《Say+It+with+Presentations.doc》由会员分享，可在线阅读，更多相关《Say+It+with+Presentations.doc（79页珍藏版）》请在三一办公上搜索。
1、Say It with PresentationsHow to Design and Deliver Successful Business Presentations, Revised and ExpandedGENE ZELAZNY McGraw-HillNew York, Chicago, San Francisco, Lisbon, London, Madrid, Mexico City, Milan, New Delhi, San Juan, Seoul, Singapore, Sydney, TorontoCopyright 2006 by Gene Zelazny. All ri
2、ghts reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission
3、of the publisher. 0-07-149187-2The material in this eBook also appears in the print version of this title: 0-07-147289-4.All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion onl
4、y, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use
5、in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoaremcgraw- or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this
6、 work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish
7、 or sublicense the work or any part of it without McGraw-Hills prior consent. You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use the work may be terminated if you fail to comply with these terms. THE WORK IS PROVIDED
8、“AS IS.” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPR
9、ESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill and its licensors do not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error
10、free. Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom. McGraw-Hill has no responsibility for the content of any information accessed through the work. Under no c
11、ircumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liabil
12、ity shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise. DOI: 10.1036/0071472894To Marvin Bower for creating the playground known as McKinsey & Company and to the thousands of friends and colleagues in the Firm who gave me the space to play
13、in it Here it is over 40 years later and Im still running around with sand in my sneakers. ACKNOWLEDGMENTS Recently I heard the expression, “the gift of feedback.”It meant a lot to me, especially when I thought of the professionals who supported me in creating this book. Thank you all, for being suc
14、h an important part of this book, and of my life.Sara Roche for your uncompromising standards of quality in editing the ideas, the structure, the words. Sara retired from McKinsey & Company, where she made friends of all those who had the privilege of working with her for 32 years. Sara also edited
15、my first book, Say It with Charts. Vera Deutsch for making me look good. Shes the talented graphics designer who added her magic touch to the look and feel of the book, as she did with Say It with Charts. Dan Nevins for your gift of humor with the illustrations.Zac Enco for giving your dad, Bill Enc
16、o, the time he needed to help shape the chapter on selecting media in the next decade.Ellen Lesser and Steve Sakson for your patient, sensitive, constructive advice when I needed it most.Judy Marcus for sharing your professional insights, for bringing out my softer, gentler voice, and for holding my
17、 hand as we move through life together.ABOUT THE AUTHOR Gene Zelazny is the Director of Visual Communications for McKinsey & Company.Since joining the firm in 1961, Genes primary responsibility has been to provide creative advice and assistance to the professional staff in the design of visual prese
18、ntations and written reports. This includes planning the communication strategy; structuring the story line; interpreting the data or concepts and recommending the best visual formats in terms of charts, diagrams, and so on; designing storyboards; and rehearsing the presenters. Also, he has designed
19、 and led communication training programs throughout the firm.On behalf of the firm, Gene regularly presents his ideas on Making the Most of Your Business Presentation at business schools including Chicago, Columbia, Cornell, Darden, Harvard, Haas, Kellogg, Michigan, Sloan, Stanford, Tuck, UCLA, Whar
20、ton, Washington, in the United States, and INSEAD, LBS, and Oxford in Europe.His book, Say It with Charts, is in its fourth edition in the United States and is available in French, German, Italian, Portuguese, and Spanish.Otherwise, youll find him on a tennis court or on a bicycle, designing chess s
21、ets and sponsoring children to do the same (check out his Web site at ), writing essays for his friends, and always holding hands with Judy.IntroductionSO YOUVE BEEN ASKED TO GIVE A PRESENTATIONSo youve been asked to give a business presentation.I stress youve been asked because, for most of us, the
22、res no way we would ever volunteer.“Dont tell me to give the presentation,” the little voice in your head shouts:“You persuade the local city council that we should place the toxic waste dump in their backyard.”“You advise the company founder to shut down operations in two plants and put 2000 employ
23、ees out of work.”“You tell the business unit leaders why they need to cut costs in their departments by 40 percent.”“You convince the board of directors to approve a 32 percent cut in wages for the 7000 employees from chairman to cookfor the company to survive.”Would you volunteer for assignments li
24、ke these? I rest my case.So youve been asked to give a business presentation.“What are you, crazy?” the voice persists. “You want me to go through what happened to Jay J.? Remember when he started his presentation with, Todays purpose is to., only to hear the CEO say, No, thats not our purpose.? Or
25、when only 9 of the 75 people Sara R. invited showed up? Or when they didnt have the right cable to connect Michele Z.s laptop to the LCD projector?”So youve been asked to give a business presentation.“And besides,” the voice pleads, “I dont need the sweaty palms, the trembling knees, the butterflies
26、 in the pit of my stomach, the embarrassment of an unfortunate ad-lib, the fear of making a mistake, or worse, the anxiety that I wont be able to answer the questions.”So youve been asked to give a business presentation.“And furthermore,” the voice whimpers, “I dont have the time. Do you have any id
