Articles/Reports
We invite you to peruse our online library of recently published articles:
Don’t Read that Speech by Gayle Brickman Published in The CEO Refresher
Presentation Organization by Gayle Brickman Published in Selling Power Magazine
To Drive Change, You Must Present Your Case by Gayle Brickman Published in Human Resource Professional
5 Steps For Helping Your CEO by Gayle Brickman Published in Presentations Magazine
Now Presenting to the CEO by Erika Rasmusson Reprinted permission of Sales and Marketing Management
Speech Therapy by Laurie Arendt Reprinted permission of Corporate Report Wisconsin
Imagine this. A CEO of a major corporation walks up to the podium. He welcomes the audience, takes a sip of water, clears his throat, opens his notebook
When people find out what I do, they tell me stories like this. And it's no wonder. Most people read their speeches because that is how it has always been done. Reading from a script, however, can have a negative impact on your audience. Comments I hear repeatedly include:
"Why did I take time out of my busy day to hear this guy?" "How could this be a CEO? He doesn't seem to know what he's talking about." "He did not care enough about the audience."
But, the end of the story is typically the same. When it's time for the CEO to conduct the question and answer session, he does great. He steps out from behind the paper and "talks" with the audience – letting his knowledge, expertise and credibility flow from question to question.
CEOs often find themselves handed a speech – written by an outside speech writer – and with little time to prepare, simply get up and read it. But, reading a speech can be a big credibility killer:
Reason #1: Reading does not allow for a natural delivery.
There is a difference between a "presented speech" and someone just talking to you. The latter is certainly more believable, interesting and sincere. It is difficult to read from a script and have it sound conversational. When reading, there is usually little eye contact, fewer gestures and facial expressions, and a more monotone voice. By the end, the speaker has failed to develop a rapport with the audience. They may walk away feeling bitter ("What a waste of time. I could have read this on my own.") and questioning your credibility and sincerity.
Reason #2: Relying on a written presentation provides a false sense of security.
Relying on a written presentation, or even detailed outline, often inhibits flexibility – which can be quite detrimental when caught off guard. For example, if you are participating in a panel discussion and time begins to run out before it is your turn to speak, it can be difficult to make adjustments at the last minute. Or, when impromptu questions interrupt or distract during a presentation, "speech readers" often find it difficult to regroup, find their place and continue.
Regardless of the CEO's intentions, perception becomes reality. If you read to, rather than talk with, your audience, chances are they will be disappointed. They will perceive that you did not take the time to prepare – your credibility may be hurt, your message will be lost, and the speech will not be effective.
How to Overcome Speech Reading
The foundation of successful communication is organization. If your presentation is clearly organized, you will develop a more natural delivery – and the rest will fall into place. Keep in mind, however, that spending a lot of time preparing does not mean you are well-prepared. In my experience, it's quite the contrary. CEOs can prepare for a speech in as little as 20 minutes – as long as they know how to do it.
The Five Steps
Preparing for a speech – whether a keynote address, panel discussion, interview with the media or presentation to the board of directors – can be done in five systematic steps. You already have the knowledge and expertise, these steps guarantee that your audience will know it.
Step 1: Presentation Analysis
Ask yourself a few key questions: Who am I talking to? How long do I have to talk? Why am I making this speech? This last question is, perhaps, the most important because it prompts you to pinpoint the goal of your presentation. Armed with this information, you can create a presentation that is targeted to the wants or needs of your audience and that will help you reach your goal. Specifically, the analysis will:
Step 2: Funneling to Generate your Theme
Too often, people try to present too much information, hoping something will stick. But, "data dump" overwhelms and confuses the audience. To make the greatest impact, help the audience understand your message and give them only information they can readily process and retain. Generate a theme for the speech that is focused and to-the-point.
Step 3: Creating a Focus Statement
The Focus Statement keeps you focused while preparing your speech. It serves as a constant reminder of how your information will be defined, developed and included in your presentation. The focus statement is comprised of three elements:
Goal. Your goal will be the answer to the question: "What do I want the audience to know, feel or do?"
Theme. People speak either to inform or persuade their audience. Having determined which you intend to do, you will be better able to identify what you want to talk about.
Category. Generally, the theme of the presentation will determine your category: a word or phrase that tells you what your main points should be. The categories of information include steps, methods, types, benefits or reasons why. Determining the "category" before defining your main point helps to keep you on track while developing your overall presentation.
