After I delivered an incredibly inspiring lecture in a class last year – one of many, I am certain – a student approached me and shared this:
“I stand in one spot for the most part during my presentations,” he said. “But another professor told me to move around when I talk.”
Hmmm.
Move around when you talk.
“Did he tell you how?” I asked.
“Tell me what?”
“Did he tell you how to ‘move around?’ Did he tell you what it would accomplish?”
“No, he just said to ‘move around’ when you talk.”
“Just ‘move around?’”
“Yes.”
Ponder that piece of advice a moment.
Ponder that advice and then reject it utterly, completely. Forget you ever read it.
What rotten advice.
Never just “move around”
Never just “move around” the stage.
Everything you do should contribute to your message. Movement on-stage is an important component to your message. It’s a powerful weapon in your arsenal of communication.
Movements can and should contribute force and emphasis to your show.
But some people move too much. Like the professor urged, they just “move around” because they don’t know better.
And why should they know better, when some professor urged them to start prowling the stage for the sake of it.
Just as there are those who are rooted to one spot and cannot move while they speak, some folks just can’t stop moving. They stalk about the stage like a jungle cat, constantly moving, as if dodging imaginary bullets.
They are afraid to cease pacing lest their feet put down roots.
Never move just to “be moving.” Proper movement can imbue your business presentation with personal competitive advantage
This kind of agitated movement is awful.
Aimless pacing around the stage is worse than no movement at all.
Aimless movement usually indicates indecision, the sign of a disorganized mind. It’s usually accompanied by aimless thoughts and thoughtless words.
“Move around when you talk.”
It’s not the worst piece of advice a professor has ever given a student, but it’s incredibly naive.
At first, the advice seems innocent enough. Even sage. Aren’t we supposed to move around when we talk?
Don’t we see powerful presenters “move around” when they talk? Didn’t Steve Jobs “move around” when he presented at those big Apple Fests?
Yes, we see them “move around” quite well.
But do you know why they “move” and to what end?
Do you understand how they orchestrate their words and gestures to achieve maximum effect? Do you recognize their skilled use of the stage as they appeal to first one segment of the audience, and then another?
Do you think that Bill Clinton or Barack Obama just “move around” when they talk?
If I tell you to “move around when you talk,” what will you actually do? Think about it for a moment, how you might actually follow-through with that sort of vague advice. Will you flap your arms? Do Michael Jackson isolations with your shoulders? Shake your fist at the crowd?
Move, You Say? What great advice!
How? Where? When? Why? How much?
Awful advice.
We will never know how much damage such well-meaning naiveté has done to our presentation discourse. Like much of what is said, it carries a kernel of truth, but it is really worse than no advice at all. Centuries of practice and delivery advise us on this question. Edwin Shurter said in 1903 . . .
Every movement that a speaker makes means – or should mean – something. Hence avoid indulging in movements which are purely habit and which mean nothing. Do not constantly be moving; it makes the audience also restless. Do not walk back and forth along the edge of the platform like a caged lion. Do not shrug your shoulders, or twist your mouth, or make faces.
You are well on your to mastering your voice and to speaking like a powerful motivator. Now it’s time to incorporate essential movement.
What must you actually do during your talk? Where to do it? How to do it? Why should you do it . . . and when?
In tomorrow’s post, I’ll answer those questions and show you how to incorporate meaningful movement into your presentation – exactly the types of movement that add power and gain you personal competitive advantage.
Interested in more especially powerful techniques for your business presentation? Click here and discover the world of business presentations.
Tell a Business Presentation Story for Power and Impact
We all believe that we should weave stories into our business presentations, and who wouldn’t want to weave a compelling Business Presentation story?
But most of us rarely do. This might be a result of simply not knowing how.
Admit it . . . most of us think we’re pretty sharp – we all think we know what a story is, don’t we?
But do we really?
What is a Business Presentation Story?
Here’s my definition of a business presentation story, and it’s honed from a series of definitions that by their nature are slippery. It’s like trying to define “culture.” Most folks offer up definitions to suit the points they try to make.
A story is a narrative of events, either true or untrue, that appeals to the emotions more-so than the intellect and which features a character’s struggles to overcome obstacles and reach an important goal.
A business presentation story is . . . well, it’s no different.
Now, why is this important? Don’t we all somewhat believe, maybe, that stories are important in presenting?
Sure, but when it comes to “serious” presenting, many folks back off what they profess and offer up the usual tofu. Who knows why, but that’s usually what happens.
Maybe it’s the fraud that many perpetuate that business presentations are a “soft skill” that must yield to . . . something else.
You choose that something else: “facts,” “numbers,” “hard data.”
These substitutes for a compelling business presentations story offer false precision and faux comfort.
In this book, Haven compiles a wealth of sociological stories that inform us exactly what is meant by “story” and the source of its power. He contends that stories work so well because our brains are hardwired to learn most effectively from story-based narratives. “The mind-boggling and extraordinary truth is that each and every one of thousands of original sources agrees that stories are an effective teaching and learning tool.”
The results of this research are compelling and difficult to believe. Here is a small sample of findings:
“Story is the best vehicle for passing on valuable information . . . . Story structure proved equally more effective for teaching theorems, facts, concepts, and tacit information all across the curriculum and the spectrum of human communications.”
The bad news is that most folks remain ignorant of this power. Not through any fault of their own, but because of the impetus in modern business thought that has erected barriers against story narrative.
The good news is the same point. You can gain incredible power and advantage by embracing the power of a great business presentation story.
Have a look at Kendall Haven’s book, and be convinced.
CAVEAT: I do not ordinarily use profanity in my writing, even as I am a former soldier who well-understands that in certain coarse segments of society, the F-bomb is considered the most versatile tool in the English language, capably performing the functions of almost every part of speech. Nor do I intentionally offend any group. Having said that, far below I recount parts of an actual conversation that, without its inherent offensiveness, would lose much of its meaning and impact. You are fair-warned.
Here I sit, afflicted with acute self-awareness such that I write about that very self-awareness and its sometime creative vacuum.
It’s not that I am at a loss for words . . . it’s just that I am uncertain which words might do justice this odd notion that came to me on a subject that has fascinated me for years.
Would I want to waste precious words on it?
This subject is the notion of fitness. The kind of good, general fitness that leads to a physical appearance that is, in my view, an asset in presenting.
Surely this is something to strive for, and there is nary a downside to it. But in its extreme form, it is a sub-culture in many countries.
And it is uni-dimensional, at least in my opinion. It is limiting, and in its most extreme forms it is anti-intellectual and can be physically harmful. Yet it holds fascination for me because of the extreme discipline that it requires to live such a “lifestyle.”
I do not refer to the life of an ascetic monk. Is that really so debilitating? Or is that an easy way out, to isolate oneself from the tribulations most humans face in an increasingly complex and baffling modern society?
The Physical Culture Lifestyle
No. This sub-culture is euphemistically called “Physical Culture” by its aficionados. Years ago, I was peripherally involved in this sub-culture.
What is physical culture?
Bodybuilding.
Bodybuilding and the accompanying “lifestyle.”
Sculpting the body, straining with lead weights for hours on end each day, crafting one’s diet to weird and untried specifications (tuna, supplements, apple juice), and of course the inevitable injections of various illegal growth hormones and steroids.
And that’s about it.
That’s the entire lifestyle, as far as I can make out.
Now in this day and age of egg-walking, you criticize at your risk. And this bodybuilding community, after all, is a clearly identifiable minority in our society. But having been a peripheral member of that minority, oh-so-briefly (I actually won a contest in 1983—Mr. Physique in the city of what was then West Berlin), it may give me cover to offer up a few stray opinions that someone may find interesting.
Actually, I am a person who believes in the nexus between body and mind, and I cardio-up 2-8 miles each day for the beneficial health effects, but also for the endorphin release it provides. It helps my writing.
I think it does. It strikes me that it could be entirely unnecessary to suffer physically, drink oneself into stupefaction, or to claim a damaged past to write well.
But what about this extreme Physical Culture thing? Are there any novel ideas lurking in the gym, hidden ’twixt the weight plates or behind the Pilates stability ball?
Think of the wealth of possibilities for an entire series of novels on this bodybuilding lifestyle.
When you come up with any, please let me know.
But let’s pause a moment and go through the exercise. Of what might a novel about bodybuilders consist? What sort of dialog might we be compelled to craft? What possible plot could one contrive?
Steroid theft?
Fixed contests?
Love in the gym?
Conflict between the “good” bodybuilders and the “bad.”
Contrived Conflict
This last one is staple of film, particularly vintage martial arts films in which the conflict is between one school and another rival school (“I fight white-stomping-horse!”), one of which is invariably “evil.”
But this contrivance isn’t limited to foreign films. I am reminded of the movie Twister in which there were “good” stormchasers and “bad” stormchasers. Remember that somersault?
In Twister, it wasn’t sufficient to have man and woman aligned against a powerful force of nature, so a scriptwriter came up with the subplot of “competing Stormchasers.”
The bad stormchasers were well-funded by nameless corporations, and they drove black, nazi-like vehicles in a tight little convoy. They were motivated by money, fame, and greed. The good stormchasers were an underfunded rag-tag outfit in a little van with makeshift equipment and the usual motley collection of good souls (at least one beard) doing it for the betterment of mankind.
Never mind that both Twister groups were engaged in studying the behavior of tornadoes so to better understand and survive them. The film required the conflict, and it gave it to us in the form of a contrived good and bad dichotomy.
But back to the gym and our bodybuilding novel:
“You look pumped, today, Jim.”
“You, too, Apollo.”
“Where you going later?”
“Home to pop a can of tuna and rest up for my next workout.”
“Very cool. What’s on tap?”
“Quads and hams. Maybe some glutes.”
“I’m working on bis and tris.”
Apollo flexes his arms, admiring the vascularity and bulk in his forearms achieved through weeks of contest preparation, during which he restricted his diet to protein served in five meals per day along with handfuls of supplements and various illegal substances.
“I’m over the border to Tijuana, Jim. Wanna come with?”
“Juice?”
“Yeah, heard about a new cocktail of Human Growth Hormone and Dianabol.”
