© the delos partnership 2005 dairygold workshop meeting and presentation skills

© The Delos Partnership 2005

Dairygold WorkshopDairygold WorkshopMeeting and Presentation Skills


Meeting & Facilitation SkillsMeeting & Facilitation Skills

Meeting Skills

Facilitation Skills

Meeting & Facilitation Practice

Learning Review - Course Feedback - Close


Meeting Skills Meeting Skills


IntroductionIntroduction

At the end of the Meeting & Facilitation Skills session you will;

1. Understand how to structure a meeting to meet your objectives

2. Understand how to initiate run and close different meeting types


There are many reasons to have a meetingThere are many reasons to have a meeting They are a natural forum for sharing information and communicating

They provide an opportunity to solve problems as issues can be raised

and discussed

Status of work and be reviewed and discussed

Future work requirements/strategies can be planned at the meeting

Decisions can be made


. . . though they are not always the right . . . though they are not always the right forum for resolving conflictforum for resolving conflict

Anticipate sources of conflict by pre-presenting - avoid surprises!

Try to resolve sources of conflict off-line before the meeting

If there is real disagreement on an important issue, use a structured format to deal with it in the meeting e.g. Problem Solving


By having meetings, we achieve. . .By having meetings, we achieve. . .

Ownership of the objectives of the meeting

A provision of direction and purpose for action

An action plan for the resolution of problems

The dissemination of information

An opportunity for dialogue and building consensus

Decisions made and tangible results

“A qualitative improvement in the meetings that are run and that are attended, will produce a measurable improvement in everyone’s performance and in the performance of the business.”

“A qualitative improvement in the meetings that are run and that are attended, will produce a measurable improvement in everyone’s performance and in the performance of the business.”


Through Through effectiveeffective meetings, we have.. meetings, we have..

The Saving of Valuable Time

The Saving of Valuable Time

More Energy and FocusMore Energy and Focus

The creation of a Structured Flow of Communications

The creation of a Structured Flow of Communications

Best Use of Precious Resource

Best Use of Precious Resource

Effective meetings utilise the strengths of the team which amounts to greater than the sum of the individuals.Effective meetings utilise the strengths of the team which amounts to greater than the sum of the individuals.


Its a simple and easy process...Its a simple and easy process...

PlanPlan DoDo ReviewReview

Meeting Preparation

Conduct Meeting

Meeting follow-up

Determine Objectives and Agenda

Determine process required to meet objectives

Identify inputs required Determine who needs to attend

and what their role is Arrange Logistics Pre-position Key Contributors

Lead through each agenda item following defined process

Ensure all resources contribute

Visibly document actions and decisions as you go

Use “Car Park” to capture issues to return to

Meeting review (what worked what did not)

Publish Actions/Decisions within 24 hours

Follow-up on next steps Who needs to be debriefed Store documents


1. The Facilitator

Focuses on the process to help meet the objectives

Helps resources get more done in less time

Promotes team-work

The 3 types of participants in a meetingThe 3 types of participants in a meeting

2. The Meeting Owner

3. Attendees

• Contribute ideas and expertise

• Follow the process

• Represent, and communicate to, the departments concerned

• “Owns” the meeting and the objectives

• Is accountable for preparation

• Focuses on content


1. The Facilitator plays a vital role in 1. The Facilitator plays a vital role in setting the meeting processsetting the meeting process

They are involved in the pre-planning of the meeting with the meeting owner

They guide the meeting process from beginning to end by adhering to

the time contract

They encourage everyone to actively participate by creating a “safe” environment

They record the group’s expectations, ideas and decisions


1. The Facilitator plays a vital role in 1. The Facilitator plays a vital role in setting the meeting processsetting the meeting process

They bring the team back on track if the discussion digresses

They help to clarify ideas by summarising/repeating back

what has been said to ensure there is common understanding

They aid team performance e.g. if the team are flagging, they can get

them to do a fun exercise or have a break


2. The Meeting Owner wants the 2. The Meeting Owner wants the meeting to take place. . .meeting to take place. . . They “own” the meeting and set the objectives: They also ensure that the objectives are met by the end of the meeting They ensure that the right people are at the meeting They provide support, information and the resources required The meeting owner sets the tone of the meeting: They require preparation, attention and effort from the attendees They set high but reasonable, achievable expectations They should speak as “we”, not “I” They make the team realise that the task is important


3. The Attendees provide the content 3. The Attendees provide the content and discussion in a meeting.and discussion in a meeting.

