Better Presentations

When delivering presentations to a general audience, senior management in your company, or even a venture capitalist, a successful presentation isn't about the PowerPoint slides you create, it’s about much more than that.  These nine points will help you deliver a powerful presentation:

1. Establish Your Credibility Right Up Front

Let’s face it; your audience is more likely to listen to what you have to say if they know you are credible. And it’s not about a lengthy intro with your career highlights. Instead, whether giving a public presentation or an internal presentation, start your presentation by establishing credibility before you give them information.

You can use a short story about your background related to the topic, share an experience that shaped the presentation or conclusion, or even reveal the legwork or other references that support your information and is directly related to what you are about to tell them.

Make a point about establishing credibility, don’t just hope it happens.

2. Include a Goal Early in the Presentation

If your audience knows the purpose or goal of the presentation from the start, they are more likely to relate what you have to say with that purpose as you present your material. This makes it easier at the end to get the action you want, whether it’s funding, approval to proceed with an initiative, to change their minds, or simply get agreement and understanding.

It will also help you shape your presentation by focusing you on that goal rather than straying from the primary purpose.

3. Use Supporting Material Liberally

Even if you establish your credibility, you also need to establish the credibility of what you say during your presentation. Instead of just presenting the material, accompany it with information that supports it and gives it credibility. You don’t have to include it in your slides, but make sure it is in your speaking notes.

For instance, you can tell a story, give statistics, reference research, or even provide quotes from well-respected figures that support your message. And don’t be shy about addressing credibility. You can even say “you may be skeptical about this, but …” or “I know this is surprising, but …”

4. Begin Separate Ideas with Powerful Quotations or Images

For more impact, introduce each separate topic or idea with a relevant quotation or full-screen image that evokes the topic instead of using a stock title slide. Add a word or two about the topic if you have to, or simply say it out loud and let the quote or image support it.

This gives your topic more impact since a strong quote or image will stick in their minds as they listen to the related material. It also breaks up the presentation, particularly if you have no choice but to include dry material like sales graphs or bullet points in your PowerPoint presentation.

5. Ask Thought-Provoking or Rhetorical Questions

An effective way to convey information is to ask a question first instead of launching into the presentation material. This will get them thinking about the material in the context you want. For instance, you could say “You might wonder why …”; “When I started to look at this issue, I asked myself …”; or “How much longer should we …?”

Be sure to consider your audience and the things they would wonder about, and phrase your questions so you answer those things for them, while at the same time advancing your message and your goals for the presentation.

6. Make Startling Statements

Sometimes the best way to get attention about information you are presenting is to make startling statements. It gets their attention and if you can back it up with your information, you will drive home your point. If necessary, you can pull one fact out and use it, even if it isn't your main point. It is simply a catalyst for your message.

7. Be Prepared for Difficult Questions

Questions may come up during your presentation or even at the Q&A session, so you need to be prepared for the most difficult ones, particularly ones that may derail your presentation or subvert your goal. Since you should know your topic and your audience, you should plan for these kinds of questions.

Consider all the objections the audience might have or questions they may raise about your points and information. Include the most critical ones within your presentation to sideline objections, or be prepared to answer them when they come up. This can be as simple as being able to justify statements or address concerns about an approach from subject matter experts like finance, IT, HR, etc., who may be part of your audience.

8. Have Your Own Questions Ready in Case Nobody Asks One

Regardless of whether you are doing a public presentation or a focused business presentation, you should leave time for questions and answers at the end. If nobody asks a question, be prepared with your own questions that you can then answer. Ease into them by saying something like “I’m usually asked…” or “One thing you might still be wondering about is …”

Of course, your questions should be directly related to getting your message across and achieving your goal, so use them strategically. Even if you get questions, you can still use yours at the end of the Q&A.

9. Have a Second (Short) Closing After the Q&A

Just like an encore or a curtain call, you should include a short closing after the questions. This is the time to summarize (again) and drive home your key messages and points, including your call to action. If you need to, you can prepare a slide for this, but you should be able to do the final closing without a slide to support you.

Problem Solving

With as many problems as we are all faced with in our work and life, it seems as if there is never enough time to solve each one without dealing with some adversity along the way.  Problems keep mounting so fast that we find ourselves taking short-cuts to temporarily alleviate the tension points, so we can move onto the next problem. In the process, we fail to solve the core of each problem we are dealt; thus we continuously get caught in the trap of a never-ending cycle that makes it difficult to find any real resolutions.  Sound familiar?

Problem solving is the essence of what leaders exist to do.  As leaders, the goal is to minimize the occurrence of problems, which means we must be courageous enough to tackle them head-on before circumstances force our hand.  We must be resilient in our quest to create and sustain momentum for the organization and people we serve. But the reality of the workplace finds us dealing with people that complicate matters with their corporate politicking, self-promotion, power-plays and ploys, and envy. Silos, lack of budgets and resources, and many other random acts or circumstances also make it harder for people to be productive.

Competitors equally create problems for us when they unexpectedly convert a long-standing client, establish a new industry relationship, or launch a new product, brand or corporate strategy.   Mergers & acquisitions keep us on our toes and further distract us from solving existing problems by creating new ones.