Step 4: Defining Main Points
It is helpful to categorize the information you are going to present under three main headings. This will help make sure the audience can easily follow your presentation and understand your message. It can also be advantageous to use visual aids to clarify, emphasize or add variety to the main points. It is easy, however, to use a visual as a crutch – simply reading what is on the screen or chart. People do it all the time. But, to enhance your delivery and make a more natural presentation, be sure to use the visuals as "aids" that help you make a more effective speech.
Step 5: Mapping out the Presentation
To help my clients enhance their delivery, I have created what I call a "Speaker's Map" – the crux of making a confident, smooth, natural presentation. Based on this map, I help speakers create a blueprint for their presentation that lays out all the components of their speech onto one sheet of paper. You can even use the Speaker's Map to signify when to refer to each visual. Following the map's route is easy and natural for both you and the audience. Key words and phrases are used to trigger your memory and keep you focused. When interrupted, you can quickly get back on track by simply glancing at your map.
By organizing your thoughts onto one well-constructed map, your delivery automatically becomes more conversational because you are not "reading" to the audience. With a natural delivery comes increased eye contact, more natural gesturing and increased audience attention.
Making it Work for You
While the need to prepare for a speech is common knowledge, it is not common practice. As CEOs strive to juggle their busy schedules, preparing for a presentation appears to be a lengthy and time-consuming task. This does not have to be the case. Following the five systematic steps I have laid out will expedite the preparation process and will guarantee that you:
Develop a natural speaking style. Communicate a clear and concise message. Identify and reach your speaking goal.
As a CEO, you have the expertise and knowledge – this process just helps you communicate it most effectively to your audience.
Gayle Brickman is the president of Presentation Consultants Inc., a Milwaukee-based consulting firm that offers communication training for groups and individuals. A presentation skills instructor and consultant since 1984, she has helped clients ranging from Fortune 500 companies to not-for-profit organizations, including Strong Mutual Funds, IBM, Smith Barney, Quad/Graphics, Manpower and the United States Navy. Her "Prepare To Speak" methodology has also been taught at several universities including University of Wisconsin-Milwaukee Graduate School of Business. Gayle is the co-author of Organizing for Impact (Kendall Hunt, 1986). To learn more about how Presentation Consultants Inc. can help you enhance your communication skills, call (414) 352-9550.
Presentation Organization by Gayle Brickman Clear, concise, organized presentations help your audience get the message Published in Selling Power Magazine
An effective presentation leaves little to the prospect's imagination. The main ideas are prominent, clearly explained and presented in logical order. The presenter sticks to a well-designed plan without wandering off on tangents or leaving the audience wondering where the presentation is going. As a result, your prospects understand the benefits of your product, which in turn helps them decide to buy. Organize your next presentation according to these steps to give your buyers all the right ideas.
Analyze. Before you start thinking about the content of your presentation, think about why you are giving one in the first place. Get to know your audience and their preferences and quirks, find out how much time you will have to talk and decide what action you want your audience to take when you are finished. Through careful questioning you should already know your prospects' wants, needs and hot buttons - design your presentation content around them. Careful analysis before you get started should reduce preparation time, ensure your use of appropriate terminology, help you anticipate questions and objections and tailor a topic quickly for a new audience.
Funnel. You might have a lot of information to share, but that doesn't mean your buyers want to hear all of it. Address only those selling points that you know are of particular interest to your buyers. Envision pouring all you know about your product into a funnel, which then narrows your focus to three or four main ideas. If you want to share additional information, distribute it before or after your presentation so prospects can read just what they want.
Focus. To stay on track during your presentation, use a focus statement. Your statement isn't revealed to your audience, but serves as a constant reminder of how your information will be defined, developed and included in your presentation. Incorporate these three elements into your statement:
A presentation goal. Ask yourself what you want your audience to know, feel or do as a result of your presentation. A presentation theme. To identify your theme, decide whether you will be informative or persuasive. Compose a theme that offers a benefit, i.e., "To persuade the audience that the new product will save time." A presentation category. Your theme usually determines your category - a word or phrase that tells your main points. Categories of information include steps, methods, types, benefits and reasons why. If you want to persuade your listeners that your product will save them time, offer specific reasons why (category) it will save time (theme).
