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Professional Presentations: Key Ingredient for Professional Mobility (Part 2) 

12/2/2014

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In the first part of this piece, I wrote about how important effective presentation skills are for visibility in an organization – essentially a political skill. 

Now comes the tough part: How can you get past the terror of public speaking? The answer is simple – preparation. There are three essential elements that go into effective public speaking: analyzing the audience, designing the presentation, and developing superior delivery technique.

I hate to sound superficial, but I strongly believe that the last item is the most important. It’s like interviewing; the packaging is as important as the content, maybe even more so. Without it, the content doesn’t always come across that well. 

1) Analyzing the Audience

A presentation will be more effective the more you know about your audience. Even if it’s a staff meeting, do you about know everyone in the room? Chances are there might be someone from a different department. Maybe that person could change the dynamic of the room (maybe it’s the EVP of the whole department?). 

In a larger group, with perhaps a more formal presentation, do you have a real sense of the room? This could be a critical element in the effectiveness of your presentation. A canned presentation given without consideration of the audience has less chance of success. 

Several years ago, I was asked to do a yearly presentation for a large group – usually about 300 - at an open house for a departmental program at New York University. It was impossible to figure out the audience in advance, because it was open to a large community. So, in order to get a real sense of the audience, I would show up about a half hour early, sit in the back, and listen to people as they walked in. This always gave me a good sense of what the tone of the overall group was going to be.

Sometimes, if I overheard something that was relevant to the presentation, I would address the person who said it, and incorporate it, which is always a great way of getting audience members involved. Make it personal. Establish a connection. 

When you do have the opportunity to analyze the audience in advance, there are several questions you need to address before designing your presentation.  



  • What is the level of experience in the room?
  • What is the context of the presentation?
  • What are the group’s expectations?
  • What are the potential benefits to the audience?
  • What is the overall attitude of the audience?  

You can’t always figure out all of these in advance, but the more you know, the more you can adjust the presentation to the needs of the group. For example, if there’s a wide range of experience, then a major presentations skill is to be able to teach to both ends of the spectrum, as well as to the middle. Something for everyone. 

2) Designing the Presentation

The first critical aspect of design is to figure out the purpose of the presentation. Is it to inform? To persuade? To motivate? Or some combination of the three? That will certainly affect the tone.

Second, what is the objective? Even if it’s a 10-minute presentation to a group of five, make sure that you know what your main point is. When I teach a 45-minute introductory class about presentations – or any class, for that matter – I’ll always announce at the beginning why we’re doing it. (More about that opening in a bit.)

Here’s a suggested order for putting the presentation together:

  • Organize content
  • Select and sequence key points
  • Prepare transition statements
  • Develop a closing that summarizes
  • Develop an opening

See something strange in the order?

The last one is preparing the opening! It’s last because it’s the hardest, and because it’s tough to prepare unless you know exactly what the content of the presentation will be. An unclear opening will lose the audience, and will make it difficult to get them back. I suggest the following elements in an opening:

Introduce yourself, even in a small group where you know everyone.  Maybe there’ll be one person you don’t know. Don’t assume. 
  • Announce your objective.
  • Describe the agenda of the presentation, i.e., the main points to be covered.
  • Announce whether you’ll be taking questions during or after the presentation.
  • Tell approximately how long the presentation will be (your audience will be grateful).

Be certain to outline the presentation – do not script. The outline will help you stay focused. A script will lead you to memorize, which is not a successful or reliable technique for public speaking. Memorizing makes you focus way too much on the material, when you should be focusing on how it’s being presented. If you lose your place, it becomes a distraction – to you and to the audience. Prepare by rehearsing off the outline, or off the slides in your deck. That will make the presentation flow better, and sound more spontaneous and conversational. It’s also much easier for your audience to listen when your presentation doesn’t sound so rehearsed. Practice is the key. 

Make sure there are connections between the key points. If a presenter just announces what the next topic is, it’s not always clear what the relationship is to the previous segment. That relationship should be spelled out. 

A closing is not “Well, that’s it!” It’s a summation of the main points that have been covered. An audience should know what’s going to happen; what’s happening as the presentation unfolds; and, ultimately, what was covered. Make it easy for the audience. Remember – a successful presentation is geared to the audience. If that works, then the presenter looks good. Which brings us back to the politics of professional presentations, which we discussed in Part 1.

In Part 3, I’ll discuss the actual mechanics of delivery, which, as I mentioned early, is probably the most important part of effective presentations. 


Ellis

For a quick course on networking, pick up my Ebook, Networking: How to Make the Connections You Need

If you're looking for more in-depth advice on your job search, In Search of the Fun-Forever Job: Career Strategies that Work is available in paperback and Ebook. 

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Career Transition Mythology - Part Two

8/19/2014

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The more I think about it, the more career transition myths I come up with, but for the sake of brevity, we’ll keep it to ten – for now. Here are five more to add to the previous list: 

1) The myth: If you have a terrific interview, with instantaneous great feedback, the odds are good that you’ll get an offer.

