This document provides an overview of effective presentation skills. It discusses identifying the key steps in planning a presentation, including developing an introduction, body, and conclusion. It also covers analyzing the audience, selecting and using visual aids, delivering the presentation, and handling questions. The document provides tips on voice, gestures, preparation, and design to help presenters effectively engage their audience and get their message across.

1. SOFT SKILLS WORLD
presents
Effective Presentation Skills

2. PRESENTATION SKILLS

3. PRESENTATION SKILLS
It is not sufficient to know what to say;
one must also know how to say it.
- Aristotle

4. PRESENTATION SKILLS
• After going through this session, you will be able to :
Identify the steps required in planning a speech, or
presentation.
Develop an introduction, a body and a final summary for a long,
formal presentation.
Analyse the audience for speeches and presentations.
Select, design and use visual aids.
Deliver your speech or presentation effectively.
Handle questions effectively.

5. EFFECTIVE PRESENTATION
Characteristics
• It should be sequential.
• It should address the needs of the customer.
• It should be timed well.
• It should be well planned, organized & delivered.
• The occasion – formal, informal or casual

6. EFFECTIVE PRESENTATION
Should Focus On:
• Message well understood by the
participants
• Invites participation of the entire group

7. 4 STAGES OF LEARNING
• Unconsciously Incompetent
• Consciously Incompetent
• Consciously Competent
• Unconsciously Competent

8. VOICE
Purpose:
To make people want to listen
• Projection
• Articulation
• Modulation
• Pronunciation
• Enunciation
• Repetition
• Speed

9. RULES FOR PRESENTERS
Respect your Audience
• Think like a listener
• Write like a speaker
• Be interesting
• Break down the Barriers
• Maintain rapport

10. PRESENTATION
Time: 1.5 minutes each
• Introduction
• Company
• Your work
• The skills you would like to acquire

11. PERCEPTION MANAGEMENT
Accepting the responsibility to give people
you are dealing with the picture YOU
want them to see

12. PRESENTATION
The Beginning
• Ready Position
• Movements
• Gestures

13. PRESENTATION
Gestures
• To Emphasize
• To Illustrate
• Nervous Gesture

14. PRESENTATION DESIGN AND
DELIVERY
Define the purpose
Analyze the audience Design
Develop the Presentation
Deliver
Post Delivery

15. PRESENTATION
Purpose
• To inform or analyze an idea
• To simulate people to action
• To activate people then and there

16. AUDIENCE ANALYSIS
Analyzing the Audience
• Profile of the group
• Expectations of the audience
• Knowledge level of the audience

17. PRESENTATION PLANNING
Planning
• Developing a main idea
• Developing an outline
• Deciding on the style

18. AUDIENCE WILL THINK
Before you start preparing consider the
following
I am Important
Consider my needs
Will your ideas help me
What are the facts
I accept
Remember audience is doing critical listening to you!

19. PRESENTATION
Introduction
• Start with an Elevated Pitch (WIFM)
• Use technique of “Big Bang” i.e. trying to catch peoples
attention by saying something different / unusual…….
• Let the audience know what lies ahead (Agenda).
• State the intended outcomes
• Set ground rules, if any.

20. PRESENTATION
Introduction
• Elevated Pitch (WIFM)
– A humorous anecdote
– A provocative or dramatic statement
– Audience participation (a question, a reference to a local
event, a survey of hands etc.)
– An object (a prop, a product, a model etc.)
– An action (a demonstration, an unexpected entry a
quotation etc.)

21. PRESENTATION
Introduction :
Questions that may help you develop your message
• What do people need to know, believe and care about to
become engaged with your issues / organization?
• What obstacles or misconceptions do you need to overcome
to get people engaged?
• What needs to happen or what do people need to do to meet
your organization’s goals or have an impact on your issues?
• If people did this, how would things be different?

22. PRESENTATION
Time: 1.5 minutes
• Elevated Pitch
• Choose and write 5 gestures you would use during the
presentation
• Remember:
• To maintain eye contact
• To do feet control
• To move only for a purpose

23. GOLDEN RULES FOR
PRESENTAERS
Be yourself made large
• Project your personality
• Be conversational
• Maintain high energy levels

24. GOLDEN RULES FOR
PRESENTAERS
3 P’s of Effective Presentation
Preparation
Preparation
Preparation

25. PRESENTATION
Body
The body should preferably be point-wise instead of
running lines of text.
• There should be a logical sequence.
• Be clear on inputs.
• Give examples related to listeners needs.
• Use powerful and sequenced visual aids.

