The video ended, Ginny clicked the window closed, and swiveled her chair to face Sid and Mort. Sid was staring at the screen, in awe of what he'd just seen — a master at work. Mort was gazing out the window, in thought.
"Now that presentation worked," Ginny said, "and it wasn't much different from ours."
Sid was puzzled. "Let's watch it again," he said. "I can't figure this out."
Mort returned from wherever he'd been. "I remember a presentation training from awhile back," he said. "This guy we just watched was following the same pattern they taught us. You remember, Ginny, you were there, I think."
"Right…a four-step framework, wasn't it?"
Between the two of them, Mort and Ginny reconstructed the four-step framework for presenting to persuade. Here it is:
- Start with their pain
- Begin by connecting the audience with the parts of their pain that you can address. This motivates them. It gives you credibility, because it proves that you've been there, too.
- For example, if you're talking to a group about designing presentations, you could remind them how hard it is to achieve connection and credibility, especially when the audience doesn't really know you. You're showing them that you share their pain, and you're reminding them of the problem, too.
- Feature your features
- Too much emphasis
on features per se
is a common mistake
- Once you've identified their pain, talk about the features of your solution, describing how those features address their pain. For extra punch, show how other solutions that lack those features might not address the pain as effectively. In other words, show how the features of your solution are both necessary and sufficient.
- Feature your features, but take care to connect each one to the pain. Too much emphasis on features per se is such a common mistake that it has a name: feature-mongering.
- Brag about benefits
- Bragging can be hard for some of us, but people do tend to discount whatever presenters say. If you don't emphasize strengths (pre-discount) then after the discount, most of the audience will have an inaccurate picture of the value of the solution.
- The benefits of the solution are direct benefits from the audience's point of view — not yours. Lower maintenance cost for future versions is not a direct benefit, but faster introduction of new capability and faster repair of design problems are direct benefits.
- To find the underlying benefit of any feature, repeatedly ask yourself "So What?" When the answer to this series of questions stops changing, that answer is the end-user benefit. See "Deliver the Headline First," Point Lookout for May 3, 2006, for more.
- Provide proof
- Finally, give some proof that the benefits are attainable with your solution. Proof can be a demonstration, a survey, a prototype, measurements, customer endorsements, endorsements of authorities, whatever you think will work.
Are your presentations — technical or otherwise — all they could be? Audiences at technical presentations, more than most, are at risk of death by dullness. Spare your audiences! Captivate them. Learn how to create and deliver technical presentations with elegance, power and impact. Read Terrific Technical Presentations, a stand-alone Web site filled with tips and techniques for creating powerful performances. Order Now!
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More articles on Effective Communication at Work:
- Changing the Subject: II
- Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or
assert power. Subject changing — and controlling its use — can be important political skills.
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes
them. In this Part II we consider some of the more toxic — less innocuous — communication
- How to Eliminate Meetings
- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended
many meetings on this topic, most of which have come to naught. Here are some radical ideas that could
change our lives.
- Long-Loop Conversations: Anticipation
- In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop
response time for exchanges can be a day or more, long-loop conversations generate misunderstanding,
toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot,
it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and
hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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Monthly Meeting, Central
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development. Read more about this program. Here's
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- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
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