some of our recent training programs from saunders mc dermott consulting

OUR RECENT TRAINING WORKSHOPS

MML Stakeholder Engagement & Communications Strategy

Key Objectives

• To engage stakeholders to:

- build support for the Project - build credibility for the two Councils - generate confidence among the general community in the

Project

• To ensure relevant information is provided to the community - in a timely, accurate, constructive manner so they can make informed and logical decisions

• To ensure Local, State and Federal Government support - for the Project

• To ensure appropriate processes are in place - to effectively manage and streamline stakeholder engagement activities within Project Team

Supporting Objectives

• To reassure the community their issues are being taken into account - and resolved where possible and practicable

• To ensure use of consistent messages - by all members of the Project Team

• To achieve a balance between the broader benefits of the MML Project for the whole Central Coast community - and the concerns and issues of affected Valley residents

• To position the MML Project in the wider context of WaterPlan 2050 - and the general water issues on the Central Coast

• To help keep the Project on time and to budget - by achieving effective stakeholder engagement and communications

Supporting Objectives (cont)

• To manage expectations of all stakeholders - involved in the Project

• To ensure honesty and integrity in what is said/ provided - to the community and all other stakeholders

• To ensure appropriate processes are in place - to enable stakeholder engagement activities to be effectively documented, understood, followed through by Project Team

• To reduce multiple handling of stakeholder engagement activities - to ensure timely and consistent outcomes

• To measure and evaluate the success of this strategy - by tracking stakeholder attitudes and behaviour over time

• To ensure this strategy is adaptive - to meet ongoing needs and changes as the Project progresses

Top Line Key Messages

• Pipeline route corridor decided for 8 of 9 Sectors - physical location of pipeline may vary to allow for on-ground features that may need to be avoided

• Project Team continuing to work with all affected landholders - to resolve outstanding issues wherever possible and practicable.

• Need to achieve a balance between landholder, community, environmental, constructability, cost impacts - important to get this balance right

• MML key element of WaterPlan 2050 - the long-term strategy for Central Coast’s water supply system adopted in August 2007 after extensive consultation to help drought proof the region for next 45 years

• Total dam storage levels for Central Coast are only at about 29% - pipeline still very much needed despite recent rains

• Delivering MML is a complex task - must be done right to ensure maximum benefits and minimal impacts for all concerned

Optimising Our Consultation Performance

It’s Not Just What You Say

• When you begin your community consultation, you can make or break your credibility - and that of the Project Team & two Councils in less than 30 seconds

Role of Non-Verbal Communications

• Audiences judge/interpret messages using different criteria*:

- 7% based on the words- 55% non-verbal communication- 38% speaker’s vocal quality (pitch,

volume and variation

* UCLA Study - Professor Albert Mehrabian

Body Language/Tone & Pitch of Your Voice

• Be animated and enthusiastic - sit/stand without being tense

• Look forward and show vitality - but don’t be calculated about it

• Your hands control pitch, tone and speed of your voice - feel free to use them as normal in a way that you’re comfortable with

• Gestures underline your key words - and can illustrate pauses in your delivery but use them minimally to add emphasis

Using Non-Verbal Communications to Your Advantage

• Dress expectations vary depending on who you are - people expect you to conform to stereotypes associated with your role, if you surprise them you add a new dimension for them to judge

• Show you are interested in talking through eye contact, smiles, gestures -within 10 seconds it’s either going to be working for or against you

• Always adopt a positive outlook - remember to be friendly, calm, collected at all times

• Be firm, objective, credible - don’t be intimidated by stakeholders, try to build rapport and empathy where appropriate

• Don’t lose your temper or get agitated - no matter how much may be baited

Your Role in the Consultation Process

• YOU are the message - you personify the two Councils, Project Team and project as a whole

• Believability = honesty = trustworthy

• Help protect/build the reputation - of the two Council’s and project as a whole