“Man, I don’t know about those injectibles,” Jim said with a shake of his head sitting atop his overdeveloped trap muscles like an orange atop Pharaoh’s pyramid. “Oral’s good enough for me.”
“Poor results, dude. No cut, no bulk, no vascularity. Just piss-poor all around.”
“But no acne or ball shrinkage.”
Writer’s block kicks in, and I’m grateful for that.
That’s all I can come up with at the moment, and given my languor on the subject, not much else is forthcoming.
Let me go to my gym for some primary research on a Saturday late afternoon.
So I do.
I go to my gym in mid-town Philadelphia for a Saturday evening workout and maybe a story idea or two.
Not much drama taking place along the row of treadmills—just a lone walker in spandex, arms pumping, sweat flying, her eyes riveted on the monitor overhead broadcasting CNN.
Nor is there much conflict on the hard rubber mats in front of regimented racks of various sizes and weights of dumbbells. One tattooed African-American giant is squatting with what looks like a railroad axle on his shoulders. Whoa, now.
He does not look conversational.
The music throbs loudly, and even as this pulsing techno beat fills the gym with false energy, I find no true spirit of the steel, no bonafide discipline of the iron.
I’m out of literary luck in this venue.
I leave. Pumped, blood flooding the muscles, endorphins raging . . . but still out of literary luck.
But then a mere 30 minutes later . . .
I stop off at Ruby Tuesday’s on the way back to my studio apartment. Just for a single libation in the early evening, mind you. Replenishing those carbs.
It was there I became trapped in a social situation not of my choosing. Believe me.
The bar area was crowded with transients, located as it is near the airport hotels. I had sat down alone, wearing my underarmor compression tee and carrying a book on Fundamentals of Strategic Management that I planned to skim for its section on ‘case analysis.’
A buzz-cut fellow at the bar kept eyeing me. He invited himself over. He sat down and offered his hand.
“Brad.”
Our encounter began evenly enough, even as I tried to conduct a delicate self-intervention to prevent it.
You see, Brad wore a checkered short sleeve shirt, unbuttoned to reveal an undershirt. And tattoos. Lots of tattoos.
Arms. Chest. Ugly ominous black tattoos. No hearts or cupids or flowers in sight.
Tattoos send a message, and in my experience it is rarely a good one.
After Brad pulled off his shirt in the bar, I saw that he had tattoos around his neck as well. Chains, skulls, knives, claws . . . dark things, dead things.
Swallowing Tobacco Juice
Brad’s message was definitely not one of sweetness and light.
He was chewing tobacco. The wad of Copenhagen dip tobacco caused Brad’s lower lip to bulge, and it left flecks of black about his lips.
“Where’s your spit cup, Brad?”
“I swallow it.”
“You swallow tobacco juice? Isn’t that unhealthy? I mean, aside from the cancer risk.”
“Yeah, it might give me stomach cancer but what the hell.”
Brad waved at the bartender.
“Drink up! Beers for my man here! On me!”
He put my Yeungling on his tab.
“Um, thanks Brad. Why the tattoos?”
He sipped his vodka tonic, obviously the latest in a long sequence of vodka tonics stretching back into the afternoon.
“I was in a gang,” Brad said. “The AB.”
“In prison, you mean?”
“Where the fuck else? I been in for 20 years. I just got out eight hours ago, mother-fucker.”
“Well, I thought it might be some street gang or fraternal group.”
Brad’s eyes narrowed and he tilted his head at a funny angle.
“Whaddaya mean by that?” Brad said. “What the fuck’s a ‘fraternal group’? That a fag outfit?”
Descent into Madness
“It’s just a club,” I said, with an involuntary throat clearing.
“No . . . AB ain’t no club.”
“What’s AB?”
“Aryan Brotherhood.”
“I see.”
“Without your brothers, you die.”
Yes, Brad’s an ex-con.
“I just got out,” Brad said. “Did I tell you that? Eight hours ago. And I’m trying to get to the West coast but got stuck here ’til Monday. Stayin’ in that ratty motel right over there.”
Brad’s got a job lined up.
He’s going to be a rep for some kind of bodybuilding supplement company, the name of which I won’t divulge. He claims that I, too, can be a rep and receive $3,000 of free stuff each year.
Brad keeps looking at my arms and chest. Am I nervous?
“Hey, I ain’t no fag or nothin’, man, but I see you walk in and you know what’s what. It’s obvious you know what’s what, right? Dontcha?”
“Huh?”
“You know what’s what! You ain’t dumb!”
“Yeah,” I said. What is he talking about? “You better believe I know what’s what.”
“I thought you did! I knew it!”
I grin stupidly and raise my beer, and I drink that beer as fast as I can.
“Brad, what can I say? You know what’s what, too.”
“Damn right, I do!” he said, and he smacked the table.
“What you got? Nineteen?” He nodded at my arms.
“Beg pardon?”
“Come on, man, you know what’s what! Nineteen inches?”
“Almost seventeen.” I said.
Brad nodded approvingly. He held up a hand.
“Hey, I ain’t no fag or nothin’, but I’m just sayin’ you got what’s what. Just admirin’ the truth, y’know.”
“Thank you.”
Brad keeps claiming that I’m “on the juice.” That’s bodybuilder talk for steroids. Deca, Dianabol, Equipose. That kind of thing.
“You tellin’ me the truth, Stan? You’re natural? What the fuck, man! You know what’s what!”
“All natural! I know what’s what!”
“I thought so!”
Hepatitis Can Slow a Man Down
Another long sip on his vodka tonic. Brad grabbed his side.
“Can’t drink too much of this with this Hepatitis C. Bad for the liver. Tomorrow I’m gonna feel like a fuckin’ brick right there. Hey, you know I just got out of the pen.”
Long pause during which I know I better say something or this fellow might get nervous. What do they say in the movies?
“I guess that’s why you know what’s what.”
“Damn right.”
“So, what were you in for?”
Brad leaned in close.
“I was in their highest level of custody,” he said, leaning closer and showing me his bureau of prisons inmate card. A red and white plastic card with Bureau of Prisons on it, I think. That’s what it said on the card: “Inmate.” With a number.
“I used to have one of my brothers guard me when I went to the john,” he said. “A man outside the stall. A man guardin’ me when I took a shower. It’s hard in there, man. You got to be hard. Got to watch your back all the time.”
He nodded over his shoulder.
“See that guy there? If he puts his hand on my shoulder, I’ll break the fucker. I’ll snap that fucker’s arm. I’ll put this in his fucking neck.” He held up a pen he was using to write down the name of his supplement company for me. He shakes it at me. “I’ll put this in his neck right into his brain stem.”
“You just bought that guy a drink, Brad. I don’t think he wants trouble with you.”
“I don’t care man, you gotta take care of yourself.” He looked around. “See these people in here, I mean I could kill anyone in this place.”
I nod.
“I believe you could, Brad.”
Brad’s Rap Sheet
I raise my glass and give a tight little grin. What else can I do while listening to a man just out of the pen, locked up for bank robbery and boasting of three murders while in lock-up? Challenge him? Set him straight?
“Well, what were you in for?”
Brad sat back.
“I was in for bank robbery. Twenty years.”
“Were you framed?” Isn’t that what you always ask these folks?
“Nah, man, I did it! I just got caught. Twenty years on the inside. Man I’m forty-four now.”
He wiped his mouth and lowered his voice.
“I did three murders, too, but that was on the inside, so they don’t count. They were inside jobs and they don’t care nothing ’bout that. Don’t give a shit ’bout that. Those murders don’t count.”
I drained my beer.
“Uh, I have to go now, Brad . . . lots of work to catch up on. Thank you for the beers.”
“Don’t let me hold you up.”
“Is that a joke, Brad? Hold me up?’”
Brad points at me and offers, I think, a smile.
“Ha, ha—you’re a funny man.”
I offer my hand, and he takes it, his little finger jutting at an odd angle from a break doubtless suffered in a long-ago fight over stakes that didn’t matter. Save survival.
“I wish you luck, Brad. You might want to stay mellow tonight. I don’t think anyone here will jump you, so please don’t break any arms or stick that pen into anyone.”
Brad looked at me.
“You know what’s what, man! They arrest you for fighting, not loving. I’m gonna be a lover from now on.”
I pointed at him and nodded.
And, blessedly, I left.
And I do not feel good having dipped my toe into that morass that grips much of humanity and turns it inhuman. Three murders that don’t count? Aryan Brotherhood? In my apartment, I felt like I wanted to take a hot psychic shower to rid myself of certain images.
But there is dramatic grist here.
That man has a story. Brad is out of the pen, he’s hawking bodybuilding supplements between vodka and tonics and is living a lifestyle now that I cannot begin to fathom. Lord only knows how this man will spend his day tomorrow . . . and the next . . . and the one after that.
He has a story, but I just don’t know if I could stand to hear it.
Could you?
I mean . . . do you know what’s what? Because I surely do not.
Choose the Blue Pill for an especially powerful discovery process that can result in superior personal competitive advantage and outstanding business presentations
The business presentation is an entirely different form of communication than a written document, and thats why you need a reliable PowerPoint Guide to get you through the rough waters of slide preparation.
For your presentation, do you ever throw together a half-dozen makeshift slides cut-and-pasted from a written report, with dozens of bullet points peppered throughout?
Guilty as charged? Most of us are at one point or another. The results can be heinous.
A PowerPoint Guide for You
The results are slides that confuse the audience rather than reinforce your major points delivered in awful, mind-numbing presentations. You bear a cost for serving up what designer Nancy Duarte calls “bad slides.” Nancy says in her book Slideology: The Art and Science of Creating Great Presentations:
“Making bad slides is easy, and it will negatively impact your career. Invest in your slides, but invest in your own visual skills as well. The alternative is to inadvertently commit career suicide.”
Absent specific instruction, you might believe that it’s acceptable to simply cut and paste graphics from a written report directly onto a slide.
Why not?
Who says this is a bad idea? After all, the professor wants to see certain material on the screen, doesn’t he? Well, I’m giving it to him. ’nuff said.
This is awful for the reason that the slide presentation sometimes doubles for a written document, and this is an incredibly stupid mistake.
One . . . or the Other
Your PowerPoint can serve admirably one or the other purpose . . . but not both.