Identify. Your category of information will help you determine your main points. Brainstorm for all the main points related to your category (using the example above, all reasons why your product will save time). Remember that your main points should be important to your prospects. If you end up with more points than your audience can absorb, organize them under three or four main headings that will help them remember. Tie your main points to benefit statements that show prospects why those points are important.
Map. With a thoughtfully designed blueprint you help ensure a smooth and effective delivery. Jot down an outline of your presentation with key words and phrases (use terminology prospects will recognize) onto a "cheat sheet" you can use to trigger your memory and get you back on track quickly if you are interrupted. Use bold face and italics to help you find your place on the map easily, and to help you remember which words to emphasize.
You give presentations to let prospects know why they should buy. Make the most of your opportunity by delivering the information in a way that makes the benefits of your product crystal clear. Prospects that understand what you have to offer and how it benefits them are far more likely to make your presentation pay off with a sale.
To Drive Change You Must Present Your Case by Gayle Brickman The ability to clearly and convincingly communicate how your program will impact the bottom line is the key to success. Published in The Human Resource Professional
The role of human resources is changing. The diverse work force and expanding global boundaries continue to put new demands and pressures on corporate America.
To help position companies for future growth, HR professionals are being called upon to drive change and results, not just monitor them. In fact, experts predict that leading change will become HR's greatest contribution to the corporation. To facilitate this growing responsibility, HR managers find themselves as part of the top management team, often reporting directly to the CEO.
For years, HR has been trying to gain credibility with upper management. Now, senior management acknowledges the importance of managing the work force, and it wants HR to provide programs. David Ulrich, a professor at the University of Michigan School of Business points out, "Companies are now finding that the HR issues are, in fact, center stage to business competitiveness. It's a role that has been talked about for years, and is now becoming a reality. "
Once at the leadership table, HR professionals are expected to add value. Creating HR programs is the crux of adding value. But this is only half the battle. You can have the best ideas and strategies, but if you cannot convince the CEO to proceed, they do not mean a thing.
As you move up the organizational ladder you will be called upon to speak publicly in a variety of situations, including:
Whatever the situation, the key to success is effective communication. How well you convey your message - how clear, concise and convincing you are - will dramatically impact the success or failure of your presentation.
Spending a lot of time preparing does not mean you will be well-prepared. For example, look at a presentation to the CEO. Sure, you must know the CEO. You need to find out
But having done your homework is only step one, not all the steps. Being able to clearly and convincingly communicate how your program will impact the bottom line is the key to success. Your job as a presenter is to make sure your intended message is heard.
This can only be achieved if your speech is clear, concise and well organized. The more organized you are, the more comfortable and confident you will be during the presentation,
Preparing for a presentation can be done in five systematic steps. You already have the knowledge and expertise, so make sure your audience knows it. Following these steps you will enhance your credibility, improve your delivery and ensure that you communicate your message clearly and reach your goal.
As a successful HR professional, you know that the formal presentation is one of many times you will be called upon to speak. You may be asked to give impromptu project updates, address other key decision-makers, conduct informal training sessions or communicate quickly to employees during a crisis situation. These five steps can be easily modified to help you prepare for these situations as well.
Step 1. Presentation analysis. Before you put pen to paper, take a good look at your presentation. Why are you making this presentation? Whom are you talking to? How long do you have to talk?
Analyzing your audience and situation will ensure that you prepare a presentation that is targeted to their wants or needs, and that will help you reach your goal. Specifically, the analysis will:
The first, and perhaps most critical, point in analyzing your audience is to define your goal. To a large extent, the goal will depend on why you are making the presentation. Are you selling an HR program? Communicating a policy change? Promoting the company to a group of recruits? Or holding a weekly staff meeting? Knowing specifically what you need to address will enable you to create a presentation to meet that goal.
Step 2. Funneling to generate your topic. By failing to focus on an appropriate topic, you can actually sabotage your own presentation. Too often, people try to present too much information, hoping something will stick. But "data dump" overwhelms and confuses the audience. As a presenter, your job is to help the audience understand your message and to give them only information they can readily process and retain.
Just as a funnel is wide on the top and narrows on the bottom, the technique of funneling allows you to take a broad topic and narrow it to one that is more focused and manageable. Funneling the information helps you arrive at a specific theme for your presentation - for example, how your proposed program will positively impact the company's bottom line - and keeps you focused on what your audience needs or wants to know so you can reach your goal.