26. EFFECTIVE POWER
POINT PRESENTATION
Mistakes
• People tend to put every word they are going to say on PPP.
• People do not run spell checks
Please realize the impotence of ruining a spell cheek.

27. EFFECTIVE POWER POINT
PRESENTATION
Mistakes
• Adding •Too
•Many
• Excessive •Bullets
• Bullet •&
•Your
• Points
•Key
• Only •Message
• Bullet •Will
•Not
• Key •Stand
• Points •Out

28. GOLDEN RULES FOR AVM
To be useful visual aid must be both
Necessary and
Visual

29. GOLDEN RULES FOR AVM
It is not desirable to show data in a chart
Sales
Qtr 1 Qtr 2 Qtr 3 Qtr 4
Trend
Person A 2254 2589 3008 2199
Person B 1254 1357 1288 1466
Person C 3542 3645 3467 3798

30. GOLDEN RULES FOR AVM
Graphical representation is more appealing
4000
3500
3000
2500
Person A
2000
Person B
1500 Person C
1000
500
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

31. GOLDEN RULES FOR AVM
Visuals
BOLD BIG
BRIGHT

32. GOLDEN RULES FOR AVM
Make short words out of the long ones
Currently - Now
Require - Need
Visualize - See
Endeavor - Try
Sufficient - Enough
Terminate - End
Dispatch - Send

33. GOLDEN RULES FOR AVM
First ask:
“What can it show”
Then ask:
“What can it say”
i.e. Pictures precedes words

34. GOLDEN RULES FOR AVM
Example:
Study shows that Indian females
are more loyal towards their
families as compared to those
living in other countries

35. GOLDEN RULES FOR AVM
Example:
INDIAN

36. GOLDEN RULES FOR AVM
Remember:
Your AVM should never
draw more attention than you do

37. AIDS TO MAXIMISE IMPACT
I Integrate into your style
M Moves the presentation on
P Gives Professional Appearance
A Appropriate to the moment
C Communicates to the audience
T Technically sound

38. PRESENTATION
Conclusion
• Reinforce the main points and summarize the main ideas.
• Make it memorable by enthusiastic remarks.
• End on a positive note.
• Ask for questions and clarifications, if any (look for non verbal
clues ).
• Involve the audience to outline the next steps.

39. Behavior Analysis

40. INITIATING BEHAVIOURS
Building
Proposing
A behavior, usually in the form
A behavior which puts of a proposal, which extends
forward a new suggestion, or develops a proposal made
proposal or course of action by another person
and your plan would be even
better if we added a second
Let’s leave this item reporting stage
and move on to the
next
I suggest we reduce
stocks by 15% to
return to target You suggested we
should try to raise
money to buy now.
If I can take that further, Let’s do it by ...
OK. I think we we could also adapt the
should focus on system to give us better
the IT market cost control

41. REACTING BEHAVIOURS
Supporting Disagreeing
A behavior which makes a conscious
and direct declaration of agreement or A behavior which states a direct
support for another person or their disagreement or which raises objections
concepts and opinions and obstacles to another person’s
concepts or opinions (note: disagreeing
is about issues)
I’m afraid that
Fine, sounds won’t work - the
OK to me system would
overload
Yes, I go along I don’t like that
with that ... idea one bit

42. CLARIFYING BEHAVIOURS
Testing Understanding Summarizing
A behavior which seeks to A behavior which
establish whether or not an
summarizes, or otherwise
earlier contribution has been
understood restates in a compact form,
the content of previous
discussion or events
Can I check that
we’re talking about
the same thing
here? So, we have agreed:
1 To take legal action
2 To take it before May
What Before I go on,
does this data 3 To introduce it by
additional
March
information do make sense to you
you want from
me?

43. CLARIFYING BEHAVIOURS
Seeking Information Giving Information
A behavior which offers facts,
A behavior which seeks facts, opinions or clarification to
opinions or clarification from another person
another person
I think, on balance,
How have things
things have gone
Who were you gone for you
pretty well this year
working with on the this year?
said project?
There are three of those on
stream at the moment
Can anyone tell me
which page this is on?