Move from 2D business presenting to 3D presenting by incorporating the secrets of this PowerPoint Guide
The presentation – or show – is dramatically different than the written document that is meant to be reviewed later. Never let one serve in place of the other.
Prepare two separate documents if necessary, one to serve as your detailed written document, the other to serve as the basis for your show.
When you commit the error of letting a written document serve as your public presentation, here’s what usually happens: You project a parade of abominably cluttered slides onto the screen while you talk about them. Usually prefacing what you say with the words “As you can see . . . .” [this is called As You Can See Syndrome, or AYCSS]
The results are often poor, if not downright ugly and embarassing. It is a roadmap to disaster.
But the insidious part is that no one tells you the results are disastrous. They don’t tell you what makes your creation an abomination. So let’s discuss the types of issues you face in assembling your show.
No Magic Pills
Start by recognizing that no slide show can substitute for a lack of ideas, a lack of preparation, and lack of a story to tell. PowerPoint cannot rescue you with its colors, sound, and animation.
This is akin to Hollywood filmmakers who spend millions of dollars on dazzling special effects and neglect the story. They bomb miserably.
On the other hand, you can craft a winning film with a superb story and drama, but with minimal special effects: See the classic Henry Fonda film 12 Angry Men. You cannot craft a winning film with no story or a bad story populated with people you don’t care about.
Forget the notion that slides are somehow the backbone of your show. They have no special properties.
Slides can enhance your show . . . and they can most assuredly help destroy it. Presenting coach Aileen Pincus makes this point in her 2008 book Presenting:
“Slides are not a magic pill; they won’t organize a disorganized presentation; they won’t give a point to a presentation that doesn’t really have one; and they never make a convincing presentation on their own.”
So is there a reasonably easy way to get around this busy-slide pathology?
Of course, and this leads us to one solution to the problem of overburdened slides. Remember three words when you prepare your slides, and you can eliminate 90 percent of your PowerPoint pathologies.
Orient . . . Eliminate . . . Emphasize
First, orient your audience to the overall financial context. If you take information from a balance sheet or want to display company profit growth for a period of years, then display the sheet in its entirety to orient the audience. Tell the audience they view a balance sheet. Walk to the screen and point to the information categories. Say “Here we have this number” . . . “Here we have this category.”
Second, eliminate everything on the screen that you do not talk about. If you do not refer to it, it should not appear on your slide. Strip the visual down to the basic numbers and categories you use to make your point.
Third, emphasize the important points by increasing the size, coloring them, or bolding the numbers. You can illustrate the meaning of the numbers by utilizing a chart or graph.
When you orient, eliminate, and emphasize, you polish your meaning to a high sheen. You dump distractors that leech the strength and power from your presentation.
Consequently, by substraction you infuse your presentation with the zest that make it especially powerful.
Finance business presentations can be challenging, for executives as well as business school students
Whether the finance business presentations class is in Philadelphia . . . or Mumbai . . . or Cali . . . or Chennai . . . or Singapore . . . I hear the same universal and eerie refrain from finance students everywhere—
“Finance is different.”
“We don’t do all of that soft-skill kumbaya presentations stuff.”
“For us, the numbers tell the story.”
The Talisman of Numbers
Numbers seem to enchant business-people in deep and mysterious ways. It’s as if numerical constructs are somehow less malleable than the English language, less subject to manipulation.
For some, numbers convey a certitude and precision unavailable to mere rhetoric. This illusion of certitude exerts influence on finance folks to believe that, that the laws of human nature that stymie the rest of us do not apply to them. They see themselves as purveyors of cold hard objective numerical analysis.
Finance presentations are somehow harder, more firmly rooted in . . . well, rooted in the very stuff of business.
The Finance Business Presentation Myth Exploded
But this is an illusion. The result is 2D presenting, full of voodoo and bereft of nuance and subtle analysis.
Where business presentations are concerned, finance folks are not different, special, unique or otherwise gifted with special powers or incantations denied the mere mortals who toil in marketing or human resources.
We all are subject to the same demands placed upon us by the presentations beast, demands that nettle us equally and indiscriminately during the finance business presentation process.
As with most things, there is bad news and good news in this slice of life provided here.
The bad news is that modern finance presentations are a vast wasteland of unreadable spreadsheets and monotonous, toneless recitations of finance esoterica. It seems that there must be a requirement for this in finance.
Finance Business Presentation Hell
In fact, many finance business presentations crumble into little more than meeting “discussions” about a printed analysis distributed beforehand, picked apart by jackals with nothing on their minds except proving themselves worthier than who might be unlucky enough to be the presenter du jour.
A presenter or group of presenters stands and shifts uncomfortably while everyone else sits and interrupts with strings of gotcha questions, usually couched to demonstrate the mastery of the questioner rather than to elicit any worthy piece of information.
Several finance business presentation cliches guarantee this sorry state of affairs a long life . . .
“Just the facts”
Exhortations of “Just the facts” serve as little more than a license to be unoriginal, uninteresting, and unfocused.
“Just the facts”
Folks believe that this phrase gives the impression that they are no-nonsense and hard-core. But there is probably no more parsimoniously pompous and simultaneously meaningless phrase yet to be devised. It achieves incredible bombast in just three syllables.
What does it mean, “Just the facts?” Which facts? Why these facts and not those facts?
Events are three-dimensional and filled with people. They require explanation and analysis. Mere “facts” are flat, unemotional, and unsatisfactory proxies for what happens in the real world. “Just the facts” masks much more than it reveals.
“The numbers tell the story.”
This is a favorite of folks who seem to believe that the ironclad rules of presentations do not apply to them. “We don’t deal with all of that soft storytelling,” finance majors often tell me. “We deal in hard numbers.”
There’s so much wrong with this that it’s difficult to find a reasonable starting-point. Not only do numbers, alone, tell no story at all . . . if numbers were conceivably capable of telling a story, it would be an incomplete story. A story with distorted reality.
The end result of these presentation shenanigans is mediocrity and outright bad presentations. If firms want nothing more than a group discussion about a handout, with the only thing distinguishing the “presenters” from the audience is that they are standing, then so be it.
It may be useful. It may be boring. It may be morale-building. It may be team-destroying. It may be time-wasting.
But whatever else it is, it is not a presentation.
“Cut ’n’ Paste”
This is the heinous data dump that all of us see at some unfortunate time in our careers. PowerPoint slides crammed with data in tiny, unreadable font. The display of these heinous slides is accompanied by a sweep of the arm and the awful phrase: “As you can see . . . ”
The cause of this pathology is the rote transfer of your written report to a PowerPoint display, with no modification to suit the completely different medium. The result?
Slides from Hell.
The Presentation Good News!
In every obstacle exists an opportunity. Because the bar for finance business presentations is so low, if you invest your presentations with the powerful principles that apply to all business presentations, your own shows will outstrip the competition by an order of magnitude.
This, of course, implies that your content is rock-solid. It should be. Your ratio analysis, your projected earnings, your sophisticated modeling should all reflect the superb finance education you have received.
Swim against the tide of bad finance business presentations and imbue your presentations with power and brio
But how you present that content is the key to presentation victory.
All of the presentation principles that we discuss here apply to finance business presentations. Particularly the parsimonious display of numbers and the necessity for their visual clarity. If anything, finance business presentations must be more attentive to how masses of data are distilled and displayed.
A situation statement must be given.
A story still must be told.
Your analysis presented.
Conclusions must be drawn.
Recommendations must be made.
And external factors must be melded with the numbers so that the numbers assume clarity and meaning in an especially powerful 3D presentation.
If you do the above, and nothing more, then your finance business presentations will outshine the hoi polloi with ease.
But you can push even further, delving even more deeply into the masterful techniques and principles available to you, learning to use your tools skillfully. You can rise to the zenith of the finance business presentations world because you are part of the tiny minority who seizes the chance to deliver an especially powerful presentation.
Group Presentations can be a source of your Personal Competitive Advantage
“How come I never get a good group?”
Recognize that your group has been assembled with a professional purpose in mind, not to make your life miserable.
You will disagree with each other on aspects of the group presentation.
How you disagree and how you resolve those disagreements for the good of the team and of your group presentation is as important as the presentation itself.
It’s essential that you maintain civil relations, if not cordial relations, with others in the group – don’t burn bridges. You don’t want to engender dislike for people. Perhaps for the rest of your life.
The people in the various group projects will form an important part of your network in years to come.
Remember that the relationship is paramount, the presentation itself is secondary.
The Arrogance of “I don’t have time for this.”
Your job is to craft a group experience, assign responsibilities, develop a reasonable schedule.
Some members of your group will make time commitment choices that do not appear aligned with the objectives of the group.
You hear phrases such as “I can’t make the meeting.” You may hear the outright arrogance of “I don’t have time for this.”
Make Your Group Fabulous and Reap the Rewards!
This, of course, is simply a choice to be somewhere else to spend time in other pursuits.
Because everyone has the same amount of time, no more and no less.
Different people make different choices about the use of their time.
Recognize that this will happen and that it is neither good nor bad – it is simply the hand that you are dealt.
How you react to it will in large part determine the success of your group. One part of your job to properly motivate others to contribute to the group goal.
I always communicate to my students what to expect in a 5-person group. The 2-2-1 rule will usually hold.
Two people work hard, two cooperate and are damned happy to be there for the group presentation, and one rarely shows up, because he or she has a “busy schedule.”
Another popular take on it is to apply the Pareto 80-20 rule: Eighty percent of the work is done by twenty percent of the people.
The corollary, of course, is that 80 percent of problems are caused by 20 percent of the people. A different 20 percent.
“But that’s not fair!”
That’s reality.
Is it “fair?”
Maybe or maybe not in some cosmic sense, but that’s a question for philosophers of distributive justice and irrelevant to the imperatives of group work.
Regardless of how you couch it, do not take your group woes to the professor for solution. Your professor knows well what you face. He wants you to sort it out.
You must sort it out, because your prof is not your parent.
Your professor won’t appreciate it any more than your CEO or VP superior at your company appreciates solving your personnel issues . . . repeatedly. It reflects badly on you and gives an impression of weakness.
