http://www.qed-consultancy.co.uk Copyright Jeremy Thorn QED www.qed-consultancy.co.uk en-us Decide for example whether it is to inform, entertain, persuade, propose, explain, motivate or reassure. If you are not sure, your audience won't be. Engineering Adventures Ltd 2007-03-25 Be clear whether it needs to be formal or informal, serious or light-hearted, passionate or detached, simple or complex. Engineering Adventures Ltd 2007-03-25 Find out for how long you are invited to talk, whether there might be questions at the end, and of course where you will be giving your presentation and what facilities will be available. Engineering Adventures Ltd 2007-03-25 Make sure you know what will have happened before your presentation, and what will follow afterwards. Above all, make sure your presentation is in context with the rest of the event you are presenting at. Engineering Adventures Ltd 2007-03-25 Find out how many there might be and what their needs will be. Establish their background and what are they likely to know about your subject already. Take a view on whether they are likely to hold any preconceived opinions about your subject, you or any organisation you might represent and factor this into your presentation. And find out if any real decision-makers be there, if that is what you hope, or whether they might be decision-influencers whom you may have to persuade more gently. Engineering Adventures Ltd 2007-03-25 This is to guide you in your preparation, to help you to decide what is relevant and what you might need to cut out. It may also suggest the overall style - perhaps witty, serious, informative or action-oriented. Engineering Adventures Ltd 2007-03-25 Then sort the cards into the most appropriate sequence. By putting your points on separate cards, you can always change the sequence later if you decide you need to. Engineering Adventures Ltd 2007-03-25 If there isn't a clear link, it could be that you are making your points in the wrong sequence, or have some gaps in your list of key topics that need to be filled. Engineering Adventures Ltd 2007-03-25 Write the subsidiary point on the relevant card. If you have some subsidiary points to make which don't seem to belong with any of the key points you already have, consider cutting them out or, if they are important, make them into new key points. Engineering Adventures Ltd 2007-03-25 Making sure they follow in a logical order. Engineering Adventures Ltd 2007-03-25 These are you anchor points to hold on to as you deliver your presentation. Engineering Adventures Ltd 2007-03-25 Some of these may be dear to you but, if they are not directly relevant, cut them out. Engineering Adventures Ltd 2007-03-25 This may be where your presentation will be the most effective, after you have set the context. Engineering Adventures Ltd 2007-03-25 This is an essential structure for any presentation, however short. Engineering Adventures Ltd 2007-03-25 Tell them what you are going to say, tell them, and then tell them what you have told them. Audiences need regular signposts that will confirm what they are going to hear, and what they have heard. Engineering Adventures Ltd 2007-03-25 Say how long your presentation will last, and whether you will take questions and when. Your audience needs to know! Engineering Adventures Ltd 2007-03-25 Make it clear who you are, why you are here and what it is you want to achieve by your presentation. This is how you ensure your credibility and help your audience decide why they should listen to you. Engineering Adventures Ltd 2007-03-25 Use the professionals' trick of linking three ideas or phrases together. It is amazingly powerful. Eg "This idea doesn't work, hasn't worked and never will work." "My proposals are sound, simple and sensible." Engineering Adventures Ltd 2007-03-25 One inaccuracy, however minor, may cast doubt on everything else you say. If you aren't sure, check it out or cut it out. Engineering Adventures Ltd 2007-03-25 This could be an interesting fact, some form of self-introduction to link you and your topic to the audience, a quote, something in the news, a challenge, a rhetorical question (eg 'Have you ever wondered ?') or a joke. BUT, if you are in any doubt about a joke, cut it out. If you do want to start with a joke, keep it short, make it relevant and practice it on others first. Don't run the risk of it falling flat! Engineering Adventures Ltd 2007-03-25 This is how you build in clarity for your key messages and retain attention. Engineering Adventures Ltd 2007-03-25 Make sure you have tied up any lose ends as you come to a close, draw clear conclusions and then ask for action. Don't fall into the trap of presenting new information. Engineering Adventures Ltd 2007-03-25 For example: Problem - Solution, Cause - Effect, Then - Now, Now - Future, There - Here, Them - Us, Options - Choice Engineering Adventures Ltd 2007-03-25 Design a clear ending - don't just end suddenly or on a low note. Consider, for example: - this is what we have discussed - this is what we should do - let's go for it! Engineering Adventures Ltd 2007-03-25 Stand still for a moment when you have finished and let the audience applaud you if they want to. Smile and show your appreciation. Engineering Adventures Ltd 2007-03-25 Jeremy Thorn is a prize-winning author and Chairman of Quantum Enterprise Development (QED), a multi-functional management consultancy and development company based in Doncaster, England, dedicated to making good businesses better, encouraging customers to be more loyal and to helping employees and suppliers be more effective. Engineering Adventures Ltd 2007-03-25