Come to the meeting prepared with information relevant to the agenda

Understand why they are there

Have their next steps from the previous meeting completed if due

Participate actively and contribute their ideas to add value to the meeting

Generate ideas and recommendations

While the team leader and facilitator have special responsibilities, the attendees are also responsible for the success of the meeting.

While the team leader and facilitator have special responsibilities, the attendees are also responsible for the success of the meeting.


Everyone should practice good Everyone should practice good meeting behaviours.meeting behaviours.

Adhere to the agenda and process - everyone has a personal responsibility for sticking to the subject at hand and respecting others’ time

Follow the meeting ground rules so that the meeting environment is conducive to team success

Focus on one issue or problem at a time

Offer to do tasks like scribing or following up on next steps to help the facilitator

Keep to the time contract


Good meetings are well planned, Good meetings are well planned, managed events they don't just “happen” managed events they don't just “happen”

Ask attendees for agenda items if necessary

Send the agenda to attendees in advance of the meeting, so they know what to expect and can offer any changes to it prior to the meeting

Re-send the next steps from the previous meeting to everyone so they are prompted to complete them if due

Ask attendees to confirm attendance or offer apologies if they can’t attend

To Do


Good meetings are well planned, Good meetings are well planned, managed events they don't just “happen” managed events they don't just “happen”

Book a meeting room and ensure its the right size e.g. you might need more space for team building activities

Provide refreshments especially for longer meetings/workshops

Organise overhead projector, flipcharts, pens, masking tape, blue tack etc.

To Do


Meeting preparation (cont’d). . .Meeting preparation (cont’d). . .

Content:

The meeting owner and the facilitator(s) work together on putting the agenda together

Below is an example of a meeting preparation format that’s easy to use:

Time Materials

Time each activity is expected to take

The “Topic” which will be covered in the Session

The “Accountable” person who will run the Session

The method used to ensure the Objective is achieved

What materials will be required (including refreshments for breaks)

What the Session is designed to achieve and deliver

• 10.00-10.30 • Meeting Management Presentation

• Paul Warrick • Presentation to the team

• Presentation on overheads

• Pointer• Post-it notes

• Deliverables

Time Activity

Meeting Items

Facilitator&

Presenter Process Materials

Objectives&

Deliverables


There is a standard agenda format that There is a standard agenda format that gives structure to a meeting. . .gives structure to a meeting. . .

Reviewing the expectations and agenda at the start of the meeting, ensures that attendees are still in agreement on the agenda and they have an opportunity to raise any concerns before the end of the meeting.

Reviewing the expectations and agenda at the start of the meeting, ensures that attendees are still in agreement on the agenda and they have an opportunity to raise any concerns before the end of the meeting.

Agenda Attendee expectations Agenda review Review of previous next steps Body of the meeting Record of next steps/actions that need to be taken after the meeting Meeting review


Agenda StructureAgenda Structure

Inform (Selling)

Problem Solving (Issue/Risk)

Decision (Option evaluation)

Status/Progress Report

Action (Planning)

ItemItem TypeTypeWhoWho TimeTime

1

2

3

4

5

Owner

All

All

Facilitator

All

15 min

30 min

30 min

15 min

30 min


The tone of a meeting is set by the way The tone of a meeting is set by the way its opened. . .its opened. . .

