The Presentations Japan Series Por arte de portada

The Presentations Japan Series

De: Dr. Greg Story
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  • Resumen

  • Persuasion power is one of the kingpins of business success. We recognise immediately those who have the facility and those who don't. We certainly trust, gravitate toward and follow those with persuasion power. Those who don't have it lack presence and fundamentally disappear from view and become invisible. We have to face the reality, persuasion power is critical for building our careers and businesses. The good thing is we can all master this ability. We can learn how to become persuasive and all we need is the right information, insight and access to the rich experiences of others. If you want to lead or sell then you must have this capability. This is a fact from which there is no escape and there are no excuses.
    Copyright 2022
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Episodios
  • 387 Prepping For Your Presentation

    387 Prepping For Your Presentation
    May 27 2024
    I am terrible. I procrastinate about starting the assembly of my presentation. Invariably, by holding off starting, I create time tension, which forces me to elevate the priority of the presentation and lift its urgency above all the other competing demands on my time. I should start earlier and take some of that tension out of my life. So, everyone do what I say, don’t do what I do! Start early. The first point of departure must be working on the clarity needed around the key message. What is the point we want to get across? There are always a multitude of these and it is quite challenging sometimes to pick out the one we want to work on. Part of my problem is perfectionism immobilising me. So let’s all suspend perfectionism and just be happy to get started, knowing we can finesse what we are doing later. Once we have settled on the key message, we need to make sure that anyone would care about that message. It might be intoxicating for us, but it may not motivate anyone else to get excited. A reality check is in order before we move forward. Will there be enough traction with the audience we are going to be presenting to? We should have a fairly clear idea about who will be interested in our topic and what some of their expectations will be. After the reality check, we start to construct the talk. Counterintuitively, we start with the end. We settle on the actual words we need for our conclusion, because this is a succinct summary of what we will talk about. Getting that down to a few sentences is no easy feat. It is simple to waffle on, but it requires skill to be brief and totally on point. Next, we plan out the chapters of the talk to deliver the goods to prove what we are saying in our conclusion is true. In a forty-minute speech, we can usually get through five or six chapters. Here is a critical piece of the puzzle. We need to rehearse the talk and carefully watch the time. It is very difficult to predict accurately the required time until you run through the talk. We may find we are short on the content or too long and we need to make adjustments. We certainly don’t want to discover that on stage in front of an audience. We all feel cheated when the presenter start rushing at the end and the slides go up and come down in seconds. You simply can’t follow what they are showing to the audience and that leaves a very negative impression at the end of the talk. Now we plan our start. This is the first impression of our talk. Well, that is not quite true. The audience will be making critical judgements as to how we command the stage and how we get underway. Juggling slides on the deck is a bad look at the start. That should definitely be left to someone else, so we can get straight into our opening. Don’t thank the organisers at this point, we can do that in a moment. We don’t want to waste the opening with a bunch of generic bumf. We need to grab hold of our audience at this point and then never let go of them. The audience may be seated in front of us, but they are a thousand miles away with their collective consciousness floating above the clouds. They are focused on everything else but us and we have to induct them into our orbit and command their complete attention. So, we need to plan this first sentence extremely well, because it will set the tone for the rest of the event. Remember that fear of loss is greater than greed for gain, so we hit them with how they can avoid losses. We might say something along these lines, “it is shocking how much the change in the market is going to cost us all and we are talking about serious money here”. That start fits just about any talk subject and is a bit of a Swiss Army Knife of starters. The market is always changing and invariably some will gain and others will lose. Our job is to point the audience in the direction of how to avoid losing money. The cadence of the talk is we need to tell a story every five minutes to keep our audience with us. Storytelling is like superglue and will bind the listeners to us until the end of our presentation. That means we need at least five or six good stories which make the point we are selling. Including people they know or know of, is always good because that technique is a great equaliser and connector with the audience. We need to prepare two closes – one for our formal end to the talk and another for the final close after the Q&A has ended. We need to brief the organisers that after the Q&A we will wrap it up and then they can bring the proceedings to a formal end. If we don’t do that, they will just end the talk before we have a chance to drive in our key message for the last time. We will know if the talk has succeeded by the faces we see in the audience. If they are paying attention right through, that is a good sign. If they are nodding in agreement, that is an even better sign and if they are engaged through...
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    11 m
  • 386 Thrashing AI When Presenting In Japan