Step 3. Creating a focus statement. Although not specifically revealed to your audience, the focus statement keeps you focused and helps you stay on track while preparing your presentation. It serves as a constant reminder of how your information will be defined, developed and included in your presentation. The focus statement is comprised of three elements:
Presentation goal. Your goal will be the answer to the question: "What do I want my audience to know, feel or do?" Be as specific as possible
Presentation theme. Virtually all presentations fit into two categories - informative or persuasive. By determining whether you intend to inform or persuade, you will be better able to identify what the presentation is about. Keep in mind that the
Presentation information. Generally, the theme of the presentation will determine the kind information you need to give your audience. Categories of information include steps, methods, types, benefits or reasons why. So, if you are trying to persuade the CEO that the new program will positively affect recruitment and retention, the only information you should give him or her are specific reasons why.
Step 4. Identify main points. The category of information helps you determine the main points of your presentation. In the above example, one main point could be that the new program promotes a more family friendly work environment. You would then go on to support this reason with illustrations and examples. Research has shown that people think in threes. Three reasons might be:
By categorizing your material under three main headings, the information will be so tightly organized and will flow in such a logical sequence that your audience will absorb and retain the information with little effort.
Step 5. Map out the presentation. Developing what I call a Speaker's Map is the crux of making a confident, smooth effective presentation. Based on this map, you create a blueprint for your presentation in which all the components of your speech are incorporated onto one sheet of paper.
Following the map's route is easy and natural for both you and the audience. Key words and phrases are used to trigger your memory and keep you focused throughout the presentation. When interruptions occur, you can quickly get back on track by simply glancing at your map. Finding your place on the map will remind you of the point you need to make, and then you can make it.
By organizing your thoughts onto one well-constructed cheat sheet, the entire delivery of your presentation is more natural and conversational because you are not reading to the audience. With a natural delivery comes increased eye contact, more natural gesturing and real enthusiasm. As your delivery improves, so does your success.
Putting It All Together
No matter what the situation or audience, effective communication with your prospect is the key to success. If your message is lost or misunderstood, even the best HR program will fail to capture the CEO's attention and receive the consideration it undoubtedly deserves. There are a variety of ways to create a presentation; but, by following these five systematic steps you will:
Organization is the foundation to successful communication. It will allow you to fully communicate your knowledge and expertise, and help you achieve your ultimate goal to drive change.
5 Steps For Helping Your CEO Avoid the 'Reading' Syndrome by Gayle Brickman Published in Presentations Magazine
It happens all the time! The CEO of a major corporation walks up to the podium; welcomes the audience, clears his throat, opens his notebook and begins to "read" his speech, word for word, line by line, page by page, in a dull, uninspiring drone.
But when it comes to the question-and-answer session, he is a different man. He steps out from behind the paper and "talks" with the audience, letting his knowledge, expertise and credibility flow from question to question.
Top executives often find themselves in this situation because they are handed a speech – written by an outside speechwriter and don't have, or don't take, the necessary time to prepare. Unfortunately, the consequences are lost credibility and respect.
Reading a speech can kill your credibility in a number of ways. First, reading doesn't allow for a natural delivery. While you're reading, it's practically impossible to have any eye contact with audience members, it's difficult to gesture and have facial expressions, and it's difficult to speak with any sort of enthusiasm. Hence, the drone.
Written speeches also, provide a false sense of security. Every word may be written down, but there is no flexibility to adapt to unexpected situations. You're sunk
From reading to speaking: The Five Steps
Overcoming the speech-reading trap doesn't necessarily mean spending a lot of prep time. In my experience, it's quite the contrary.
1 Analyze the presentation's purpose.
Ask yourself the key que
2 Build a theme around the key information.
People often try to include too much information in their presentations, hoping something will stick. Unfortunately, "data dump" usually overwhelms and confuses. To make the greatest impact, help the audience understand your message by giving them only information they can readily process and retain. Once the information has been pared down, try organizing your message around a theme to create a focused and to-the-point speech.
3 Create a focus statement.
The focus statement keeps you on track while you're preparing your speech. It serves as a constant reminder of how your information will be defined, developed and included in your presentation. If speeches are being written for you, require the speechwriter to write down the focus statement. Three elements comprise the focus statement: the goal (What do l want the audience to know, feel or do? Am l here to inform or persuade?); the theme (What story am l telling): and the information category (steps, methods, types, benefits or reasons why). Identifying these elements will help your presentation stay on target.
