business? 5a. Q&A’s 5b. Ask for the Be assumptive (without arrogance) business Respectful and realistic +/- 25 mins Create a sense of urgency and an 5c. Next step expectation of getting started. Be ready to planning start Make sure that all players understand their part in the presentation, as there is a lot of scope for over-running once begins. Make sure they practice the moment ‘team tagging’ of over the and check that they are all clear about the specifics of what is ‘handing baton’ required of them. Clarify the MC role and be ready to manage question time and ensure that you channel the right question to the right team member. Have a main deck of slides and supplementary slides, which can be accessed by navigation (see Appendix VI) or other presentations that can be accessed by toggling or by using hyperlinks (see Appendix X). Leverage benefit from the breadth and depth of people you have assembled into your team. Do they all add value? If not, why are they there? Will they all be on the project delivery team? Or have you bought your best player (the Sorcerer) to speak, but actually intend to deploy a subordinate (the Sorcerer’s Apprentice)? The customer is likely to value intimacy over capability they want to know what you will – do for them not what you could do. Be clear in what you present and think through the – best way to position your offering, your team and your company. Hit the right rhythm story telling – A presentation should be rounded and have a rhythm and flow that will stimulate the audience. That is why the story telling format championed by expert communicators such as Gustav Freytag is becoming increasingly popular.
business? +/- 25 mins 5a. Q&A’s 5b. Ask for the business Be assumptive (without arrogance) Respectful and realistic 5c. Next step planning Create a sense of urgency and an expectation of getting started. Be ready to start Make sure that all players understand their part in the presentation, as there is a lot of scope for over-running once ‘team tagging’ begins. Make sure they practice the moment of ‘handing over the baton’ and check that they are all clear about the specifics of what is required of them. Clarify the MC role and be ready to manage question time and ensure that you channel the right question to the right team member. Have a main deck of slides and supplementary slides, which can be accessed by navigation (see Appendix VI) or other presentations that can be accessed by toggling or by using hyperlinks (see Appendix X). Leverage benefit from the breadth and depth of people you have assembled into your team. Do they all add value? If not, why are they there? Will they all be on the project delivery team? Or have you bought your best player (the Sorcerer) to speak, but actually intend to deploy a subordinate (the Sorcerer’s Apprentice)? The customer is likely to value intimacy over capability – they want to know what you will do for them – not what you could do. Be clear in what you present and think through the best way to position your offering, your team and your company. Hit the right rhythm – story telling A presentation should be rounded and have a rhythm and flow that will stimulate the audience. That is why the story telling format championed by expert communicators such as Gustav Freytag is becoming increasingly popular.
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