44. PROCESS BEHAVIOURS
Bringing In Shutting Out
A behavior which invites views A behavior which excludes
or opinions from a member of another person or reduces their
the group who is not actively opportunity to contribute
participating in the discussion
Sue has been very John: What do you
quiet, I wonder think, Carol?
whether she has
anything to add? Steve: What I think is ...
Well, what I think we should
Jack, have you do in this case is ...
anything to say
... I believe we should ...
on this one?

45. GENERAL BEHAVIOURAL
CATEGORIES
Initiating Reacting
Supporting
Proposing
Disagreeing
Building
Defending/Attacking
Clarifying Process
Testing Understanding Shutting Out
Summarizing Bringing In
Seeking Information
Giving Information

46. HANDLING QUESTIONS
• Remain unemotional, cool, reserved.
• Answer the questions to the best of your ability, do not bluff.
• Do not answer questions on topics which you are unaware.
• Convert negative questions in your favor.
• Do not be rude at any cost to any member of the group.
• Be relevant and speak to audience needs.

47. A QUICK RECAP…
INTRODUCTION
PURPOSE
ENTRY STATEMENT BENEFIT(S)
OVERVIEW
BODY
SUPPORTING INFORMATION
MAIN CONCEPT(S)
DEMONSTRATION OF SOLUTION
REVIEW
CONCLUSION
SUMMARIZE CLARIFY DOUBTS ACTION ('NEXT STEP') EXIT
BLUEPRINT FOR A PRESENTATION

48. AUDIENCE ATTENTION SPAN
You indicate end is near-
verbally or non verbally
High
Start End
Low Presentation

49. CHALLENGES FOR A
PRESENTER
How can I How can I
Prevent/ minimize
Establish
the dip
credibility? in interest?
How do I keep
everyone involved?
If interest level falls
how do I get them
back again?

50. BODY LANGUAGE SHOWS
• Openness
• Frustration
• Defensiveness
• Confidence
• Active listening
• Nervousness

51. UNDERSTANDING NON
VERBAL CUES
Defensiveness is Confidence is displayed
displayed through through
• Arms crosses on chest. • Back straight.
• Fist like Gestures. • Purposeful movement.
• Pointing index finger • Eye contact

52. UNDERSTANDING NON
VERBAL CUES
Active listening is Nervousness is displayed
displayed through through
• Putting hand on the chin.
• Clearing throat -“whew”
sound.
• Stroking chin
• Tugging the ear
• Head tilted.
• Not making eye contact
• Leaning on the chair.

53. SOME PRACTICES IN
NONVERBAL COMMUNICATION
Practices Reinforce Avoid
Word Choice Speak to inform, not Words with numerous
impress meanings
Non-words Pause Silence to add “UH”, “OK”, “You know”
impact
Voice Enthusiasm, Varying Monotone,
modulation Pitch and Pace Squeakiness
Posture Straight and tall whether Slumped
sitting or standing Draped over the
lectern
Slouched
over chair

54. SOME PRACTICES IN NON-
VERBAL COMMUNICATION
Practices Reinforce Avoid
Movement Purposeful, Shifting weight, Jerky
controlled Constant pacing
Gestures Above waist Below waist
One finger pointing
Hands Palms up Both hands in pocket
Arms crossed, Hands on
hips
Eye Contact Purposeful Light house sweep
Look at eye Only to friendly
level face

55. FLOW OF THE
PRESENTATION DELIVERY
During delivery the flow should be like driving AC car :
– Focus on the traffic not on which gear you are in –
that’s a part of learning how to drive.
– Focus on the audience not on what to say when –
that’s part of preparation.

56. REACTING BEHAVIOURS
Defending/Attacking Disagreeing
A behavior which states a direct
disagreement or which raises
A behavior which attacks objections and obstacles to another
another person either directly, or person’s concepts or opinions (note:
by defensiveness. These Disagreeing is about issues)
behaviors usually involve value
judgments and often contain
emotional overtones (note:
Defending/ Attacking is usually
I’m afraid that won’t
about people, not issues)
work - the system
Trust you to try
would overload
and dodge the
issue!
That’s
bloody
I don’t like that
rubbish
idea one bit

57. ENDING
• Restate the main points and summarize the main ideas.
• Make it memorable by enthusiastic remarks.
• End on a positive note.
• Ask for questions and clarifications, if any (look for non
verbal clues ).
• Involve the audience to outline the next steps.

58. LAST BUT NOT LEAST
“It’s always helpful to learn from your
mistakes because then your mistakes
are worthwhile”
Garry Marshall

59. THANK YOU