The facilitator should start the meeting on time All participants should be introduced if unknown to each other:

Everyone’s roles and responsibilities within the meeting should be clarified

Review the agenda with clear time contracts: Display the agenda on a flipchart, or make sure everyone has a copy Clarify the objectives of the meeting

Agenda


Standard ground rules can be used, or teams can establish their own set of rules which can be reviewed at the start of meetings.

Standard ground rules can be used, or teams can establish their own set of rules which can be reviewed at the start of meetings.

Ground rules to keep the meeting Ground rules to keep the meeting positive and therefore productivepositive and therefore productive

Arrive on time, keep to time

Be open, honest and supportive Phones and alarms

on ‘silent’ mode

Be succinct (headline) where

possible

Be constructive,

not destructive

No grenades

Leave your ego at the

door

Make sure jargon/language is not a barrier

One voice at a time


Setting Expectations is a powerful tool in Setting Expectations is a powerful tool in aligning the meeting participantsaligning the meeting participants

To verify that pre-meeting communication has been done properly

To identify and eliminate any expectations that the meeting was not designed to deal with

To fine-tune the agenda to respond to those expectations which are appropriate to the meeting

At the end of the meeting, any expectations not fulfilled can be turned into actions after the meeting. At the end of the meeting, any expectations not fulfilled can be turned into actions after the meeting.


During the meeting, there might be a During the meeting, there might be a need to close or postpone a discussion...need to close or postpone a discussion...

When more information is required Where inputs are needed from people who are not present When more "thinking time" is required Where not enough time is left to complete all the agenda items Where a smaller group can resolve the issue outside of the meeting

Actions Car Park


Bringing the meeting to a closeBringing the meeting to a close

Review recorded actions/decisions from the meeting Action, By Who, By When

Review the expectations of the attendees recorded at the beginning of the meeting: %, Smiley Face, Pie Chart

Review meeting process; what worked what did not

ActivityWho When


Actions Versus MinutesActions Versus Minutes

A brief list of actions (and decisions) is all that is required for the majority of meetings Not a lengthy set of minutes

Visibly note down actions as you go Send out within 24 hours of meeting

ID Action Who When

1


An effective meeting took place when. . .An effective meeting took place when. . .

The right people were present, prepared and participating

Information was shared and processed appropriately

Objectives and expectations are met

Attendees feel a sense of accomplishment

Plans were set with responsibilities assigned

Enough time was allocated to the meeting to cover all the items on the agenda

The meeting started and ended on time


Facilitation Skills Facilitation Skills



At the End of the Facilitation Skills session you will

1. Appreciate the importance of facilitation in effective meetings

2. Have practised the basic concepts


““Tell me and I’ll forget; Show me and I may Tell me and I’ll forget; Show me and I may remember; Involve me and I’ll understand.” remember; Involve me and I’ll understand.” Chinese ProverbChinese Proverb

10% - 15% of what we hear

15% - 30% of what we hear and see

30% - 35% of what we say

50% - 75% of what we doWe

rem

emb

er .

. .W

e re

mem

ber

. . .


Facilitation TechniquesFacilitation Techniques

StartStart EndEnd

Use techniques to involve attendeesUse techniques to involve attendees

Brainstorming

Group discussion

Pair Working

Backward visioning

External View

Blue sky thinking

Analogies

Six Thinking Hats

Visits and focus groups

Listening Skills

Negative brainstorming

Success looks like?

Force Field

Multi-voting

Constructive rejection/consensus building

Listening Skills


Pair WorkingPair Working

1 Silent generation:

- have each member write ideas on paper or post-it’s™ for2-3 minutes

2 Round robin:

- ask each participant to add 1 new idea each time round (participants can pass, or add new ideas throughout the discussion)

3 Clarification:

- briefly discuss each idea to ensure common understanding

4 Ranking:

- allow everyone to rank the ideas using one of the multi-voting techniques

5 Consensus:

- use group discussion to form a consensus on the winning idea(s)

ThePair Workingtechniqueis a combineddivergence/convergencetechnique thatworks well toensure equalinvolvementfrom all groupmembers

ThePair Workingtechniqueis a combineddivergence/convergencetechnique thatworks well toensure equalinvolvementfrom all groupmembers


Brainstorming...Brainstorming...