    386 Thrashing AI When Presenting In Japan
    May 20 2024
    I was in a recent debate with the Dale Carnegie organisation about approving the publication of my new book “Japan Leadership Mastery”. There were concerns about copyright, because I was drawing on the Dale Carnegie curriculum for the book. A book is a powerful content marketing tool, so excluding the Dale Carnegie oeuvre defeats the purpose. One argument I made to them was I could rewrite the book and strip their content out and replace it with generic stuff summoned up from AI. This is the problem we all face. AI makes originality very difficult to sustain when it is so easy to coagulate all that is currently out there. I create these podcast episodes every Saturday morning and when you have composed over three hundred articles on presentations, it gets harder and harder to come up with something original. I try to find angles I haven’t explored before and to write them in a way which an AI prompt could not replicate. When we are creating our public presentations, we face the same problem. Any fool armed with AI can come up with a presentation which will assemble the best of what has been published already or at least what the machine could find from public sources. How do we make sure that what we are presenting is not getting pushed down into the sludge to battle with what AI can churn out in under a minute? How can we thrash our AI powered competitors within an inch of their lives? At this point in time, we are lucky that most of the AI production for presentations is generic and sounds generic. Originality for me means the choices of words like “thrash”, “oeuvre”, “coagulate”, “sludge”, and “churn”. These are unlikely candidates to emerge from an AI prompt to create a presentation on any subject. I have always tried to write like this anyway, to make myself stand out from the crowd. Today that AI assisted crowd is surging. In fact, it is accessing the entire global production of text on every topic. Don’t panic yet. Our experiences are sacrosanct turf, which protects us from AI mindlessness. No AI prompt can capture what has happened to us and our recollection of it. In our storytelling, we access those incidents and we use them in concert with our take on the lessons from what happened. This is a guaranteed way to remain one step ahead of AI generated content. Of course, AI can magically bring forth a slew of stories of other people’s experiences, but as a presenter relating to an audience what happened to us is unbeatable for making that human connection. I resisted sharing a lot of personal insights and experiences for a long time. I am a very private person, an introvert in fact, who has to operate as an extrovert. It is always tough. People who know me would never know that because I push myself in public to be outgoing. When I finally got over myself and started including more things about me and my family in my talks, I noticed that I connected more powerfully with the audience. AI won’t know that level of detail and so can never match us in a live situation. The other arena in which to slay the AI dragon is when we are on stage, standing there in front of a live audience. Our rival presenter may have been fed a steady diet of homogenised content from AI in prepping their talk, but can they rock the audience like we can? This is where knowledge and execution diverge. It is the same with technical presenters. They have all the data, statistics, details, etc., but they speak in a monotone and murder their listeners. They are dull dogs, with way too much micro data plastered all over their one slide, which in fact should have been spread over six slides. They are unable to create some buzz with the crowd. They have no clue how to penetrate that invisible barrier between speaker and those being spoken to. They don’t know how to bring gesture, voice tone, body language and eye contact together in an unstoppable vortex to completely capture the room and drive in their message. No amount of AI prep will help them. This is where the AI powered speaker runs out of gas. They can put up the bare bones of the AI generated presentation, but they don’t have the ability to flesh it out and make it a triumph. When you know what you are doing, you can dip into elements of AI for help, but for presentations, you have to be able to stand up and cut it. This is the Age of Distraction and Era of Fake News and we only have one shot. These days, with the micro patience of audiences we face, you don’t get any margin. If you sound boring, they will immediately lunge for their mobile and depart from you and your message. They will escape straight to the internet, to much more intriguing worlds like their email, LinkedIn, Facebook, Twitter, Instagram and TikTok. AI is only a problem if you are a crap presenter. For the rest of us, let’s give AI powered presenters a sound public thrashing and blow them out of the ...
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    11 m
  • 385 Recruit Your Audience When Presenting In Japan