• Help build community’s trust - in two Councils and Project Team

• Effectively implement the MML Stakeholder Engagement Strategy - read it, understand it, fulfill your specific tasks/objectives

• Know what you want to say, how to say it -use simple language, clear key messages

• Convey your passion - know your stuff, deliver consistent key messages

• Project your personality and voice - be likeable and persuasive

• Be very practiced - be yourself, present the agreed key messages not your own views

• ‘Sell’ your message - remember YOU are the message

Your Role in the Consultation Process

Effectively Dealing With Questions

• Every stakeholder question is an opportunity - to deliver a key message

• Use ‘stand-alone’ statements - supported by background facts and figures

• Tight ‘single-thought’ responses are best - so people can understand and remember what you said, keep it simple and consistent

• Never respond to hearsay or rumour - stick to the facts and agreed key messages

• There’s no such thing as ‘off the record’ - everything you say is perceived as Council policy

?

What’s at Risk if We Get it Wrong?

• Councils’ long-term reputation and credibility • Blow out in Project timeframes and budgets • Continuing fractious relationships with impacted landowners • Loss of general Yarramalong Valley support• Loss of general Central Coast community support • Negative/critical media coverage • Concerns/criticism/lack of support among elected Councillors, local MPs

What Are the Benefits of Getting it Right?

• Increased likelihood of meeting project timeframes and budgets • Smoother approvals process • Easier easement acquisition• Less challenging construction phase (from a community interaction perspective)• Support from general Central Coast community, impacted landowners (even if it’s

grudging acceptance at best) • Support among elected Councillors, local MPs, media, other stakeholders

√

X

Some Tools For Improving Your Performance

Key Message Delivery:

• Keep it simple - don’t try to deliver too many at one time

• Use supporting documents - to help provide additional facts/figures

• Deliver them in an appropriate manner - learn to style-flex to suit your audience

• Avoid technical jargon or ‘Council’ speak - can lead to confusion and/or misinformation

• Ensure you only use the agreed key messages - same words and phrases every time, reiteration is not repetition

When & How to Share Information

• Draft documents are NOT for public consumption - only when they’re approved by PCG and/or Councils should they be shared

• Some documents will always be ‘commercial in confidence’ (therefore NOT for public consumption) - this classification will be decided by PCG, Project Director and/or Councils

• Final documents must be publicly shared on an equitable basis - not given to just some stakeholders

• Project Director/PCG will decide when documents are to be shared - not stakeholders who’ve requested them within a certain timeframe

• Information provided by stakeholders must NOT be shared with other people (outside of the Project Team) - breaches their privacy, undermines their trust in Project Team

What to Say When You Don’t Know

If you should know:

• Apologise for not having the required detail to hand (take question on notice)

• Formally record request in an appropriate manner• Work with stakeholder engagement team to co-ordinate a response • Do not agree to a requested timeframe for a response (it may take longer to

find the required information)

If you shouldn’t know/are not authorised to comment:

• Never bluff, guess or speculate• Explain you’re not an expert in a particular area/specific process• Formally record the request in an appropriate manner,• Work with stakeholder engagement team to co-ordinate a response

Building Rapport & Empathy

• Consultation is not just about listening - it’s about gathering, sharing and responding to information (creating a two-way process)

• If you’re too empathetic - you risk creating expectations the Project Team/ Councils may not be able to fulfill

• If you create too much rapport - you may put yourself in a difficult position when decisions are made which stakeholders may not agree with

• The key is to create a win:win situation by:

- Taking on board, listening to, acknowledging information stakeholders want to share

- Providing stakeholders with the information they need to make an informed decision about how they will behave/think/respond

How to Deal Equitably with All Stakeholders

• Do not favour one stakeholder over another - you may visit or talk to some stakeholders more often but you must treat them all with the same degree of respect, integrity and courtesy

• Do not provide information to some stakeholders and not others -everyone should have the chance to access/view the same information, it’s up to them if they read it or not