Brainstorming is a participative process to generate large numbers of ideas in a short time.

The idea is to use relaxed free thinking to generate ideas without reference to links, value or practicality

Early on in a project - let the project team brainstorm to identify constraints, formalise assumptions and identify risks

In the middle of the project to resolve risks

When to useWhen to useDefinitionDefinition


Brainstorming - keys to successBrainstorming - keys to success

Keep groups small - 5-10 people is the maximum

Don't let the facilitator censor ideas - questions should be asked only for clarification

Select participants at the same level in the organisation - too great a seniority/status gap can inhibit openness

Define behaviour rules early on - then enforce them (politely!)

Define objectives clearly and in broad terms (and give everyone context too)

Mix in mavericks/outsiders

Don't force conclusions or consensus (but allow time for convergence if possible)

Write everything down


Brainstorming - 3 behavioural expectationsBrainstorming - 3 behavioural expectations

Use "yes, and…", not "yes, but…" to build on ideas

Value originality, not practicality!

Be positive Be positive

Be ambitiousBe ambitious

Include everyoneInclude everyone

Announce early on "believe it or not, we should manage to generate 50-60 ideas"

It works!

Go around the group to get everyone involved Facilitator should invite ideas from quiet

participants - and close down anyone hogging the microphone!


Multi-voting techniques...Multi-voting techniques...

Single preference voting may not deliver a clear winner; is a poor way to build consensus (and may split the group); and misses the opportunity to create “better than both” solutions

Multi-voting is preferable and avoids all these problems

Although a slower way to achieve convergence, the cost is worthwhile for the consensus gained

Give everyone n votes (all weighted equally) and carry the top 3-5 ideas through to a further round of discussion. Potential disadvantage is that a strongly held idea receives too little support, causing disaffection later

Better approach is to prioritise votes and carry forward: highest scoring idea most mentioned ideas any top priority idea

How to?How to?Why multi-voting?Why multi-voting?


Constructive rejection/consensus Constructive rejection/consensus building...building...

1 Narrow the long list of ideas down to a limited list to be agreed

2 Ask each participant to agree or reject an idea

3 Don’t permit outright rejection - instead demand a response of the form:“I could only accept “x” if you changed feature “y” or if “z” were true”

4 Iterate the discussion to identify more ways to improve the rejected solutions

5 Close only when the group has achieved an acceptable number of solutions of which every member can say:“I can live with that; I can support it and carry it through”*

Constructiverejection/

consensusbuilding

is a process

thattends to forcethe group to

improve ideasrather than

dismiss

them

Constructiverejection/

consensusbuilding

is a process

thattends to forcethe group to

improve ideasrather than

dismiss

them


Blue sky thinking...Blue sky thinking...

"Blue sky" thinking is an extension of brainstorming that gets people to think "outside the box" by shifting the rules and frames of reference

Imagine in 5 years time….

Early on in a project when you want to push beyond the boundaries of an analytic logic structure

Useful for revealing hidden assumptions and unstated rules

Helps ensure the right questions are addressed and that good solutions are not passed by

Best integrated with a conventional brainstorm exercise - as the initial round of ideas dries up a round of "blue sky" thinking can re-energise the discussion

When and how to useWhen and how to useDefinitionDefinition


“Hey! They’re lighting their arrows! Can they DO that?”



Analogies...Analogies...

Analogous thinking is used to draw insights into the current situation by drawing on experience in other industries/situations

Early on in a project to enrich our understanding of the problem and improve hypothesis generation

As an extension of brainstorm sessions to re-energise discussion

When you know enough of other industries to be able to leverage experience

NB: Reverse role playing can also be a powerful tool with similar effects


Six Thinking Hats...Six Thinking Hats...