Moreover, if you begin to focus heavily on who’s not carrying their “fair share,” then that becomes the dominant theme of your group dynamic. Rather than that of accomplishing your group goal.
And such misplaced focus and animosity reflects badly in the final product, and you may forfeit valuable personal competitive advantage.
Keep these guiding principles in mind as you chart your course through the labyrinth of group work. Every group is different, temporary, and frustrating in it’s own way.
Don’t allow the briers of this ephemeral activity catch your clothing and slow you down from your ultimate goal – an especially powerful presentation.
Good gestures are more than a garnish for your presentation . . . presentation body language is essential to taking your show to the professional level
Something perhaps nice to have, but unessential to the point of our presentation.
The fact is that you cannot separate sincerity from your appearance. You can’t disaggregate movement from your inflection, from your volume, from your nuance.
And you cannot separate your words from gesture.
So let’s add the power of gesture to our words to achieve superior messaging.
What’s a Gesture?
A wave of the hand.
A snap of the finger.
A stride across the stage with arms outstretched to either side in a universal embrace.
A scratch of the chin. Crossed arms.
An accusatory finger. A balled fist at the proper moment. These are all part of presentation body language that can either enhance or destroy your presentation.
Professional presentation coaches understand that most of the information transmitted in a show is visual. This results from the presence of the speaker. An audio recording of a talk is not nearly as powerful as an actual live presentation.
Especially powerful presentation body language is the tool of the finest presenters
Executive coach Lynda Paulson is spot-on when she notes the power of gestures to persuade an audience . . . or to alienate an audience, because “at least 85 percent of what we communicate in speaking is non-verbal. It’s what people see in our eyes, in our movements and in our actions.”
Gestures provide energy and accent. They add power. They add emphasis and meaning to our words.
Throughout the history of public speaking, the finest communicators have known the importance of the proper gesture. At the proper time.
Entire books, in fact, have been written about gesture and the power it can bestow. But most of this knowledge resides in the recesses of libraries waiting to be rediscovered. See, for example, Edward Amherst Ott‘s classic 1902 book How to Gesture.
Gesture is too important to leave to chance.
It is certainly too important to dismiss with the breezy trope you occasionally hear: “Move around when you talk.” Let’s understand exactly what it means.
In 1928, Joseph Mosher defined gesture in a way that guides us even today: “Gesture may be broadly defined as visible expression, that is, any posture or movement of the head, face, body, limbs or hands, which aids the speaker in conveying his message by appealing to the eye.”
As part of your presentation body language repertoire, gesture should be natural. It should flow from the meaning of your words. From the meaning you wish to convey with your words.
We never gesture without reason or without a point to make. Typically, the emotion and energy in a talk leads us naturally to gesture. Without emotion, gesture is mechanical. It’s false. It feels and looks artificial.
Communicating Without Words
Gesture is part of our repertoire of non-verbal communication.
You have many arrows in the quiver of gesture from which to choose, and they can imbue your presentation with power. And on rare occasion, can imbue your presentation with majesty of epic proportions.
Presentation Body Language is especially powerful when coordinated with a strongly articulated message
For if you don’t begin to think in grand terms about yourself and your career, you’ll remain mired in the mud. Stuck at the bottom.
Proper gesture increases your talk’s power and lends emphasis to your words. In fact, gesture is essential to take your presentation to a superior level, a level far above the mundane.
You limit yourself if you do not gesture effectively as you present.
As with every craft, there is a correct way to gesture . . . and a wrong way. Without a clear notion of how gesture can enhance our business presentations, we’re left with aimless ejaculations. Movements that leech away the power of our message and the audience’s confidence in our competence.
Accordingly, here are a few of the more common examples of bad gesturing involving just your fingers. These are so common that I cannot but believe that someone, somewhere is training folks in these oddities. It’s the equivalent of self-sabotage.
Control Those Fingers!
Under no circumstances engage in “finger play.”
This is a habit many people develop unconsciously as they try to discover what to do with their hands. You know you should do something with your appendages, but no one has told you what. So you develop these unconscious motions. Many different activities come under the heading of “finger play.”
Tugging at your fingers. I suspect that we all carry a “finger-tugging” gene embedded deep in our DNA that is suppressed only with difficulty.
Bending your fingers back in odd manner. This is a ubiquitous movement, universally practiced. It consists of grasping the fingers and bending them back, as if counting something, and then holding them there for a spell. It’s almost a finger-tug, but more pronounced.
Waving your hands around with floppy wrist movement. This is not only distracting, but the wobbly wrist action creates a perception of weakness and uncertainty.
Simply by eliminating these commonplace pathologies from your own presenting, you strengthen by subtraction.
Presentation Body Language
Why would you want to “gesture” during your business presentation? Aren’t your words enough without resorting to presentation body language?
Frankly, words are not enough.
Gestures add force to your points. To demonstrate honesty, decisiveness, humility, boldness, even fear. A motion toward the door, a shrug, a lifted eyebrow – what words can equal such presentation body language?
While its range is limited, gesture can carry powerful meaning. It should carry powerful meaning; this form of nonverbal language predates spoken language. Said James Winans in 1915:
Gesture, within its limitations, is an unmistakable language, and is understood by men of all races and tongues. Gesture is our most instinctive language; at least it goes back to the beginning of all communication when the race, still lacking articulate speech, could express only through the tones of inarticulate sounds and through movements.
Imagine the powerful communication you attain when, at the proper moment, your voice, your gestures, your movement, and your expressions combine in superb presentation body language. You attain an especially powerful presentation moment when your voice, your gestures, your movement, and your expressions combine and align with the message and your visual aids to wash over your audience, suffusing them with emotion and energy.
Be spare with your gestures and be direct. Make your presentation body language count.
Everyone loves secrets. Dark secrets. Sweet secrets. Secrets to tickle the fancy. Secrets to gain the upper hand.
Not just one . . . but seven of them!
I offer you – beginning here and now – 7 Secrets of Power Presenting.
Seven consecutive posts of Secrets to gain the upper hand in business presenting.
These 7 Secrets promise to launch you on your way to personal competitive advantage in an ever more challenging job market. Incredibly powerful techniques and secrets are coming to you over the next weeks, right here.
These secrets have been hidden from you. They certainly don’t appear in your business communication textbooks. Face it . . . has anything good ever come out of a business communication textbook? So where do these secrets come from?
They reside in the collective wisdom of more than 2,500 years of history. This is the link that you share with every great speaker that history has seen fit to remember – you share their humanity. This is why their secrets speak to us across the mists of time to inform our business presentations.
Cicero in 50 BC?
You in 2011 AD?
More than two millennia separate you from the Roman Republic’s greatest orator, so what could you possibly have in common with a man half-a-world away and 2,000 years ago?
Here’s the link
Perhaps Cicero spoke to the Roman Senate during the last days of the Roman Republic, while you now speak to your Business Policies class with PowerPoint on the screen behind you . . . but you both share a core necessity.
You share the necessity to convince your audience by using a handful of reliable tools that have not changed in two millennia. For your purposes, the greatest orators in history are still alive with respect to their techniques, their tools, their words, and their abilities to sway audiences.
Demosthenes
Cicero
Quintilian
Frederick Douglass
William Jennings Bryan
Daniel Webster
Abraham Lincoln
What could these long-gone people possibly say to you to help you become a superior presenter here in the 21st Century?
All of these orators and many more utilized the highly refined and powerful secrets of elocution, declamation, debate, and oratory to command the stage and to sway audiences. They were the superior presenters of their day. The techniques and tools comprise the 7 Secrets of Power Presenting.
The best speakers of the past 50 years use and have used these Secrets – Bill Clinton, Ronald Reagan, Oprah Winfrey, Barack Obama, Steve Jobs, Margaret Thatcher, John F. Kennedy, Oliver North, Malcolm X, Martin Luther King.
They don’t announce that they’re using secret techniques and tricks of the trade, of course. They wouldn’t be secrets any more. So they let you believe that they were gifted with special talents. Not a chance. Techniques, practice, personal branding . . . and 7 Secrets.
Business Presentation Secrets Used by Every Orator
They are the secrets utilized by every great orator until the age of television, radio, and the computer rendered them lost to the vast majority of us. They faded from use. They were supplanted by technology in the mistaken belief that technology had rendered you, the presenter, superfluous.
And so presenting as a skill has withered. Until now.
These secrets do not appear in today’s textbooks. They appear only in partial form in many trade books.
Many students don’t even know about them. They think great presenting is alchemy, magic, or a product of superior talent. Many don’t reach the point at which you read these words right now. Many who read these words this second sneer at them with a world-weary sigh.
But a tiny minority reads on.
And that select few will begin to acquire the power, dexterity, energy, and charisma to grow into a bold presenter – at home on the stage, at ease with yourself, and facile with the material. You will become a fabulous business presenter.
Master these Seven Secrets, which form the Seven Pillars of your personal speaking platform, and you will soar higher in the business world than you possibly could have imagined. And your career will soar farther and faster than you ever thought possible.
I hope that you are in that tiny minority that continues to read.
You build your talk in stages, and you make the case for your recommendation. Through all of this, the Rule of Three is the best method you can use.
Yes, apply the Rule of Three . . . and apply it ruthlessly.
Here I offer controversial advice, and not every presentation guru will agree with it. But it forms the basis for an especially powerful presentation.
With it, you never go wrong.
What is this Rule of Three?
For a moment, let’s consider this “Rule of Three.” This is always a successful method in structuring the staging portion of your presentation.
The Rule of Three in presentations means selecting the three main points from your material and making that the structure for your show. Despite the fact that you may never have heard of the “rule of three,” it’s one of the most basic frameworks for public speaking, and it derives from something almost existential in the human psyche.
Think about this for a moment. There is something magical about the number three. We tend to grasp information most easily in threes. Consider these examples:
Stop, look and listen – A well–known public safety announcement
“Friends, Romans, Countrymen lend me your ears” – William Shakespeare
Veni, Vidi, Vici (I came, I saw, I conquered) – Julius Caesar
“Blood, sweat and tears” – Winston Churchill
“Faith, Hope and Charity” – The Bible
“Life, liberty, and the pursuit of happiness” – the Declaration of Independence
“The good, the bad and the ugly” – Clint Eastwood Western
“Duty – Honor – Country. Those three hallowed words reverently dictate what you ought to be, what you can be, and what you will be” – Gen. Douglas MacArthur
The Rule of Three in presentations is a standard structural model advocated by many presentation coaches. And with good reason. It’s a powerful framework, incredibly sturdy. Think of it as a reliable vessel into which to pour your superb beverage.