• By providing some stakeholders with information and not others - you risk giving people more perceived power, a louder voice than others

• If you’re seen as being unduly influenced by one stakeholder over another - you risk undermining the credibility/integrity of the Project Team and two Councils

Issues Management

• Efficient recording and sharing of information is vital - data cannot be accessed if it’s only in your head, make sure its recorded in TRIM and Consultation Manager, adhere to the protocols/processes for dealing with issues

• If you’re concerned about something tell someone - don’t wait until it becomes an issue, the sooner it’s highlighted, the quicker it can be dealt with especially if it can have a significant impact on the Project

• Provide as much detail as possible - we rely on people in the field to provide an accurate record of the behaviour, attitude, response of stakeholders and if these are changing/progressing/deteriorating

• We’re currently developing an MML Issues Management Kit - will include record of contact sheet for use in the field and constantly updated Key Messages, Q&As etc

Political Challenges

• Council elections - tend to bring out ‘electioneering’ antics

• Stakeholders lobbying local MPs/Councillors - can generate third party queries

• Ongoing issues between Councils and NSW State Government -increases risk of Project getting caught in cross fire (Tillegra Dam, Central Coast Water Authority)

• Provision of Federal Government Funding for the Project - means MML remains firmly on the national political radar

• Required approval/ongoing liaison with Government agencies – means MML remains firmly on the State political radar

Protocols & Processes

Correspondence, Media, Government, Land Access

Role of Stakeholder Engagement Team

• We can provide expert stakeholder engagement and communications advice/ help - to make your lives easier

• Because we write for a living - we can Plain English your technical, legal, statutory documents and position information in the most positive, effective manner to achieve the desired stakeholder engagement outcomes

• We understand what makes people tick - we are experienced in helping change people’s attitudes and behaviour, we will work with you to produce effective responses (verbal and written) to stakeholder enquiries/to engage stakeholders

• We can anticipate likely stakeholder questions - and help develop the right key messages to achieve our agreed stakeholder engagement and communications objectives

Role of Stakeholder Engagement Team (cont)

• We’re the guardians of ensuring all project documents are consistent -from a design and content consistency perspective

• Because we’re former journalists - we can effectively manage and leverage the media

• We have more than 5 years experience in water issues on the Central Coast - so have good insights into the broader ‘water picture’

• We have specific State/Federal Government relations experience - so can provide expert guidance during the approvals and liaison process

• Because we’ve worked for the two Councils for more than 5 years - we understand their unique processes and protocols, we also know the latest Council policies and decisions

Wyong Shire Council Half Day Media Training Slides

Managing The Media

Media Skills Coaching Workshop

So What Do You Know Already?

• How did the media get in touch with you?

• What was the objective of the interviews you’ve done to date?

• What did you tell the media during these interviews?

• How did you prepare for these interviews?

• Who did you go to for help before these interviews?

• Did you meet the media’s deadlines for these interviews?

• How did these media interviews go?

Lets Start With the Basics

Did You Know?

When you begin your media

interview, you can make or break

your credibility and that of WSC in

less than 30 seconds

It’s not just what you say…

but how you say it.

Did You Know?

Did You Know?

• Audiences judge/interpret messages using different criteria:

- 7% based on the words

- 55% non-verbal communication

- 38% speaker’s vocal quality (pitch,


UCLA Study – Professor Albert Mehrabian

Your First Port of Call

WSC Communications Team

• Central point of contact for the media

• Can help you prepare

• Understand how the media operates

• Have many years of experience

• Know the individual journalists

• Can anticipate the likely questions

• Can develop the right key messages

• Know the political environment

• Know the latest council policies and decisions

What You Need to Do

Think Before You Speak

• Read the newspapers/listen to local radio - to know what WSC is saying to gain some context for your interview

• Don’t just talk to the media because they ask you - think about whether you’re the right person to comment