4 Define the main points.
Categorize the information you are going to present under three main headings. If you're using visuals, organize them around these main points and use them as launching pads for finer elaboration and/or discussion.
5 Map out the presentation.
Create a Speaker's Map to bring along - a comprehensive blueprint that lays out the components of the speech on one page. Note
NOW PRESENTING ... to the CEO by Erika Rasmusson Reprinted permission of Sales and Marketing Management
For many sales and marketing executives, shaky voices go hand in hand with delivering presentations. Pre-performance jitters are normal for novice and experienced presenters alike. Pitching your product or service to a prospect's CEO can be downright nerve-racking. After all, your dealing with a person who has ultimate veto power
So how do you impress the head honcho? By doing extra homework. "You ought to know more about that company than (the CEO) does," says Marjorie Brody, president of Brody Communications Ltd., a consulting company in Elkins, Penn. "So you come in educated and prepared to ask the right questions." That preparation means knowing something about the CEO, as well as the company. Brody suggests knowing where the CEO went to school and his or her hobbies, among other things. The more you know about the personality of the person you're presenting to, the better you can tailor you presentation style. "Showing you've done your homework puts you ahead of the game," she says.
Along with preparation, it's vital to be clear on the theme you want to get across to the CEO. "Say to yourself, 'What's the main point I want to make
"These people have very limited time and they don't want to feel that your wasting it
If the CEO is giving you 15 minutes to make you point, make sure you stick to that time limit - or better yet
"Being prepared and organized
At least one CEO seconds that. Art Klein, who heads Assure Access Technology Inc., a designer and manufacturer of equipment for Internet service providers. "The worst mistake salespeople make, who call on him, is being incomplete, says Klein. They want the sale, but neglect to present all the information that prompts decision making. A salesperson standing in Klein's office must know Assured Access's marketplace and have talked to people internally. The rep must be able to answer such questions from Klein as, "Can we accomplish this in our time frame?" and "How much of an engineering effort is this going to take on our part?"
Demonstrating that knowledge aids Klein in making swift decisions, which is another sign of a good pitch. "The most impressive presentation, whether it's by a sales or marketing executive, is one that's truly complete," he says.
Having to speak in front of a group can do funny things to people. The most fortunate among us rise to the challe
Yet, others meet the public-speaking challenge by spending the night before writing out their speeches, which are then read word-by-word to their audience the following day. It’s not that these people aren’t experts in their own fields. They can extemporaneously talk accounting, management or manufacturing, but giving an actual presentation makes their mouths go dry and everything else start to sweat. The whole presentation becomes an effort in untying their tongues and getting the words out clearly. But it doesn’t need to be that way.
One of the biggest mistakes that poor speakers make is in their delivery. "People don’t want to be talked at, says Gwin. They need to be involved to understand your message."
She says, "It’s an unfortunate situation. While many CEOs are experts in their chosen fields, they are not experts in public speaking. Often, when it comes to the post-presentation question-and-answer session, the CEO becomes a different person. He or she will talk with the audience, which lets his or her knowledge, creativity and expertise flow from question-to-question." If you must rely on a prepared speech – either one written by yourself or a speechwriter, Brickman says, it still can be a good resource. Read through it and find your central theme. Then create three categories from your available information to support that theme." By using this approach, your audience will find your message much easier to understand. "It makes their job of listening much simpler," she says. "The chances of the group walking away with a clear understanding of what you were trying to say are much greater than if you stood up there and read your speech."
She says, "It’s an unfortunate situation. While many CEOs are experts in their chosen fields, they are not experts in public speaking. Often, when it comes to the post-presentation question-and-answer session, the CEO becomes a different person. He or she will talk with the audience, which lets his or her knowledge, creativity and expertise flow from question-to-question."
If you must rely on a prepared speech – either one written by yourself or a speechwriter, Brickman says, it still can be a good resource. Read through it and find your central theme. Then create three categories from your available information to support that theme."
By using this approach, your audience will find your message much easier to understand. "It makes their job of listening much simpler," she says. "The chances of the group walking away with a clear understanding of what you were trying to say are much greater than if you stood up there and read your speech."