With the rule of three, you can – literally – never err with regard to your presentation structure.
Here’s an Example . . .
Offer substantiation for your thesis and ultimate recommendation in three main points.
Strip down all of your convoluted arguments, all of your evidence, all of your keen analysis to the three major points that you believe make your case.
In the Toughbolt Corporation example above, note that in our thesis statement and ultimate recommendation, we mentioned three positive reasons for our chosen course of action: “ . . . this presentation demonstrates that this course of action is fiscally sound, the best use of scarce resources among the alternatives, and a basis for rapid growth.” These three factors serve as your basic Rule of Three structure for the middle of your presentation.
Most efficient use of resources over other expansion alternatives
Financial Analysis of the projected acquisition
Projected returns and growth rate
Does this mean that other information is not important? Of course not.
It means that you have selected the most important points that make your case and that you want to rivet in the minds of the audience. The Rule of Three in presentations means that you select the major facts not to be “comprehensive” in your presentation, but to be persuasive in your presentation.
With respect to subsidiary points that appear in your written analysis, you have the opportunity to address those issues in a question and answer session to follow your show.
Cicero was doubtless as good at business presentations as he was at arguing before the Roman Senate
Before computers. Before television and radio.
Before loudspeakers . . .
Before all of our artificial means of expanding the reach of our unaided voices, there was the public speaker.
The “business presenter.”
From the time of Corax in the 5th century B.C., public speaking soon developed into what was considered close to an art form. Some did consider it art.
Public speaking – or the “presentation” – was the province of four groups of people: Preachers, Politicians, Lawyers, and Actors. The first to save your soul, the second to take your money, the third to save your life, the fourth to transport you to another time and place, if only for a short spell.
Other professions utilized the proven communication skills of presenting – carnival barker, vaudevillian, traveling snake oil salesmen.
These were not the earliest examples of America’s business presenter, but they surely were the last generation before modernity began to leech the vitality from public speaking. To suck the life from “presenting.”
Skills of the Masters
The skills necessary to these four professions were developed over centuries. The ancient Greeks knew well the power of oratory and argument, the persuasive powers of words.
Socrates, one of the great orators of the 5th Century B.C. , was tried and sentenced to death for the power of his oratory, coupled with his unpopular ideas.
In our modern 21st century smugness, we likely think that long-dead practitioners of public speaking and of quaint “elocution” have nothing to teach us.
We have adopted a wealth of technological firepower that purports to improve, embellish, amplify, exalt our presentation message.
Yet the result has been something quite different.
Instead of sharpening our communication skills, multimedia packages have served to supplant them, providing barriers between speaker and audience. Each new advancement in technology creates another layer of insulation.
Especially Powerful Personal Competitive Advantage is Yours for the Taking
Seize every opportunity to deliver a powerful and persuasive business presentation, and you’ll find your personal competitive advantage increasing.
Today’s business presenter has grasped feverishly at the notion that PowerPoint is the presentation.
The idea is that PowerPoint has removed responsibility from you to be knowledgeable, interesting, concise, and clear.
The focus has shifted from the speaker to limp fireworks, and this has led to such a decline to the point where in extreme cases the attitude of the presenter is: “The presentation is up there on the slides . . . let’s all read them together.”
In many cases, this is exactly what happens.
The business presenter pivots, shows us his back, and edges away from the stage to become a quasi-member of the audience.
PowerPoint and props are just tools. That’s all. You should be able to present without them.
When you can, finally, present without them, you can then use them to maximum advantage to amplify the superior communication skills you’ve developed.
In fact, many college students do present without PowerPoint every day outside of the university.
Some of them give fabulous presentations.
Most give adequate presentations.
They deliver these presentations in the context of one of the most ubiquitous part-time jobs college students perform – waiter or waitress.
On the Job Business Presenter
For a waiter, every customer is an audience, every welcoming a show.
The smartest students recognize this as the opportunity to sharpen presentation skills useful in multiple venues, to differentiate and hone a personal persona, and to earn substantially more tips at the end of each presentation.
Most students in my classes do not recognize the fabulous opportunity they have as a waiter or waitress – they view it simply as a job, performed to a minimum standard.
The student does not understand or accept the concept of the “business presenter.” The notion of being on-stage.
Without even realizing it, they compete with a low-cost strategy rather than a differentiation strategy, and their tips show it.
Instead of offering premium service and an experience that no other waiter or waitress offers, they give the standard functional service like everyone else.
Especially Powerful Practice . . . turn your part-time job into rehearsal for personal competitive advantage
As a waiter, ask yourself: “What special thing can I offer that my customers might be willing to pay more for?”
Your answer should be obvious . . . you can offer a special and enjoyable experience for your customers.
In fact, you can make each visit to your restaurant memorable for your customers by delivering a show that sets you apart from others, that puts you in-demand.
I do not mean putting on a juggling act, or becoming a comedian, or intruding on your guests’ evening.
I do mean take your job seriously, learning your temporary profession’s rules, crafting a presentation of your material that resonates with confidence, authenticity and sincerity, and then displaying enthusiasm for your material and an earnestness to communicate it in words and actions designed to make your audience feel comfortable and . . . heroic.
The Hero Had Best be in Your Audience
Yes, heroic.
Every presentation – every story – has a hero and that hero is your audience. Evoke a sense of heroism in your customer, and you will win every time.
I have just described a quite specific workplace scenario where effective presenting can have an immediate reward. Every element necessary to successful presenting is present in a wait-staff restaurant situation. The reverse is likewise true.
The principles and techniques of delivering a powerful presentation in a restaurant and in a boardroom are not just similar – they are identical.
Presentation Hero? The Audience
The venue is different, the audience is different, the relationships of those in the room might be different.
But the principles are the same.
So, back to the early practitioners of oratory and public speaking. Here is the paradox: a fabulous treasure can be had for anyone with the motivation to pluck these barely concealed gems from the ground, to sift the sediment of computerized gunk to find the gold . . . but few bend to pick them up.
Adopt the habits of the business presenter masters. Acquire the mannerisms and the power and versatility of the maestros who strode the stages, who argued in courtrooms, who declaimed in congress, and who bellowed from pulpits.
They and their secrets offer us the key to delivering especially powerful presentations and gaining personal competitive advantage.
Bad Advice Zombies never die . . . they keep leading presentations astray
The zombies of bad advice never die.We can’t eradicate bad presentation advice completely, because these zombies are impervious to every remedy known to 21st century civilization.
When Armageddon finally comes, cockroaches and bad advice zombies will be the only survivors.
But let’s give it a shot anyway.
Bad Advice
The process of becoming a great presenter is not so much prompting students to do something the right way. It’s getting you – yes, you – to stop doing things the wrong way.
Accordingly, I instruct students to stop what they’re doing now as a result of bad habits and bad advice. Once they stop engaging in bad habits and misconceptions about presenting, they become de facto reasonably competent presenters.
That’s right.
Just stop the bad habits, and what remains can be downright decent. But bad habits can be perpetuated by exuberantly following bad advice. The problem is recognizing what constitutes bad advice.
This isn’t easy, because much bad advice paradoxically masquerades as good advice, and lots of these bad advice zombies stalk the land.
Let’s Have a Look
Here are some of the most common examples of awful, vague, or incomplete presentation advice you invariably hear during your business school career from the most well-meaning of folks.
ZOMBIE #1 “Don’t Put your hand in your pocket . . . it looks ‘unprofessional.’”
This is absurd and carries the stink of oral tradition about it. From presidents to preachers, the hand in the pocket – if done properly – conveys assurance and confidence. For many speakers, it also removes one hand from the equation as an unnecessary distractor.\
Put that left hand in the pocket and you keep it out of trouble. No more strange finger-play. No more tugging at your fingers. No more twisting and handwringing. It leaves your right hand free to gesture, and those gestures themselves appear more decisive.
ZOMBIE #2 “Make eye contact.”
This advice is insidious in that it actually carries a large kernel of truth. It sounds reasonable. But it doesn’t tell you how to do it. And, yes, there is such a thing as bad eye contact. Too long, and you come across as creepy. Too short, and you come across as untrustworthy. Make eye contact with people in your audience long enough to ascertain eye color, then move on.
ZOMBIE #3 “Move around when you talk”
This gem was given to me by a student, passed on from one of his other professors. This advice suggests that you wander aimlessly about the stage in hopes that it will improve your presentation in some unspecified way. In this case the bad advice is worse than no advice at all. See my previous posts on movement for ideas on how to incorporate movement into your talk . . . and how to incorporate pauses for effect.
ZOMBIE #4 “Just the facts.”
Really? Which facts are those?
What does it mean, “Just the facts?”
Folks believe that this phrase makes them appear no-nonsense and hard-core. But a more pompous and simultaneously meaningless phrase has yet to be devised. Again, it means nothing and is arrogance masquerading as directness. “Facts” must be selected in some way, and context must be provided to give them meaning. “Facts” must be analyzed to produce alternatives and to render a conclusion. This is a euphemism for “I don’t like what you’re saying . . . tell me what I want to hear.”
ZOMBIE #5 “The numbers tell the story.”
This is a favorite of finance folks, who seem to believe that the ironclad rules of presentations do not apply to them. “We’re special,” finance majors like to say. “We don’t deal with all of that soft storytelling; we deal in hard numbers.”
There is so much wrong with this, it is difficult to locate a reasonable starting-point.
Not only do numbers, alone, tell no story at all . . . if the numbers were conceivably capable of telling a story, it would be a woefully incomplete story, providing a distorted picture of reality. Numbers provide just one piece of the analytical puzzle, important to be sure, but not sufficient by themselves.
Moreover, the business presenter who elects to serve the god of numbers sacrifices the power and persuasiveness that go with a host of other presenting techniques. Underlying this myth is the notion that you “can’t argue with numbers.” You certainly can argue with numbers, and you can bring in a host of analysis that changes completely what those numbers actually mean.