• Don’t commit to doing an interview – untilyou’ve spoken to the Communications Team

• Make sure you’re as fully informed as possible -on the topic you’re being interviewed about

Think Before You Speak

• Remember you’re representing WSC - in everything you say and do

• Be believable - if you want people to perceive you as honest and trustworthy

• Convey your passion - about the subject you’re commenting on

• Know your stuff - by ensuring you’re fully informed and have read/understood all of the available background data

What You Need to Do

Know What You’re Going to Say

• Deliver consistent messages - or risk being misunderstood/misquoted

• Meet the media’s deadlines - failing to turnup/ring the media back is fatal

• Present WSC’s views - not your own

• Aim is to build WSC’s reputation/credibility - aswell as increase the community’s trust in WSC as a professional, committed local government organisation

And remember during theinterview you personify WSC

Know What You’re Going To Say

• Use simple language - in particular clear

key messages, examples that will resonate with the community

• Project your personality - as well as your voice and passion for what you are talking about

• Be likeable - as well as persuasive and professional at all times

• ‘Sell’ your message - you must do this for both proactive and reactive stories

And Remember…

The consequences of what you

say – a ripple of controversy

started by you could end up being

a tidal wave for WSC

The Rules of Engagement:

What to Say & How to Say It

How Will You Know You’re Prepared?

• Be clear what you’re being interviewed about - and why , make sure you’re the right person for he job

• Read all supporting media releases - as well as FAQs, Council meeting minutes etc

• Spend time preparing - with the WSC Communications Team and on your own

• If you’re unsure - ask those burning Qs of the WSC Communications Team

• If you’re still uncomfortable - tell the WSC Communications Team why as early as possible

What Key Messages Should You Use?

• Work with the WSC Communications Team - to identify the right key messages

• These may have already been prepared - and included in a supporting media release

• If not talk to the team and work together to agree what you should say - and understand why

• Review what questions you may be asked - and test whether your key messages answer these questions

Key Message Development

Exercise

What’s Your Interview Strategy?

• You need an interview strategy: a credible methodology for effectively responding to difficult questions andcommunicating your key messages


CONFLICT!

Make It a win-win encounter: a good story that benefits you

The media is looking for a good story

You want to get your message across


Never repeat negatives

Pursue your

own agendaBe prepared

Don’t just ‘survive’ the

interview

Talk in audience

benefit terms

Don’t be intimidated by

interviewer

Dealing with Difficult Media

Questions

How Should You Handle Questions?

• See every question as an opportunity - to deliver WSC’s key messages

• View each question as an invitation - not a threat

• Broaden the questions out - most media tend to ask very specific questions

• Acknowledge the question - to help establish your credibility, reduce the risk of you appearing to be hiding something, the community’s trust in WSC being eroded

Handling Difficult Questions

Exercise

Tools to Help You Perform Well

as a Media Spokesperson

How Do You Get Back on Track?

• Use specific techniques to get back on track -when you get put under pressure, asked questions you’re not able to answer

• These are simple expressions to enable you to change tack - and get back to where you want to be

• They allow you to take control - of the interview and the questions you’re being asked

So What Are Transition Statements?

‘But the key point here is…’

‘yet on the other hand…’


‘let me just remind you…’

‘but let’s just look at the facts…’


‘the real issue however is the question of…’

‘on the contrary, I would say…’


‘despite your

comments, the facts

remain…’

‘in reply, I would point

out…’

How Do You Get Your Point Across?

• You need to keep reiterating - your key messages

• Don’t assume by stating your key messages once -they’ll be printed or broadcast

• Reiteration is not repetition - it’s about making your point in a variety of different ways

• It’s up to you to sell your message - the media have their own agenda

• And remember don’t try and deliver more than 3 key messages – during an interview

How Do You Avoid Red Herrings?