The reality: Think of the interview as just the first part of a process.  What happens after the interview is almost as important as the interview itself. 

A follow-up email is imperative, within 24 hours. It’s not a matter of etiquette. It’s about marketing, and about solidifying the points you made on the interview. You want to reiterate why you think the position is a great fit (“fit” being one of my favorite job search words). You may want to add something that you may have not had the opportunity to include in the interview. You know how you sometimes leave an interview and all of a sudden realize that you left out a critical element? The follow-up email is the opportunity to fix that. 

Keep the email short and business-like, with short paragraphs, or perhaps bullet points. Make it easy to scan, like all business communications. Reiterate your interest in the position. 

Another follow-up element is staying in touch. Never let more than five to ten business days elapse without some sort of contact. It should be a low-key voicemail or email, just “checking in” on the status of your candidacy. Maybe if the process drags out (more common than not), you offer to come in again to make their process easier. Maybe that sounds a bit presumptuous, but I think it’s a “why not?” if the process is lagging. Nothing to lose! 

2)The myth: Spending a couple of hours a day calling contacts and answering postings should just about do it for allocating time to any job search.

The reality: Time management and prioritization are critical elements of a successful career transition. For the unemployed, it’s a full-time job. Research, building and maintaining a contact database, maintaining accurate records of all activities, reaching out, and aiming for as many as five live meetings a week should create an extremely busy schedule. A truly proactive search is time-consuming.   

For employed people, it’s tougher. I highly recommend a quota system for those on a search, i.e., a certain amount of dedicated time per day. Even if it’s just 15 minutes of reading about a targeted area, that’s part of the process. The key is to maintain momentum by aiming for some time every day, whether it’s reading or making a phone call, or trying to get one live meeting per week.

3) The myth: “Networking” means calling everyone you know, and asking for job leads and new contacts. 

The reality: Real networking is a process.  It’s not a quick introduction, or one meeting. As with sophisticated sales technique, it’s cultivating relationships – over a period of time. It’s also more subtle than just asking friends for leads. Another label for the concept is “indirect marketing.” 

Each meeting should have three objectives, which is a good way to measure its effectiveness. 


  • First, the relationship itself is key; so is maintaining it after the initial contact.  
  • Second, the meeting should be structured around prepared questions that both reflect your knowledge of the industry, and the self-marketing questions you wanted to ask in the first place. 
  • Third, what you may have thought the whole thing was about, a chance to expand your network by asking if there’s a possibility of referrals to others who might be helpful.  

4) The myth: A great 15-second “elevator pitch” is critical to your success in any career transition.

The reality: The very idea of a 15-second pitch strikes me as ridiculous.  Yes, it might be appropriate for that elevator, but who wants to be pitched on an elevator? It also might work well at a social or professional gathering, since you don’t want to corner anyone with a full pitch. Your objective there, after all, is just to get some business cards for future reaching out.

A pitch is a 1 ½ - 2-minute summary of who you are, what your skills and experience have been, something memorable that makes you different from others, a one-sentence job history, and a summary of all of it to cement what you’ve already stated.

A great pitch is one of the hardest aspects in transition and one of the more critical. It’s not only imperative for the “tell me about yourself” question on an interview, but it’s also a great introduction in a networking meeting, a way of establishing yourself on a new job, a good outline for scripting your approach and follow-up emails. In other words, it’s your brand, and you want to use it as the cornerstone of your transition.

5) The myth: Cast a wide net in your search. Apply for everything. Talk with everyone. The numbers are bound to work in your favor.

The reality: Designating clearly defined targets (Plan A, Plan B, and maybe even Plan C) is the critical first phase of any transition. It’s not necessarily what’s available out there; it’s what you want, and what is feasible. 

After figuring out what the possible targets will be, it’s important to then research what their markets are. If it’s a target which may have only two or three organizations that might hire into those positions, it’s not a great statistical target – unless the other(s) have more possibilities. Overall, you want a high probability of success, contingent on a large number of possible options in the target. 

An unfocused search might work, just by sheer randomness – but not that often. A targeted search will work faster and better, assuming you’ve performed a basic due diligence on the feasibility of those targets first. 

Here’s a good philosophy to stick to: The best work situation is one where someone in career transition looks for what fits his/her life, rather than fitting the life to the career. This will add to the necessary focus. 

Avoiding these myths will help keep any career transition on track. 

Ellis

For a quick course on networking, pick up my Ebook, Networking: How to Make the Connections You Need
If you're looking for more in-depth advice on your job search, In Search of the Fun-Forever Job: Career Strategies that Work is available in paperback and Ebook. 

peshkov/istock

 

 

 


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    Ellis Chase

    Ellis Chase is one of Manhattan's top career management consultants and executive coaches.

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