ZOMBIE #6“You have too many slides.”
How do you know I have “too many” slides?
Say what? You counted them?
I assure you that you don’t know. You can conclude nothing about my presentation by looking only at the number of slides in it.
You will hear this from folks who believe that the length of a presentation dictates the number of slides you use. Absurd on its face, people who use this believe that every slide will be shown a fixed amount of time. They likely do some sort of calculation in their heads, dividing the time available by the number of slides to yield a number they believe indicates there are “too many” slides. This is because they usually deal with folks unschooled in Business School Presentations methods.
If you follow the presentation principles laid down here in Business School Presentations, you will learn the glorious method of crafting frugal slides that pulse with power, surge with energy . . . slides that people remember, because they are smartly crafted and snap crisply, and they carry your audience along for an exciting and joyous ride.
No one can tell anything about this by the number of slides in your presentation.
Bad Advice Zombies – these are just some that will come after you. It’s probably not a good idea to argue with folks who give this sort of advice. What’s the use? Just ignore it and replace it in you own work with sound power presenting principles. You can’t eliminate the zombies, but you can outrun them and outfox them.
And continue your upward trajectory toward becoming a superior business presenter.
Don’t ever forget your Most Important Point . . . not even for a second
I advocate storytelling in your business presentations to convey your Most Important Point.
Stories can capture powerful ideas in a few telling strokes.
Stories involve your listeners better than any other competing technique. Remember to tell a story, however, that relates to your subject. A story that contributes to your Most Important Point.
Don’t get down into the weeds, and . . .
Don’t Veer Off-Course!
But in telling a story, we sometimes do veer off-course.
We get so enamored with our own words that they build a momentum of their own, and they draw us along with their own impetus. That’s why it’s imperative that we stay tethered to our main point.
Professional storyteller Doug Lippman calls this the MIP – the Most Important Point.
Christopher Witt is a competent coach for today’s executives, and he makes a powerful point about a story’s MIP.
He calls it the Big Idea:
A good movie tells one simple, powerful story. If you can’t sum it up in a sentence or two, it’s not a good story – and it won’t make a good movie. The same is true for a speech. A movie tells one story. A speech develops one idea. But it’s got to be a good idea – a policy, a direction, an insight, a prescription. Something that provides clarity and meaning, something that’s both intellectually and emotionally engaging. It’s got to be what I call a Big Idea.
What is your Most Important Point? Your MIP?
Stay Focused and Don’t Digress . . . Stay out of the weeds!
Decide!
Decide and make that point the focus of your story.
Rivet your attention on that salient feature!
Let this be core of your story and build around it.
I urge you to focus on one point, because our tendency as business people is to include everything initially, or to add-on infinitum until the story collapses under its own weight. The military calls this “mission creep,” and we can call it “story creep.”
Simple awareness of story creep is usually sufficient guard against it.
Your MIP Permeates Your Story
Your MIP should run through your story, both directly and indirectly.
Your Most Important Point informs your story and keeps you on-track as you prepare your presentation. At each stage of your presentation preparation, ask yourself and members of your group if the material at hand supports your MIP. If it does not, then it does not belong in your story.
Telling a story does not mean reliance upon emotion only. You must have substance.
There must be a significant conclusion with each supporting point substantiated by research and fact and analytical rigor. This should go without saying, but I’ll say it anyway.
Actually, Ralph Waldo Emerson said it much better than I can:
Eloquence must be grounded on the plainest narrative. Afterward it may warm itself until it exhales symbols of every kind and color, and speaks only through the most poetic forms; but, first and last, it must still be at bottom a statement of fact. The orator is thereby an orator, that he keeps his feet ever on a fact. Thus only is he invincible. No gifts, no graces, no power of wit or learning or illustration will make any amends for want of this.
Power Words can generate personal competitive advantage
Here I speak of Power Words for Business.
Words are the stuff of power.
Anyone who works with words for a living knows their power.
Well, let me issue a caveat . . . anyone who works with words ought to know their power.
Every profession has its power words. Words that elicit emotion. Power words that move people to action.
When we use the right power words for business presentations, the effect on an audience can be electric.
And this is why we should be concerned about power words for business.
Power Words for Business
Words have power.
A power that is amorphous, deceptive, difficult to master, if it is at all possible to master.
It’s necessary to respect words and their function. To understand the visceral strength in well-structured phrases, sentences, and paragraphs that hang together seamlessly in such a tight formation that a reader cannot imagine them written in any other way.
While teaching writing is not my primary function, I do provide fundamental instruction of a Strunk and White nature so as to raise the bar to an acceptable level.
Before you eye-roll at such a rudimentary approach, let me assure you that today’s undergraduate students desperately need the salving coolness of William Strunk and E.B. White. If only for clarity, concision, and pith.
For the pleasure of reading Strunk and White’s masterpiece, The Elements of Style. For it is a minor joy to read.
To re-read.
Many young people – not all, but enough – want to be creative and innovative, to think outside of that box we always hear about. I note that they must first understand the box and what it contains before they can profitably “think outside” of it.
Because likely what they consider fresh and new and sparkling has been done before. Usually, many times before.
Cliches heard for the first time are like that.
Words can be weak . . . or especially powerful
The task is to understand how words fit together to convey ideas, notions, fact and fiction. They must understand the communicative function of words as well as their evocative power.
Power words for business can imbue a business presentation with impact and energy.
Just as power words against business have been in use for decades. So much so, they’ve become shopworn cliches.
Power Words Against Business
I urge students to recognize tendentious surliness masquerading as neutrality, entire social, political, cultural arguments embodied in single phrases – sometimes single words. Listen for those arguments that use power words against business.
They must recognize sloganeering in their own writing and arguments. If not, they face being caught short when challenged on a lack of depth or understanding.
Recognize sloganeering in your writing.
Example?
At the risk of agitation, let me detour into the realm of the classroom, where words that characterize well-hashed issues come freighted with all kinds of baggage.
Certain phrases can embody one-sided faux arguments. Anti-business arguments with no substance.
Power words against business.
“Widening gap between rich and poor” is one of those tropes. It has become a kneejerk pejorative.
Regrettably, it’s used more frequently by young people these days and some of my overeager colleagues.
They supposedly identify a “problem” that must be corrected without pausing in their feverish idealism to recognize that the gap between rich and poor is always getting wider. This happens whether an economy is strong or weak.
It’s the nature of economic growth.
The proper question to ask is this: “Is everyone getting richer and better off than before in a dynamic and thriving economy?”
Or is the situation one in which the poor are getting poorer with no chance or even hope of improvement? These are two quite different situations, conflated by the trope “widening gap between rich and poor.”
Making the distinction, however, brings more complexity into the picture than some folks feel comfortable with. The issue no longer fits on a bumper sticker.
It’s almost too much to bear the notion that “everyone is better off” while simultaneously there is a “widening gap between rich and poor.”
“Everyone is better off” is a first-rate example of power words for business presentations.
“Sweatshops” Anyone?
Single words sometimes embody entire arguments.
This relieves the user of the burden to make the point of the begged question. In my own bailiwick, “sweatshop” is one such politically and socially freighted word.
As in the “debate over sweatshops.” In my classes on Globalization, this “debate” is addressed forthrightly.
But in its proper terms and in its proper context.
The preening certitude of a person posturing against “sweatshops” is a sight to behold. No gray area, no moral conundrums. It seems as clear-cut an issue as anyone could imagine. It’s like arguing against “dirty dishtowels.” There is no pro “dirty dishtowel” lobby. Just as there is no pro “sweatshop” lobby.
See how easy to get on the side of the angels? Who other than an evil exploiter could possibly take a stand for “sweatshops?” Right. No one does.
A part of me envies that kind of hard-boned simplicity. It’s borne of shallow naivete.
“Cultural Imperialism” Anyone?
Hand-in-hand with “sweatshops” comes something called “cultural imperialism.”
This is merely a pejorative reaction against the introduction of goods and services and ideas into modernizing societies. Such “cultural imperialism” supposedly constitutes an attack on the “traditional way of life” and local culture.
Power words versus weak words: Your choice
In my lectures to Russian students in Izhevsk and in Ufa, Bashkortostan, I meet this kind of attitude quite frequently, as if someone is compelling locals to drink Coca-Cola, to smoke Marlboros, to wear Italian shoes, or to dine at Chinese restaurants.
The call for preserving “traditional” ways of life smacks of condescension of the worst type. It is, for example, an attitude that suggests that locking subsistence farmers into their pristine “traditional” circumstances as delightful subjects for exotic picture postcards is a positive.
“Traditional” is one of those power words against business. When you hear it as part of an argument, look closely for anti-business bias. You’ll find it.
Some students are angry and somewhat confused when I note that all that is offered is a choice.
Choice is one of those Power Words for Business.
A choice to work as one’s ancestors did, ankle-deep in dung-filled water of rice paddies, or to work in a new factory, earning more money in one day than the traditional villager might ever see in a year.
A choice to purchase goods and services previously unavailable.
A choice to live better.
Exploitation . . . or Choice?
A choice, that’s all.
An alternative.
Some people, professional activists among them, just don’t like the choice being offered, even as earlier there was no choice. There was no chance for improvement.
Rather than offer their own range of additional choices, these folks harass those companies that provide economic opportunity, a chance for a better life. The chance for newly empowered local workers to earn beyond subsistence wages and to then spend money at the kiosks that quickly spring up courtesy of entrepreneurs who instinctively know how the market works.
The chance to utilize the new roads built by the foreign company as part of infrastructure improvement.
So, in my classes, I refer to Nike and other firms that manufacture abroad as establishing Economic Opportunity Centers throughout the developing world. Companies that expand the range of economic choices open to local workers.
Economic Opportunity Centers
Some students express a kind of confused disbelief that local factories contracted by Nike (Nike does not own or operate them) could in any sense of the phrase be called Economic Opportunity Centers.
Personal Competitive Advantage through Power Words
But, in fact, that phrase is more accurate as to what is actually happening when compared in many cases to a subsistence farming economy that it augments.
With that point made, we shift to compromise language of a more neutral cast – Nike and many other companies that contract manufacturing with local producers are engaged in Economic Activity Abroad.