• Never fall for ‘Red Herring’ questions - these are anything that’s not relevant to the interview

• Side-step them - and ‘transition’ the interview back to your key messages/your agenda

• Keep the interview ‘on track’ - by remaining focused and concentrating on your interview strategy

Why Use Stand-Alone Statements?

• You need to speak in ‘stand-alone’ statements -don’t just give responses to questions!

• Your statements must ‘stand’ on their own - so they’re easier for the media to edit/use

• A 30-second reply is often too long - that’s why tight ‘single-thought’ responses are best

• Aim for the quick ‘7 second grab - every time

And Remember…

• Never repeat negatives

• Never respond to hearsay or rumour

• Avoid industry/technical jargon

• When you don’t know and shouldn’t know – say so, don’t bluff

• When you don’t know and should know - commit to getting the information to them as a follow-up action

• Remember there is no such thing as ‘off the record’ -if you say it, they’ll run it

So How Does it All Work Together?

Acknowledge/Answe

r

Question/Invitation

Topic Transition

Message Reiteration

CREDIBLE

LINK

Remember: a successful interview

is when you have said what you

wanted to say – many times over!

How You Know if You’ve Done Well?

Dealing with Different Types

of Media

Different Media Types - Radio

• Face-to-face or down-the-line

• Enunciate/diction - be understood

• Use bullet-pointed key messages - no more than 3 per interview

• Keep your answers succinct - tight thought responses, stand alone statements

• Avoid making aural distractions

• Most interviews will be minutes in length

• Radio interviews are all about informative, newsy ‘grabs’

Different Media Types- Newspapers

Face-to-face or down-the-line

Use bullet-pointed key messages - no more than 3 per interview

Think about your quotes - what will they ‘look like in print’

Plan for the headline you want - avoid the headline you don’t want

Remember print interviews can be much longer - and more tricky

Different Media Types- Newspapers

Print media means there’s a permanent record of what you said - for everyone to see

Use other tools to help put your input in context -such as media releases, background briefing by WSC Communication Team

If you can’t answer their questions or don’t have the information to hand – get the WSC Communications Team to follow up after the interview

Talk to the WSC Communications Team about photos -if you think it would help put the story in context

Summary

Presentation Skills Workshop

Your Trainer Today:

Janet Saunders

What today is all about….

To change how you feel about presenting

To dissolve those fears you may have about

interacting with your audience

To provide you with a strategy to achieve a

win-win situation

Lets Start With How You

Influence People

So lets get started….

When you begin your presentation,

you can make or break your credibility

and that of the Project / RTA in less

than 30 seconds

It’s not just what you say, but how

you say it…..

The reason for this is…..

How your audience will respond….

• Audiences judge/interpret messages using different criteria:*

- 7% based on the words

- 55% non-verbal communication

- 38% speaker’s vocal quality (pitch,


* UCLA Study – Professor Albert Mehrabian

How your audience processes information...

• Audiences receive / process information in different ways:

- some prefer ‘visual’ – such as pictures and diagrams

- some prefer ‘words’ – such as letters, websites, newspaper articles

- some prefer ‘verbal’ – such as presentations at meetings, during 1-on-1 briefings

- some prefer a mixture of all three

• It all depends on their ‘personality profile’

So how do you shape up?....(1)

Do you:

• Look like fish out of water

• Are robotic, corporate and scripted

• Fail to ‘connect’ with the audience

• Move in a stiff, wooden manner

• Present intellectually, not emotionally

• Lack passion and humanity

Then maybe you are a mediocre speaker!


Do you:

• Know the content, inside out

• Earnestly acknowledge questions

• Use your key messages to answer questions

• Use simple words and memorable phrases

• Tell interesting and relevant anecdotes

• Speak naturally and passionately

Then maybe you are a good speaker, or….


Do you do all of those things naturally as well as:

• Convey your passion

• Know your stuff

Are you:

• Very practiced

• Act yourself

If so then you are truly a great speaker!