“All life is problem solving” - Karl Popper. I’ve often contended that the best leaders are the best problem solvers. They have the patience to step back and see the problem at-hand through broadened observation; circular vision. They see around, beneath and beyond the problem itself. They see well-beyond the obvious. The most effective leaders approach problems through a lens of opportunity.

Leaders who lack this wisdom approach problems with linear vision, thus only seeing the problem that lies directly in front of them and blocking the possibilities that lie within the problem. As such, they never see the totality of what the problem represents; that it can actually serve as an enabler to improve existing best practices, protocols and standard operating procedures for growing and competing in the marketplace. They never realize that, in the end, all problems are the same, just packaged differently.

A leader must never view a problem as a distraction, but rather as a strategic enabler for continuous improvement and opportunities previously unseen. Whether you are a leader for a large corporation or a small business owner, here are the four most effective ways to solve problems:

1.  Transparent Communication

Problem solving requires transparent communication where everyone’s concerns and points of view are freely expressed. I’ve seen one too many times how difficult it is to get to the root of the matter in a timely manner when people do not speak-up.

Yes, communication is a fundamental necessity. That is why when those involved in the problem would rather not express themselves, fearing they may threaten their job and/or expose their own or someone else’s wrong-doing, the problem solving process becomes a treasure hunt. Effective communication towards problem solving happens because of a leader’s ability to facilitate an open dialogue between people who trust her intentions and feel that they are in a safe environment to share why they believe the problem happened as well as specific solutions.

Once all voices have been heard and all points of view accounted for, the leader can collectively map-out a path toward a viable and sustainable solution.  As fundamental as communication may sound, don’t ever assume that people are comfortable sharing what they really think. This is where a leader must trust herself and her intuition enough to challenge the team until accountability can be fairly enforced and a solution can be reached.

2.  Break Down Silos

Transparent communication requires you to break down silos and enable a boundary-less organization whose culture is focused on the betterment of a healthier whole.   Unnecessary silos invite hidden agendas rather than welcome efficient cross-functional collaboration and problem solving.

Organizational silos are the root cause of most workplace problems and are why many of them never get resolved. This is why today’s new workplace must embrace an entrepreneurial spirit where employees can freely navigate and cross-collaborate to connect the problem solving dots; where everyone can be a passionate explorer who knows their own workplace dot and its intersections.  When you know your workplace dot, you have a much greater sense of your sphere of influence. This is almost impossible to gauge when you operate in silos that potentially keep you from having any influence at all.

In a workplace where silos exist,  problem solving is  more difficult  because you are more likely dealing with self-promoters, rather than  team players fostered by a cross functional environment..  When you operate in a siloed environment where everyone wants to be a star, it becomes increasingly difficult to help make anything or anyone better. This is when problem solving becomes a discouraging task.

Breaking down silos allows a leader to more easily engage their employees to get their hands dirty and solve problems together. It becomes less about corporate politicking and more about finding resolutions and making the organization stronger.

3.  Open-minded People

Breaking down silos and communication barriers requires people to be open-minded.  In the end, problem solving is about people working together to make the organization and the people it serves better. Therefore, if you are stuck working with people that are closed-minded, effective problem solving becomes a long and winding road of misery.

There are many people in the workplace that enjoy creating unnecessary chaos so that their inefficiencies are never exposed. These are the types of people (loafers and leeches) that make it difficult for problems to get solved because they slow the process down while trying to make themselves look more important.  Discover the lifters and high-potential leaders within the organization and you will see examples of the benefits of being open-minded and how this eventually leads to more innovation and initiative.

Open-minded people see beyond the obvious details before them and view risk as their best friend. They tackle problems head-on and get on with the business of driving growth and innovation.  Close-minded employees turn things around to make it more about themselves and less about what is required to convert a problem into a new opportunity.

With this explanation in mind, carefully observe the actions of others the next time you are dealt a real problem.

4.  A Solid Foundational Strategy

Without strategy, change is merely substitution, not evolution.  A solid strategy must be implemented in order to solve any problem.  Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself.

Effective leaders that are comfortable with problem solving always know how to gather the right people, resources, budget and knowledge from past experiences. They inspire people to lift their game by making the problem solving process highly collaborative; for them, it’s an opportunity to bring people closer together. I’ve always believed that you don’t know the true potential and character of a person until you see the way they solve problems.

Effective leaders connect the dots and map-out a realistic plan of action in advance. They have a strategy that serves as the foundation for how the problem will be approached and managed. They anticipate the unexpected and utilize the strengths of their people to assure the strategy leads to a sustainable solution.

Never shoot from the hip when problem solving. Avoid guessing. Take enough time to step back and assess the situation and the opportunities that each problem represents. Make the problem solving process more efficient by recognizing that each problem has its own nuances that may require a distinct strategy towards a viable resolution.

You know that you have great leadership in your organization when problem solving becomes a seamless process that enables the people and the organization to grow and get better.  If problem solving creates chaos, you may have a serious leadership deficiency.

Problem solving is the greatest enabler for growth and opportunity. This is why they say failure serves as the greatest lesson in business and in life.  Be the leader that shows maturity, acts courageously, and requires accountability.  Applying each of these lessons can help you become a master problem solver. Each experience teaches us all new things. Embrace problem solving and the many unseen treasures it represents.