Whether that activity is in some sense “good” or “bad” depends upon whom you ask – an activist sitting in an air conditioned Washington office, hands steepled, giving an interview to National Public Radio on the evils of Globalization.
Or a young foreign worker, who now has a choice and a chance to work indoors, to earn more money than before, to better his lot and that of his family.
A choice and a chance to move up.
A choice that earlier was not available.
Power Words for Business Presentations
Now, I have dipped into the hot, turbid political waters of Globalization only because that happens to be the topic at hand for me now, daily.
I have roamed a bit, but the theme that runs through this essay, I think, is the power of words – to persuade, to deceive, to communicate, to obfuscate.
Power Words against business have been used far too long without challenge. Realize that we can harness Power Words for Business and leaven our business presentations with impact, immediacy, and positivity.
Regardless of one’s opinion of the issues I surfaced here to illustrate the theme, I believe that folks in this forum recognize more than most this especially powerful medium.
Whatever conclusions my students arrive at with regard to the debates at hand, they will have at least been exposed to the power of words for business and the subtlety of language.
A positive presentation attitude goes far in conferring personal competitive advantage on the business presenter
Your positive presentation attitude is one of the most neglected aspects of your business presentation.
For any presentation, really.
Maintain a positive presentation attitude, especially where criticism of current company policy is concerned.
Especially when your team must convey bad news, for instance, that the current strategy is “bad.” Or that the current executive team is not strong enough.
In class presentations, I sometimes see that students take an adversarial attitude. A harsh attitude.
This is the natural way of college students, who believe that this type of blunt honesty is sought-after and valued.
Positive Presentation Attitude for Personal Preservation
Honesty is important, sure. But there is a difference between honesty and candor, and we must be clear on the difference.
If you say that the current strategic direction of the company in your presentation is dumb, you tread on thin ice when you convey that information. Remember that there are many ways of being honest.
You must use the right words to convey the bad news to the people who are paying you. These may be the people responsible for the bad situation in the first place, or who are emotionally invested in a specific strategy.
Anyone can use a sledgehammer.
Anyone.
But most times it pays to use a scalpel.
Don’t attack the current policy with too much gusto in your business presentation . . . you may undermine your own case
But we must remember that as much as we would like to believe that our superiors and our clients are mature and want to hear the “truth” – warts and all – human nature is is contrary. We are easily wounded where our own projects and creations are concerned.
And if you wound someone’s ego, you will pay a price.
So, if you attack the current strategy as unsound, and the person or persons who crafted that strategy sit in the audience, you have most likely and needlessly doomed yourself. Expect an also-ran finish in the competition for whatever prize is at stake, whether a multi-million dollar deal. Or simply credibility and good judgment.
It takes skill and finesse to deliver a fine-tuned presentation. Learn to deliver a masterpiece of art that conveys the truth, but with a positive presentation attitude that is constructive and persuasive without being abrasive. When you do, then you will have developed incredible personal competitive advantage through the vehicle of your presentation skills.
That is, after all, why they are called skills.
Your presentation will effervesce . . . it will join the ranks of the especially powerful.
So remember that tact and a positive presentation attitude is as important to your presentation as accuracy. Internalize that lesson, and you’re on your way to delivering especially powerful presentations that persuade more than they insult.
For more on shaping a powerful and positive presentation attitude that stays on point and helps to build your personal competitive advantage, consult The Complete Guide to Business School Presenting.
Recognize and accept that your presentation is a wholly different communication mode than your final memorandum or report.
Treat it this way, and your chances of winning your case competition increase dramatically.
How to win a Case Competition
If your analysis is robust and your conclusions are sound, as should be with all the entries, then a powerful and stunning presentation delivered by a team of confident and skilled presenters will win the day most every time.
The competency of most case competition teams is relatively even. If a team lifts itself above the competition with a stunning presentation, it will win.
If you have reviewed the step-by-step preparation to this point and internalized its message, you understand that you and your teammates are not something exclusive of the presentation. You are the presentation.
By now, you should be well on the way to transforming yourself from an average presenter into a powerful presentation meister. You know the techniques and skills of the masters. You have become an especially powerful and steadily improving speaker who constantly refines himself or herself along the seven dimensions we’ve discussed: Stance, Voice, Gesture, Expression, Movement, Appearance, and Passion.
Employ the Seven Secrets to Win a Case Competition
When I coach a team how to win a case competition, the team members prepare all of their analysis, conclusions, and recommendations on their own. Here are some tips how to do this. Their combined skills, imagination, and acumen produce a product worthy of victory. The team then creates their first draft presentation.
It is at this point that the competition is most often won or lost.
Powerful winning presentations do not spring forth unbidden or from the written material you prepare. The numbers “do not speak for themselves.”
The “power of your analysis” does not win a case competition on its own. You cannot point to your handout repeatedly as a substitute for a superb presentation.
Your case solution is not judged on its merit alone, as if the brilliance of your solution is manifest to everyone who reads it. It is judged on how well you communicate the idea. Powerfully and persuasively.
Each member of your team must enter the presentation process as a tangible, active, compelling part of the presentation. And you must orchestrate your presentation so that you work seamlessly together with each other, with the visuals you present, and with the new knowledge you create.
Phase 2 of your case competition preparation begins when you’re issued the case.
Recognize that the nature of this case may differ from what you are accustomed to. It could be more incomplete and open-ended than the structured cases you’ve dealt with before.
In fact, it could be a contemporary real-world case with no “solution.” It could be a case crafted especially for the competition by the company sponsoring the competition.
Case Competition First Step
Your first step – your team members read the case once-through for general information and understanding, to inventory issues, and to define the magnitude of the task at hand. You are drawing a philosophical and psychological box around the case to encompass its main elements. Here, you make it manageable prevent time-burn in discussions of unnecessarily open-ended questions.
Discussion proceeds on defining the problem statement.
At this point, your expertise and skills gained in years of business schooling should guide you in developing your analysis and recommendations.
The difference in acumen and skill sets among teams in a competition is usually very small, so I assume that every business team will produce analytical results and recommendations that are capable of winning the competition. This includes your team, of course.
Victory or Defeat?
The quality of teams is high, and the output of analysis similar. This means that victory is rarely determined by the quality of the material itself. Instead, victory and defeat ride on the clarity, logic, power, and persuasiveness of the public presentation of that material. I have seen great analyses destroyed or masked by bad presentations.
The Presentation is the final battlefield where the competition is won or lost.
And so we devote minimum time on the preparation of your arguments. Many fine books can help you sharpen analysis. This post concerns how you translate your written results into a powerful presentation that is verbally and visually compelling.
We are concerned here with the key to your competition victory.
Here is your competitive edge: While 95 percent of teams will view their presentations as a simple modified version of the written paper that they submit, your team attacks the competition armed with the tools and techniques of Power Presenting. You understand that the presentation is a distinct and different communication tool than the written analysis.
Cut ’n’ Paste Combatants
Many teams cut-and-paste their written paper/summary into the presentation, unchanged. This usually makes for a heinous presentation that projects spreadsheets and bullet points and blocks of text on a screen. These monstrosities obscure more than they communicate. It is a self-handicap and a horrendous mistake.
Sure, at times you will see winning presentations that do this – I see them myself on occasion. This usually happens for one of several reasons, none of them having to do with the quality of the visual presentation . . .
1) Substance trumps: The business analysis and recommendation is substantially better than all other entries and overcomes deficiencies in presentation.
2) Mimicry: All entries utilize the same defective method of cutting-and-pasting the final report onto PowerPoint slides, thus leveling the playing field to a lowest common denominator of visual and verbal poverty.
Don’t present all the fruits of your analysis. Too much information and too many details can cripple your initial presentation. Remember that you should hold back details for use and explication during the Q&A period.
A parsimonious presentation should deliver your main points.
Deciding what to leave out of your initial presentation can be as important as deciding what to include and emphasize.
This case competition guide can prepare you to win your next business case competition long before you even know the case . . .
The key to doing well in case competitions is to differentiate yourselves beforehand by following you case competition guide, before you ever travel to the site of the competition.
Before they ever give you the sealed envelope with your business case enclosed.
This is much easier than you might imagine, and you begin by consulting your case competition guide.
The Three Ps of Business Presentations provide a roadmap to ready you for your competition.
Principles . . . Preparation . . . Practice
Principles.
You don’t start tuning your instrument for the first time when it’s time to perform a concert, and likewise, you don’t begin honing your presentation skills when it’s time to present. By the time of your competition, all of your team members ought to be thoroughly grounded in the principles of especially powerful presentations.
The principles offered here in this case competition guide.
This part of your competition prep should already be accomplished, with only a few review sessions to ensure everyone is sharp on the Seven Secrets: Stance . . . Voice . . . Gesture . . . Expression . . . Movement . . . Appearance . . . Passion.
Second, Preparation
Our case competition guide divides the preparation for the competition into three phases.
Phase 1: Lead-in to the Competition
You are made aware of the competition’s rules. You acknowledge and embrace the rules and what they imply. Your entire team should become intimately familiar with the parameters of the competition – think metaphorically and spacially.
Recognize that the problem has length and breadth and depth. Understand the finite limits of the context presented to you, what you can and cannot do. Think of it as an empty decanter that you fill with your analysis and conclusions on the day of the competition.
Later, upon receiving the actual Case, you will conduct the same process – recognize that the Case Problem has length and breadth and depth.
But now, prior to the competition, take stock of what you already know you must do . . . and then do most of it beforehand as the rules permit.
This includes embracing the problem situation long before you arrive on-site for a competition and before you receive the case in question. Learn the parameters of the context in which you will operate. The case competition guide breaks the competition environment into discrete elements:
Competition rules
Length of presentation
Total time available (set-up, presenting, Q&A, Close-out)
Number of presenters allowed or required
Visuals permitted or required
Sources you may use, both beforehand and during the problem-solving phase
Prohibitions
You know that you will be required to provide analysis of a case and your results and recommendations. Why not prepare all that you can before you arrive at the competition?
Some competitions may frown on this or forbid it . . . fine, then do it when you can, at the first point that it is permissible. This way, you can spend the majority of your case analysis time filling in the content.