    385 Recruit Your Audience When Presenting In Japan
    May 13 2024
    Almost 100% of presentations that I see in Japan are one directional. The audience sits there passively and the speaker presents to them. There is no interaction with the audience. I was watching an interview with Clint Eastwood in his approach as a movie director. He was talking about his famous Western “The Unforgiven” and talking about how he shot some key scenes, such that the faces of the actors were in the shadows and not fully revealed. I can’t remember exactly how he expressed it, but he said you don’t have to show the whole face with full lighting, because the audience is intelligent. They can fill in the gaps. I thought that was a good metaphor for presenting. As the presenter we don’t have to show everything in full lighting from our side. We can create some gaps and allow the audience to fill in the blanks themselves from their imaginations and their viewpoint. We do this to some extent already when we use rhetorical questions. These are questions which we pose to the audience but we are not actually asking them for an answer – we provide that after a suitable hanging pause. What about if we actually make it a real question and source the answer from the audience? Now we cannot be doing this every five minutes, as that will be massive overkill, but we can drop some questions into our talk. We might plan to use these questions to overcome flagging energy and declining interest from the audience. This is why you never want to be lowering the lights when you are presenting. You want to be able to study the faces of the people arrayed in front of you for any signs of distraction, boredom, or tiredness. When I did my TED talk, the audience was in complete darkness because all the lights were blazoning away hitting me up on stage and making it impossible to read any reactions. It was very unnerving, especially when you are used to being able to study the audience reactions to what you are saying. Now when we ask a question to the audience here they are confused. Firstly, they are not trained for this and they are not sure if this is a rhetorical question, which we will answer or whether they actually have to answer. The next line of confusion is who amongst the audience should answer this question. In Japan, no one gets any prizes in life for going first, so it almost guarantees that everyone will be holding themselves back. The third line of confusion is fear. They worry if they get the answer wrong, they will look like a fool in front of everyone. They also fear that someone else will come up with a much more intelligent answer than theirs and they will look stupid. So casting a question before an audience here is bound to get no immediate answer. We have to help them by setting it up. Just blasting forth with a question is a bit shocking, as this is not how things are normally done. We need to say something like, “In a moment, I am going to pose a question, because I am very interested to get your experiences and ideas on the issue”. Now we have fired off a warning shot, so that when the question is unloaded, no one is surprised. We help them even further by using our eye contact and gestures to indicate to an individual or a group of individuals that we want to hear their answer. By holding out our hand gesture palm up, it is very unthreatening. If we used a pointed finger instead, that is very aggressive and will drive a shudder of fear into an audience with its power. We simultaneously use our eye contact and look at a member of the audience we are indicating to, thus requiring an answer. It is always good to pick those who were seated on the same table as you, if it were a luncheon or breakfast event, or someone you were chatting with at the start, as you will have established some rapport. Depending on the relationship, we can call out their name as we ask the question, “So Suzuki san what has been your experience with….”. We should immediately thank them for contributing and start applauding and inviting the rest of the audience to join us in recognising them. We might even say, “let’s thank Suzuki san for sharing her experience and let’s also recognize her professionalism to volunteer her answer”. This opens up the floor now to call on other people. We don’t do too many of these at the same time. It can become a distraction. It can also suck up a lot of time. Not everyone is able to be succinct and get to the point. You may also inadvertently discover some people who have a lot of pent up need to talk and they will hijack your presentation. Now you are on the back foot trying to regain control of proceedings, and that is not a good look for the presenter. At the very end wrap up of your talk you can again recognise those who contributed their ideas and get everyone to applaud and thank them. They leave feeling a mile high and the rest of the audience feels you did the right thing by ...
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    11 m
Gestión Economía
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