Six Thinking Hats is a technique invented by Edward de Bono* to help people overcome their natural psychological biases and to ensure that problems are covered exhaustively from several perspectives

With a group of people who are unable, or have little experience, of thinking from several perspectives

When personality issues in a group need to be diffused

When a decision is risky, or likely to face opposition, to ensure that all bases have been covered


*Six Thinking Hats, de Bono, 1985; Serious Creativity, de Bono, 1992


What are the Six Thinking Hats?What are the Six Thinking Hats?

This is the logical hat, coolly concerned with data, facts, andfigures … not emotion

This is the logical hat, coolly concerned with data, facts, andfigures … not emotion

The process master - observing from the outside the balance of thinking,the clock, the dynamics etc. Keeps the problem in perspective

The process master - observing from the outside the balance of thinking,the clock, the dynamics etc. Keeps the problem in perspective

The spirit of creativity, always seeking alternatives, provocation, changeThe spirit of creativity, always seeking alternatives, provocation, change

The voice of optimism. The logical inverse of the black hat. Explains whysomething will work, locates the benefits. Finds the value in currentevents

The voice of optimism. The logical inverse of the black hat. Explains whysomething will work, locates the benefits. Finds the value in currentevents

Judgement and caution. Always logical, the black hat looks for risks anddangers. Questions how the proposal will fit the facts, match experience,the system, the system in use, present policies etc

Judgement and caution. Always logical, the black hat looks for risks anddangers. Questions how the proposal will fit the facts, match experience,the system, the system in use, present policies etc

The opposite - red hat thinking legitimises personal feelings and intuitionabout the topic

The opposite - red hat thinking legitimises personal feelings and intuitionabout the topic

Think.. ...

… whitepaper

… tired andemotional

… black robedjudge

… sunshine

… trees,growth

… cool skies

White

Red

Yellow

Green

Blue

Black


Six Thinking Hats Six Thinking Hats can help on four levelscan help on four levels

Move from hat to hat, spending a few minutes focused on only one style of thinking at a time

Ensures a structured, comprehensive analysis of the problem

Use in a one-to-one situation to minimise argument

Allows (forces?) each protagonist to explore each side of the argument in a less confrontational way

Helps someone to adopt different thinking styles without being critical - as in “I like your black hat thinking, but now let’s try a yellow hat perspective”

Beats “you dumb schmuck, don’t be so negative”!

Use as a technique of critical self review, check from the perspective of each hat whether the work stands up (too often we only work from a white hat perspective)

Provides a structured self-review process that will help to eliminate the most embarrassing gaps in your work

Group

problem

solving

Group

problem

solving

Persuading& managingconflict

Persuading& managingconflict

CoachingCoaching

Personal

thinking

Personal

thinking


Visits, demonstrations...Visits, demonstrations...

Visits and demonstrations are ways to ensure that team members unfamiliar with products, processes, technologies gain hands on insight into problems and opportunities

At the start of a project to ensure all team members are familiar

As part of the problem solving process to gain insight into problems and opportunities (many people achieve more by seeing and doing, rather than by a pure analytical approach)



Other techniques to consider...Other techniques to consider...

A graphical technique for laying out cause-and-effect relationships

Highly iterative, consensus driven approach - can generate deep insight into the relationships within a complex system

A solution generation and voting technique

Useful when group members are physically dispersed, require anonymity or to reduce impact of personality or status differences

Force field analysisForce field analysisFish bone analysisFish bone analysis Delphi narrowingDelphi narrowing

A structure for analysing the current situation to locate problems/ opportunities

Premise is that the current state is a balance between forces pushing toward and restraining movement towards a desired state


Other techniques to considerOther techniques to consider

Gain voice of the customer

How would customers view our organisation? What does our company look like to our suppliers?

Good to use when team contributions and knowledge equal. Watch out for individuals dominating proceedings or avoiding contributing

Remember the “listening plan”

Backward VisioningBackward VisioningExternal ViewExternal View Group DiscussionGroup Discussion

Imagine an ideal state in the future when success has been realised / all objectives met etc

Imagine you are writing an article for the “company magazine” about why the team were so successful

Capture the critical success factors and use these as ground rules for the team


Listening Plan - E.A.RListening Plan - E.A.R..

