the theme, who are you (What’s your story)
 Why are you here
 What are your strengths
 What are your key gaps
 About Today
 How are we going to learn today
 What are your expectations from today

4. Lets Warm Up
A clerk at a butcher shop stands five feet ten inches tall and wears
size 13 sneakers. What does he weigh?

5. The Myth About Presentations
 Its all about style
 Animations are essential
 Splash it with colours
 Presentations are an exciting way to deliver a message
 Presentations capture everything we want to say
 Presentations are great to convince an audience
 “Lets not show numbers”
 One size fits all
 Say as much as you can
 Presentation is about the presenters
 Technical, academic, business, sales presentations are each different in every aspect

6. What is a presentation
Communication tool for
 What we want to achieve (Objective)
 Where will we achieve this (Location, process, people, systems)
 Why we need this (Case for change)
 How the objective will be realised (Method)
 What resources will be spent realising it (Resourcing – financial, human capital)
 When will we get this done (Time)
Essentially a presentation is:
 A Story
 A Case for Change
 A convincing argument
 A sequence/flow of logic
 Note: Prequel to any presentation is an elevator pitch!
 What does an elevator pitch have?
 “Here’s what our project is about…”
 “Here’s why it is important to do it…”
 “Here’s what success will look like…”
 “Here’s what we need from you…”

7. Lets convince Steve Jobs
 Steve Jobs has just returned back to earth for 20 minutes and he is not happy
with Apple’s board or the performance of the company. He has executive
power for these 20 minutes.
 Prepare a 2 minute elevator pitch as a group to Steve Jobs as to why you
should be in his Top Team to drive the Business.
 Time to Prepare : 10 Minutes
 Time to Present: 2 minutes

8. What is a presentation (continued)

9. What are core presentation skills
 Interpreting the Audience
 Body Language
 Voice Modality
 Eye Contact
 Content
 What’s in your slide?
 What do your slides look like?
 Are you making people read a lot?

10. How do we make presentations
 Write the story on paper
 Think how you want to tell the story
 Translate the story to on-screen presentation
 Tell the story

11. 5 Dimensions of Presenter Credibility

12. What creates a bad presentation

13. Why do people dislike Powerpoint

14. What do you really need to focus on
 People want to know the benefits
 “Its only a problem if you have a solution”

15. How do you persuade

16. I get it but…
…how do I solve the case?!?

17. How should we think? – Building the Story
Have we covered
how we will make
the strategy
happen?
Do we have cost
plans?
Are roles and
responsibilities
defined?
Have we justified
the “How”
Do we know how
the money will
come in?
Are we reflecting
insights and facts
in the justification?
Recommendation
Have the benefits
been identified
and quantified?
Have we stated the
benefit?
Does the strategy
answer the
question?
What is the answer?
Do we have a key
question that
stems from the
analysis
Have Opportunities
been included?
Is this the right
question?
What is the pivotal
question to
materialise the aim?
Identify the main
issues
Identify the cause
What happens if
we change
nothing?
Which
option/change
takes us to the
desired aim?
Change,
Complication,
Consequence
Is there a clear
Aim?
How do we define
success
Are there any pre-
set objectives?
Can we answer a
“so what…”
question?
Start Point/So What…

18. What you need to remember
Where is the
issue
• What is the objective
of the business
• Business context
• Size of the issues
What are the
facts
• What do we know?
• What are the trends?
• What is the market
like?
• Who are in the
target?
How do we want
to approach the
solution
• What are the
options?
• What is feasible?
• Where is the
performance
impact?
• Where is the wealth
impact?
What is the
solution and
how do we make
it work
• Which option do we
take?
• How are we rolling it
out?
• How do we keep it
alive?
 What are your key
segments?
 What are your consumers
like?
 Expectations
 Aspirations
 Willingness to
spend
 What are the Purchasing
patterns?
 What product can you
offer?
 What are the key selling
touch points?
 What product can you
give them?
 How do you plan to
generate revenue?
 Is there a business
strategy?
 Is there any direction
regarding the product?
 What is the plan for
growth?
 The consumers that will
win it for you
 The product that will be
given to consumers
 The price which
generates sales
 The costing that
ensures sustainability
YOU MUST REMEMBER
Nothing beats a single focus to achieve a winning objective
Nothing beats a focused plan
Nothing beats logical thinking
Nothing beats consumer relevance

19. Ready for more?