Preparation requires knowledge of your audience prior to stepping in front of them. Jerry Reckner, CEO and founder of Associated Speakers of Milwaukee, Williams Bay and Rockford, Ill., once found himself riding along on a Little Debbie route truck and snapping pictures along the way in preparation for an upcoming speech. "I was booked to do a speech at the snack food company’s upcoming convention, he says. The company president happened to be retiring at the convention, and I wanted a thorough background to personalize the speech." While traveling on the route and speaking with employees, he repeatedly learned that the president would often ask his sales force how sales were for the week. Regardless of the answer, the president would respond by saying, "Double it." "So I found out where the president was sitting, he says. In the middle of the speech, I worked in a question to a nearby salesperson. I asked him how his sales were for the week. After he told me, I said,
Preparation requires knowledge of your audience prior to stepping in front of them. Jerry Reckner, CEO and founder of Associated Speakers of Milwaukee, Williams Bay and Rockford, Ill., once found himself riding along on a Little Debbie route truck and snapping pictures along the way in preparation for an upcoming speech. "I was booked to do a speech at the snack food company’s upcoming convention, he says. The company president happened to be retiring at the convention, and I wanted a thorough background to personalize the speech."
While traveling on the route and speaking with employees, he repeatedly learned that the president would often ask his sales force how sales were for the week. Regardless of the answer, the president would respond by saying, "Double it."
"So I found out where the president was sitting, he says. In the middle of the speech, I worked in a question to a nearby salesperson. I asked him how his sales were for the week. After he told me, I said,
Advance knowledge of a group can also help save face if it’s not quite what you expected. "It’s very important not to talk up or down to your audience," says Gwin. "Never play yourself up to your audience, particularly if they are better informed then you are because they will know. If you find yourself in that position, use it to your advantage. Congratulate them on their knowledge, and then use the opportunity to share your expertise on a different topic."
That may mean asking a thought-provoking question, positively recognizing audience members by name or asking a question that requires a show of hands. For example, Reckner has used two simple questions. He starts by asking the audience if anyone has been bitten by an elephant. He then follows by asking how many have been bitten by a mosquito. "Of course, everyone raises their hands to that one, and no one ever admits to being bit by an elephant, he says. I then point out that it’s always the little things that get us down, and start my speech from there."
That may mean asking a thought-provoking question, positively recognizing audience members by name or asking a question that requires a show of hands. For example, Reckner has used two simple questions. He starts by asking the audience if anyone has been bitten by an elephant. He then follows by asking how many have been bitten by a mosquito.
"Of course, everyone raises their hands to that one, and no one ever admits to being bit by an elephant, he says. I then point out that it’s always the little things that get us down, and start my speech from there."
"If you plan on using a laptop, make sure you have some sort of backup in place, says Gwin. Your presentation may be wonderful, but what happens if you show up and there’s no outlet in the room or your system is incompatible with what’s available?"
Reckner says, "That visual aids and participation activities are important for reaching an entire audience. There are three types of audience members: audio, visual and kinesthetic people. If you just talk, your message is only reaching a third of those people. Visual aids and participatory activities help you reach a much larger portion of your audience."
"The most natural ending happens when everyone understands you’ve come to the end, says Gwin. That happens when you’ve delivered a strong message and created an effective close. Your audience will have a clear sense of what you’re trying to say and how they need to act on it." "If you have the time, offer the opportunity for a question-and-answer session, says Reckner. Say, "Who has a question?" and raise your hand at the same time. If someone has a question, repeat it to the audience, then answer it. Often, this is where negative attitudes will surface and it gives you the opportunity to diffuse that negativity without losing control of the situation." If no time is available, offer an informal session in the back of the room or in the hallway. "This is also a great time to get some feedback on your presentation, says Reckner. Ask what people liked and use that information to improve your future presentations."
"The most natural ending happens when everyone understands you’ve come to the end, says Gwin. That happens when you’ve delivered a strong message and created an effective close. Your audience will have a clear sense of what you’re trying to say and how they need to act on it."
"If you have the time, offer the opportunity for a question-and-answer session, says Reckner. Say, "Who has a question?" and raise your hand at the same time. If someone has a question, repeat it to the audience, then answer it. Often, this is where negative attitudes will surface and it gives you the opportunity to diffuse that negativity without losing control of the situation."
If no time is available, offer an informal session in the back of the room or in the hallway. "This is also a great time to get some feedback on your presentation, says Reckner. Ask what people liked and use that information to improve your future presentations."
Home © Prepare to Speak.com., a division of Presentation Consultants Inc. For corporate information, please contact us at 414-352-9550 or email info@preparetospeak.com