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  • The Manager's Guide to Presentations
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The Manager's Guide to Presentations

The Manager's Guide to Presentations

By : Lauren Hug
4.8 (12)
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The Manager's Guide to Presentations

The Manager's Guide to Presentations

4.8 (12)
By: Lauren Hug

Overview of this book

Table of Contents (10 chapters)
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The Manager's Guide to Presentations
The Manager's Guide to Presentations
Credits
Credits
Foreword
Foreword
About the Author
About the Author
About the Reviewers
About the Reviewers
Preface
Preface
Free Chapter
1
Planning Your Presentation
Planning Your Presentation
The presentation planning process
Beginning with you
Addressing your concerns
Setting your own personal goal
Identifying your strengths
Leveraging your management skills
Setting your presentation goal
Presentation parameters
Summary
2
Developing Your Presentation
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Developing Your Presentation
What should you say in your presentation?
What does the audience need to know?
Why should your audience care?
Why should your audience act?
Why do you care?
Organizing your presentation
Opening
Appealing to the audience
Points (informing and persuading)
Fleshing out your presentation
Types of content
A note about slides
Including the audience in your presentation
Introducing interaction
Summary
3
Practicing Your Presentation
Practicing Your Presentation
Speaking with authority
Rehearsing your presentation
Preparing for Q&A sessions
Summary
4
Giving Your Presentation
Giving Your Presentation
Before – Managing anxiety
During – Connecting with your audience
After – Obtaining feedback
Summary

Why should your audience care?

Facts and information aren't enough to convince an audience to listen and act. The same motivational skills that help you manage your team will help you show the audience why they should care about your message. How does the topic of your presentation impact the audience personally?

Positive reasons are usually more compelling than negative ones. Sure, you may be able to frighten your audience by pointing out that their jobs depend on their response to your presentation, but in the long term, building camaraderie, ownership, and a sense of pride in one's work will not only result in a more enthusiastic presentation response, but will create a harmonious, productive energy that extends into all your managerial activities. For example, pointing out that the implementation of the proposed product change allows your team to play a key role in organizational success by driving a 30 percent increase in Q3 sales is more effective than forecasting a Q3 loss in the absence...

End of Section 4
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