How to share information – your role! (1)

• During your presentation you personify the Project / RTA

• It’s also vital that you are believable - which will translate into honesty and trustworthiness

• You must also be yourself – be an original

• Know what you want to say – and how to say it, use simple language

• Project your personality – and voice

• Be likeable - and persuasive, ‘sell’ your message

Remember YOU are the message

How to share information – your role! (2)

It’s vital:

• You deliver consistent messages

• Provide information that resonates with the audience - or they’ll fill the information vacuum themselves

• Present the RTA’s views - not your own

• You’re focused on building the Project / RTA’s reputation, as well as

• Building the audience’s trust in the Project / RTA

Simulated Presentation 1

Preparation Is The Key

Understand why you’re presenting…..

Work with your Community Liaison Advisersto understand:

• What’s the objective of the presentation?

• What are the current attitudes / likely reaction of the audience?

• How do you want to change these and why?

• Is the first time you have presented to this audience?

• If not, what has changed since you last presented to this audience?

Know what you want to say….

Work with your Community Liaison Advisers to:

• Select your key messages - choose 3 as a maximum

• Ensure they are clear and easy to understand – ensure they will resonate with the audience

• Anticipate the ‘worst’ possible questions - the audience are likely to ask

• Ensure your key messages are able to answer these questions - effectively, honestly and succinctly

Key Message Development

Anticipating Questions


What to Say & How to Say It

Knowing if you’re ready…..

• You’ve agreed to give the presentation

• You know your key messages

• You understand the audience

• You’ve anticipated the likely questions

• You’ve worked out your answers

• You’ve rehearsed your key messages

• You’re dressed for the part

• You’re ready!

Your presentation strategy….

• You need a credible methodology for effectively responding to difficult questions and communicating your key messages

Overcoming a fundamental conflict….

CONFLICT!

Your role is to deliver a ‘win-win’ encounter for everyone

The audience wants to hear the key messages

they desire

You want to get across the Project / RTA’s agreed key

messages

Ensuring you take control….

Never repeat

negatives

Pursue your

own agendaBe prepared

Don’t just ‘survive’ the presentation

Talk in audience

benefit terms

Don’t be intimidated by the audience

Dealing with questions….(1)

• Every question is an opportunity - to deliver the Project / RTA’s key messages

• View each question as an invitation - not a threat

• Most ‘difficult’ stakeholder questions are quite specific – try to broaden the content of your response if you can’t provide a detailed answer

Dealing with questions….(2)

• To be credible - you must acknowledge the question first

• Otherwise you will come across as avoiding the question

• People who avoid questions look as if they’re hiding something

• This risks eroding the community’s trust in the Project / RTA

Transitioning out of difficulties….(1)

• You need a technique to get you back on your track –back to your agenda

• The best way is to use simple expressions that enable you to change tack – to get you back to where youwant to be

• This type of transitioning allows you to take directional control – of your presentation and Q&A session


‘But the key point here is…’

‘yet on the other hand…’


‘let me just remind you…’

‘but let’s just look at the facts…’


‘the real issue however is the question of…’

‘on the contrary, I would say…’


‘despite your comments,

the facts remain…’

‘in reply, I would point

out…’

Why you need to reiterate....

• Reiteration is not repetition

• Reiteration is making your point - in a variety of different ways

• Don’t assume by stating your key messages once they’ll be heard – or understood

• Remember, reiteration is not repetition

Making your presentation work….(1)

Acknowledge/Answer

Question/Invitation

Topic Transition

Message Reiteration

CREDIBLE

LINK

A successful presentation is when

you’ve said what you wanted to

say – many times over!

Making your presentation work…(2)

Why you must avoid ‘Red Herrings’….

• Ensure you never fall for ‘Red Herring’ questions

• These are anything that’s not relevant to your presentation - or the Project

• You can side-step these and ‘transition’ your presentation / Q&A session - back to your key messages

• This will ensure your presentation / Q&A session remains ‘on track’

Importance of ‘Stand-Alone’ statements’….