ExploreExplore

AcknowledgeAcknowledge

Respond Respond

EAR - Source: Finch, Blanchard


ExploreExplore

People are more receptive to your ideas if you are receptive to theirs

Ask questions to probe their position

Ask questions to show positive and negative consequences of their position


AcknowledgeAcknowledge

Demonstrate understanding

Avoid words that make people dig in and be defensive

Don’t use “irritators” e.g. sensible position, right thing, best idea


RespondRespond

Person is least receptive to an idea/proposal immediately

after they have put forward an idea of their own

People often use their best ideas at the worst possible time

If you introduce your counter position, introduce it as a way

out of identified & agreed problems not as a competitor to theirs


Listening PlanListening Plan

Questions persuade….Telling Doesn’t


Ask open ended questions

Positively respond to contributions from the group

Ask for more specific examples where clarity is required

Redirect comments or questions to other group members to ensure all contributions can be made

Avoid stating your opinion while facilitating

Paraphrase for clarity and understanding

Role model and encourage good meeting behaviours

Good facilitation includes specific Good facilitation includes specific behavioural skillsbehavioural skills


Meeting Meeting & Facilitation & Facilitation

PracticePractice


Meeting and Facilitation PracticeMeeting and Facilitation Practice

Select Meeting Topic

Structure Agenda

Introduce Meeting

Feedback


Agenda Agenda

Meeting Skills

Facilitation Skills


Learning Review

Course Feedback

Close


Agenda Agenda

Facilitation Skills


Learning Review

Course Feedback

Close


AgendaAgenda

Facilitation Skills


Learning Review

Course Feedback

Close


Presentation SkillsPresentation Skills


Part 2 – Presentation Skills Part 2 – Presentation Skills

Introduction to Presentation Skills Course

Presentation Practice 1

Objectives and Structure (The Words and the Rhythm)

Vocal Tone and Body Movement (The Song and the Dance)

Presentation Practice 2 / Feedback

Summary of Successful Presenting

Presentation Practice 3 / Feedback



At the End of the Presentation Skills session you will

1. Understand how to structure a presentation to meet your objectives

2. Appreciate the importance of non-verbal communication

3. Practised the basic concepts


Practice and feedback - 1Practice and feedback - 1

A subject you feel very strongly about.

That makes you ecstatic or angry

That makes you want to laugh or cry


Definition of a presentationDefinition of a presentation

A structured, prepared and speech-based means of communicating information, ideas, or arguments to a group of interested people in order to inform or persuade them


The presenter only succeeds when The presenter only succeeds when they get the audience to:they get the audience to:

HEAR what you have to say (or see what we have to show them)

UNDERSTAND what you mean

AGREE with what they have heard

TAKE ACTION in accordance with your over all objectives


Define the objective(s) of your presentationDefine the objective(s) of your presentation

At the end of my presentation my audience will………?At the end of my presentation my audience will………?

Be informed of … Agree to take action on…. Decide between options…. Know the status and next steps of the ….. Be aware of the causes of the….


The Basic StructureThe Basic Structure

BeginningBeginning Middle (2-3 Main Points)Middle (2-3 Main Points) EndEnd

80% 10%10%


The BeginningThe Beginning

"Tell ‘em what your going to tell ‘em”...

Getting attention

Building rapport

Statement of theme

Audience needs


The MiddleThe Middle

"Tell ‘em"...

Points to be made

How will they benefit the audience?

Support material, examples, third party references, visual aids

Possible audience objections


The EndThe End

"Tell ‘em what you’ve told ‘em" ...