Follow the Case Competition Guide
Prepare your slide template beforehand according to the principles expounded here.
Business presentations have a small universe of scenarios and limited number of elements that comprise those scenarios. A well-prepared team that is composed of team members from different functional areas will have generic familiarity with virtually any case assigned in a competition. The team should have no problems dealing with any case it is presented.
Determine beforehand who will handle – generally – the presentation tasks on your team as well as the analytical portions of your case. The following is offered as an example of how the task might be approached:
Your Case competition Guide suggests that you distribute your tasks long before the competition . . . your business presentation will be the better for it
As part of this initial process, prepare your slide template with suitable logos, background, killer graphics, and charts and graphs requiring only that the numbers be filled in.
Leading into the competition, it’s essential that your team be familiar with sources of data that you may be permitted to utilize in conducting your case analysis – market research, industry surveys, and such like. Familiarity with online databases like Business Source Premier, Mergent Online, and S&P NetAdvantage is necessary since not all schools may have access to the data sources you use most often.
No Place for the Unprepared
With respect to the delivery or your presentation itself, a case competition is neither time nor place for you to polish your delivery skills. You should have honed them to razor’s edge by now. As well, your orchestration as a team should be perfected before arriving at the site of the competition.
At the competition, you lift your performance to the next level in terms of application of all the principles, precepts, and hard skills you have applied in business school – finance, accounting, marketing, operations, strategy, analysis – and you apply them in a tightly orchestrated and professional presentation that pops.
If you have engaged the case competition guide successfully during the lead-up to the competition, then your taut case-cracking team will be ready when you are finally issued the case. A team ready to address the issues involved in the case problem.
Business Case Competitions test your business mettle in ways you can’t imagine
The business case competition puts you in front of Corporate America in naked competition against the best students from other schools.
No hiding behind a resume.
No fast-talking a good game.
No “national rankings.”
Just pure performance that puts you in the arena under lots of pressure.
Business Case Competition as Crucible
In case competitions, your business team delivers a business presentation in competition against other teams in front of a panel of judges.
Teams display how quickly, thoroughly, and skillfully they can ingest a case, analyze it, and then prepare their conclusions.
They then present their recommendations to a panel of judges.
Business case competitions vary greatly in the details, but they do have a standard format and purpose. The operative idea behind such competitions is to provide a standard case to competing teams with a given time limit and then to rate how well the teams respond.
There is, of course, no direct competition between teams. Rather, each team is judged independently how well it handles the assigned case and presents its analysis and recommendations. There is a time limit and specific rules.
All teams operate under the same conditions.
Business Case Competitions Far and Wide
Competitions can be internal to the Business School or involve teams from several different schools.
Sometimes there are several rounds of competition, with the final round typically judged by outside company executives. The teams prepare a solution to the case and deliver a written report.
Teams then prepare a presentation of their analysis and recommendations and deliver the timed presentation before a panel of judges.
The judging panel sometime consists of executives from the actual company in the case.
The University of Washington’s Foster School of Business is good about this in its renowned Global Business Case Competition. Twelve to fourteen schools from around the globe compete in this week-long event. Its 2010 competition featured a case written especially for the competition on the Boeing Corporation.
Business case competitions can enhance your personal competitive advantage
Executives from Boeing acted as judges.
One excellent aspect of case competitions that are judged by outsiders is that they provide a truer indication of the competitors’ mettle.
For the most part, they are far removed from the internal politics of particular institutions, where favored students may receive benefits or rewards related more to currying favor than to the quality of their work.
In some competitions, additional twists make the competition interesting and more complicated.
For instance, Ohio State University CIBER hosts an annual Case Challenge and creates teams from the pool of participants (i.e., members will be from different schools) instead of allowing the group of students from each school to compete as a team.
In this case, once students are assigned to teams, there is a day of team-building exercises.
The key to doing well in case competitions is to differentiate yourselves beforehand. This is much easier than you might imagine. Start with the Three Ps of Business Presentations. They provide a steady guide to ready you for your competition.
Principles . . . Preparation . . . Practice.
In subsequent posts, we deconstruct the business case competition to help you and your team prepare to your potential and deliver an especially powerful presentation.
Finance Presenting offers special challenges, but it’s also a chance to increase professional presence
Whether the presentations class is in Philadelphia . . . or Mumbai . . . or Cali . . . or Chennai . . . I hear the same universal and eerie refrain from finance students.
“Finance is different.”
“We don’t do all of that soft-skill presentations stuff.”
“For us, the numbers tell the story.”
Numbers seem to enchant business-people in deep and mysterious ways, as if numerical constructs are somehow less malleable than the English language, less subject to manipulation.
In a chaotic world, a spreadsheet exudes familiarity, a firm valuation offers comfort, an income statement serves as anchor.
False Certitude, Faux Anchor
For some, numbers convey a certitude and precision unavailable to mere rhetoric. And this illusion of certitude and precision exerts influence on finance folks to believe that, well . . . that the laws of human nature that stymie the rest of us do not apply to them in the coldness and hardness of objective numerical analysis.
But this is an illusion. And the result is 2D presenting, full of voodoo and bereft of nuance and subtle analysis.
Where business presentations are concerned, finance folks are not different, special, unique or otherwise gifted with special powers or incantations denied the mere mortals who toil in marketing or human resources.
We are all subject to the same demands placed upon us by the presentations beast, demands that nettle us equally and indiscriminately during the business presentation process.
As with most things, there is bad news and good news in this slice of life provided here.
The Bad News
The bad news is that modern finance presentations are a vast wasteland of unreadable spreadsheets and monotonous, toneless recitations of finance esoterica. It seems that there must be a requirement for this in finance.
In fact, many finance presentations devolve into basic meeting discussions about a printed analysis distributed beforehand, with the group of presenters merely standing while everyone else sits and interrupts with strings of questions. Several presentation cliches guarantee this sorry state of affairs a long life . . .
“Just the facts”
Exhortations of “Just the facts” serve as little more than a license to be unoriginal, uninteresting, and unfocused.
“Just the facts”
Folks believe that this phrase gives the impression that they are no-nonsense and hard-core. But there is probably no more parsimoniously pompous and simultaneously meaningless phrase yet to be devised. It achieves incredible bombast in just three syllables.
What does it mean, “Just the facts?” Which facts? Why these facts and not those facts?
Events are three-dimensional and filled with people; they require explanation and analysis. Mere “facts” are flat, two-dimensional, unemotional, and unsatisfactory proxies for what happens in the real world. “Just the facts” masks much more than it reveals.
“The numbers tell the story.”
This is a favorite of folks who seem to believe that the ironclad rules of presentations do not apply to them. “We don’t deal with all of that soft storytelling,” finance majors often tell me. “We deal in hard numbers.”
There’s so much wrong with this that it’s difficult to locate a reasonable starting-point. Not only do numbers, by themselves, tell no story at all . . . if numbers were conceivably capable of telling a story, it would be a considerably incomplete story, giving a distorted picture of reality.
The end result of these presentation shenanigans is an overall level of mediocrity and outright bad presentations. If firms want nothing more than a group discussion about a handout, with the only thing distinguishing the “presenters” from the audience is that they are standing, then so be it. It may be useful. It may be boring. It may be morale-building. It may be team-destroying. It may be time-wasting. But whatever else it is, it is not a presentation.
“Cut ’n’ Paste”
This is the heinous data dump that all of us inevitably see. PowerPoint slides crammed with data in tiny, unreadable font. The display of these heinous slides is accompanied by a sweep of the arm and the awful phrase: “As you can see . . . ” The cause of this pathology is the rote transfer of your written report to a PowerPoint display, with no modification to suit the completely different medium. The result?
Slides from Hell.
The Good News
In every obstacle exists an opportunity. Because the bar for finance presenting is so low, if you invest your presentations with the powerful principles that apply to all business presentations, your own shows will outstrip the competition by an order of magnitude. This, of course, implies that your content is rock-solid. It should be. Your ratio analysis, your projected earnings, your sophisticated modeling should all reflect the superb finance education you have received.
Build Credibility With a Powerful Presentation
But how you present that content is the key to presentation victory.
All of the presentation principles that we discuss here apply to finance presentations, particularly the parsimonious display of numbers and the necessity for their visual clarity. If anything, finance presentations must be more attentive to how masses of data are distilled and displayed.
A situation statement must be given.
A story still must be told.
Your analysis presented.
Conclusions must be drawn.
Recommendations must be made.
And external factors must be melded with the numbers so that the numbers assume clarity and meaning in an especially powerful 3D presentation.
If you do the above, and nothing more, then your finance presentations will outshine the hoi polloi with ease.
But if you delve even more deeply into the masterful techniques and principles available to you, learning to use your tools skillfully, you can rise to the zenith of the finance presentation world precisely because you are part of the tiny minority who seizes the opportunity to deliver an especially powerful presentation.
Bookending is an especially powerful business presentation tip
I offer this superb business presentation tip – bookend your presentation or presentation segment to give the audience a satisfying experience.
What is bookending?
This means to start your presentation with an anecdote, cue, or visual image that hooks your listeners into the narrative. This is your “grabber.”
Your “hook.”
You follow with your clear situation statement of only one or two sentences.
Then you offer your major points of your presentation, usually three major points. As you wind to a conclusion, you hearken back to the original introductory anecdote, cue, or visual image that launched your segment.
A Powerful Business Presentation Tip
When you have finished your presentation message and are ready to set your second bookend that concludes your presentation, call on these magic words.
You say these words: “In conclusion, we can see that . . . .” Then – repeat your situation statement.
Then say: “We believe that our presentation substantiates this.”
You come full-circle. The audience gains a sense of completeness.
This recapitulation of your theme knits together your segment into a whole, and your audience appreciates the closure.
This technique offers much more than a linear march, where nothing said seems to relate to anything that came before. The satisfying circularity of bookending brings your audience back to the familiar starting point.
It drives home the major point of your talk in two especially powerful ways. First, the outright repetition of your theme cements it in the minds of your listeners. Second, the story convention of providing a satisfying ending ties up loose ends and gives psychological closure.
It’s an elegant business presentation tip that can pay big dividends in terms of audience response.
In earlier posts, we examined the lead-in steps for your case competition preparation.