• Try to speak in ‘stand-alone’ statements

• Be careful not to waffle - when responding to questions

• Where possible provide ‘statements’ that can be easily remember

• Remember a 30-second reply is often too long

• Focus on responding with tight ‘single-thought’ answer and phrases

How to deal with negatives….

• Never repeat negatives

• Never respond to hearsay or rumour

• Avoid industry/technical jargon

• When you don’t know, say so - don’t try to bluff

• Remember there’s no such thing as ‘off the record’


How to Project

Effective impression management….(1)

• First impressions are always right

• Dress expectations vary - depending on who you are and what your perceived role is

• People expect you to conform to the stereotypes -associated with your role and title

• If you surprise an audience – you’ll be adding a new dimension for them to judge you by

Effective impression management….(2)

• Non-verbal communication is critical

• By achieving effective impression management - you’ll give yourself an advantage

• That’s why you must show you are interested in talking to people - through you eye contact, smiles and gestures

• Within 10 seconds – you’ll know if it’s going to work for or against you

Leveraging your body language….(1)

• Be animated and enthusiastic – which means standing or sitting without being tense

• Look forward, show vitality - but don’t be calculated about it

• Your hands control pitch and tone – as well as the speed of your voice

• Gestures underline your key words – they can also help illustrate pauses in your delivery

• But use them minimally - to add emphasis

• If you need to, practice in front of the mirror!

Leveraging your body language….(2)

• Shaky nerves can be a problem

• Some people fear speaking more than dying!

• Nerves can be controlled with practice – and a positive mindset

• Preparation can overcome a lack of confidence

• Be confident – maintain good eye contact, have a strong voice with resounding tones

• Be sincere - smile, have your palms open and facing upwards

• Show enthusiasm and interest – through your tone of voice, by leaning your head forward, by the way you stand

Dealing with the unexpected….

• Challenges you may face include:

- technology not working- difficult stakeholders such as the media turn-up- audience is more hostile than expected - audience is much smaller an anticipated

• Important to remain calm no matter what happens

• Demonstrate your leadership skills - and take charge of the situation

• Remember to keep your audience fully informed – as to what is happening

• Never let things get out of control

Ensuring you have a positive attitude….(1)

• Always adopt a positive outlook

• Be friendly – as well as calm and collected

• Be firm and forceful – as well as objective and credible

• Don’t be intimidated by the audience –or the environment /atmosphere

• Never lose your temper - or get agitated

• Never say ‘I can’t comment/answer that’

Ensuring you have a positive attitude….(2)

• It’s okay to feel empathy - but not to the point of appearing weak or under pressure

• Demonstrating leadership is not aggressive – it’s assertive

• Don’t be afraid to remind people that personal attacks on you – are notacceptable

• Always be courteous – but not to the point where people are able to bully or intimidate you

Working with your colleagues….

• If you have to work as a ‘tag team’-ensure you have an effective partnership plan

• Agree your specific roles – prior to commencing your presentation

• Agree beforehand - who’s going to answer which questions

• Ensure you have a Plan B - for handling the unexpected

All That’s Left is One

Final Check

If you’re ready, you will….

• Know your presentation

• Know your facts

• Be focused on the agreed

objectives

• Understand the audience

• Have identified your key

messages

• Remember that If you don’t

know – say so

• Have anticipated the questions

• Rehearsed your presentation

• Look the part

• Be ready to turn negatives into

positives

• Remember not to bluff

• Ensure you take control

• Ensure you don’t miss opportunities to reiterate your key messages

• Challenge untruths

• Avoid buzzwords

• Be concise

• Be yourself

• Avoid personal opinion

• Avoid emotional responses

• Handle the unexpected, AND

• Assume you’re the star, because you ARE!

Your Questions

Answered

Simulated Presentations

2 & 3

some of our recent training programs from saunders mc dermott consulting

Education