Reiterate the theme

Summary of points

Closing words and commitment


Structure ExamplesStructure Examples

Inform

Selling

Decision

Status/Progress Report

Action

Beginning - Main Points - End

Product - Features/Benefits - Summary

Options - Pros/Cons - Recommendation

Past - Present - Future

Situation - Target - Proposal

ObjectiveObjective Matching StructureMatching Structure


The Rule of ThreeThe Rule of Three

People will remember the first thing said

People will remember the last thing said

People might remember the one in the middle


Touch - Turn - TalkTouch - Turn - Talk

Touch Main Point (or supporting fact)

Turn

Wait for eye contact to return to you (they have read the fact)

Talk

Add emphasis - make your point


Use Sign PostsUse Sign Posts

To let the audience know where you are

To let the audience know where you are going

To remind the audience where you have been


Questions and Answers: Questions and Answers: Decide up front (& let audience know) if... Decide up front (& let audience know) if...

You will accept questions as you go

Will take questions at end

N.B. Use structure to defer questions to the appropriate place


People will forget your presentation! People will forget your presentation!

38% in 2 days

65% in 8 days

75% in 30 days ….


We only remember . . .We only remember . . .

10%-15% of what we hear

15%-30% of what we hear and see

30%-35% of what we say

50%-75% of what we do


Vocal ToneVocal Tone

DODODODO

Speak louder than you think you should

Punch and Pause

Vary Pitch and Speed

Speak louder than you think you should

Punch and Pause

Vary Pitch and Speed

DON’TDON’T

Mutter

Be monotone

Be too quiet

Mutter

Be monotone

Be too quiet

Tip: Do Vocal E

xercises


Body LanguageBody Language

Adopt Assertive Stance

Match Gestures to Subject

Move to show progress

Adopt Assertive Stance

Match Gestures to Subject

Move to show progress

Hide behind objects

Fidget

Finger point

Hide behind objects

Fidget

Finger point

Tip: Observe leaders

DODODODO DON’TDON’T


Eye ContactEye Contact

Look at individuals

Smile with your eyes and face

Look everyone in the eyes once

Look at individuals

Smile with your eyes and face

Look everyone in the eyes once

Stare at overheads

Look over people’s heads (or down your nose)

Mine sweep

Stare at overheads

Look over people’s heads (or down your nose)

Mine sweep

Tip: Listen with

you eyes

DODODODO DON’TDON’T


Summary of Successful Presenting Summary of Successful Presenting

The first 90 seconds are crucial; preparation and attitude are apparent almost instantly

An ill prepared presenter sends a dramatic message to their be better prepared" (Audiences are sensitive - They pick up signals and react to them personally).

Ensure slides are legible (Check spelling,especially names and make sure numbers add up)


Summary of Successful PresentingSummary of Successful Presenting(continued) (continued)

Know what your listener expects to see and hear before you start to talk

Talk about their problems and requirements

Talk to people in their own “language” and experiences and they will listen to you


Summary of Successful PresentingSummary of Successful Presenting(continued) (continued)

The first and last impressions made should be both positive and favourable

Seek audience feedback

Make time for Questions & Answers


You do not communicate with just words, the whole person that you are comes with them

Stimulate more than one sense e.g. speech and visual aids

There is nothing more boring than someone who never moves

Summary of Successful Presenting Summary of Successful Presenting (continued) (continued)


Unless someone hears what you have to say, there is no communication

When you fail to communicate it is not the words that need straightening out, it is the thoughts behind them

Give an overview before moving onto the points of detail



Build a relationship with every person in the room (they are forming an opinion about you)

If you are nervous, don't announce it. Once you do, your audience feels obligated to worry about you (Presenters who cause worry do not inspire great confidence)

Take A Break (If the energy of your audience is low before the start of your presentation, give them a 5 minute break before starting).



Keep details to a minimum (you want the audience to listen to you and not read the presentation)

Use graphics and diagrams for greater impact

Keep any back-up information to hand



Use humour (Builds rapport with the audience; People will feel more relaxed and can lighten a dry subject

Tell a Story and use Signposts

K.I.S.S.



Dairygold WorkshopDairygold WorkshopObjectives and Goals

© the delos partnership 2005 dairygold workshop meeting and presentation skills

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