27、ea of the work thats waiting on my desk? Do you know how much time its going to take to plan the presentation, to get the story line organized, to get the visuals and the handouts produced, to rehearse, rehearse, rehearse? Do you know how much its going to cost?”So youre going to give the presentati
28、on. Why fight it? You knew all along youd have to do it. Thats where this book comes in. It offers insights and practical ideas derived from all the presentations Ive designed and given, as well as the experiences of my friends and colleagues at McKinsey & Company for whom Ive shaped presentations f
29、or more than 40 years.I do not intend this to be a textbook from which you learn to design and deliver presentations. After all, you dont learn to ride a bicycle by reading a manual. The only way to learn is to get on the bike and fall off and get on the bike and fall off and get on the bike and rid
30、e. So it is with presentations. All this book can do is point the way; you have to do the pedaling. A note of caution before getting on the bicycle. Ive assumed that youve thought through the what of your presentationthe contentthat youve thoroughly researched the supporting evidence, that the concl
31、usions are logical, that the recommendations are realistic, and that what stands between you and success is the presentation the vehicle that carries the facts and the ideas to your audience. There is no substitute for the confidence that comes with knowing your material. What this book is all about
32、 is the competence needed to design and deliver a presentation.If you have only 2 minutes to spare, turn your attention to the “Audiences Bill of Rights” that follows. You may want to review it whenever you have to prepare a presentation. When you have more time, review the rest of the book to learn
33、 how to safeguard your audiences rights. Study the three chapters for how to “Define the Situation,” “Design the Presentation,” and “Deliver the Presentation.” Enjoy the ride. The idea of an Audiences Bill of Rights came to me from a client. At the close of one of my workshops, he said, “In this com
34、pany, I am the audience. Do I have any rights?” Heres a sampling of what Ive gathered from colleagues all over the world, which may help you the next time you deliver a presentation.ABOUT OBJECTIVES The right to know what you want me to do or think as a result of the presentation.The right to see th
35、e reason for my involvement.The right to receive value for the time I devote to attending the presentation.ABOUT RESPECT The right to contribute to the intellectual content, and to share in the outcome.The right to be given time to think instead of being pressed for an instant decision.The right to
36、be spoken neither down to nor up to, but with respect for my experience, intelligence, and knowledge.The right to honesty when you dont have answers to my questions.The right (that few use) to vote with my feet and walk out on poorly conceived presentations.ABOUT TIMING The right to know in advance
37、how much time the presentation will take.The right to have the presentation start and stop on time, as predetermined by my busy schedule.The right to expect breaks once in a while, and not just for biological necessities.ABOUT CONTENT The right to know where were going, how the presentation will pro
38、gress.The right to know what decisions are at issue, your rationale for your position, and the facts that support this reasoning.The right to get the important information first. Surprise endings are for OHenry.ABOUT VISUALS The right to be able to read every word on every visual without resorting t
39、o opera glasses, no matter where I sit in the audience.The right to have complex charts explained.ABOUT FLEXIBILITY The right to stop for discussion, to help the group reach a shared understanding.The right to ask questions at any time and to expect answers when I ask them, instead of being put off
40、with, “Ill get to that later.”ABOUT DELIVERY The right to be able to hear you from the back of the room.The right to absorb the presentation without the distraction of wild gestures.The right to see your face, not the back of your head, as you address the screen with the hope that the message will r
41、icochet and hit me in the audience.ABOUT ENDING The right to enjoy your sense of humor when it helps to make a point, relieve tension, or achieve rapport.The right to a clear view of what has been agreed to and what will happen next.The right Define The SituationOverviewThe most perceptive definitio
42、n of a business presentationhow it differs from, say, a lecture or a training program or a speechcomes from my friend, Sir Antony Jay. “A presentation,” he says, “is an exercise in persuasion.”1 You want:To persuade the city council to place the waste dump in their backyardTo persuade the company fo
43、under to close down the two plantsTo persuade the business unit heads to cut costs by 40 percentAnd, until now, thats what youve been working on around the clockresearching, interviewing, analyzing, and every other-ing that goes into surfacing the recommendations youll want the audience to act on.Fo
44、r now, do yourself a favor and push it all asidethe tomes of data, the spreadsheets, the interview notes, and the charts. Get a cup of your favorite brew, take a blank sheet of paper, and give yourself about 15 minutes to think about, and to record, the situation youll be facing. Ask yourself what m
45、akes this presentation uniquedifferent from the one you gave last week, different from the one youll give next week. I promise you, this exercise will help you achieve the results you want from this presentation. It may even indicate that you dont need to deliver a presentation. Thats fine, if you f
46、igure out a better way to do the persuading.Here are the questions you want to answer:Why are you giving this presentation?Whom do you want to convince?How much time will you have for the presentation?Whats the best medium to use?Lets discuss each in more detail.1Antony Jay and Ros Jay, Effective Pr
47、esentation (London: Pitman Publishing, 1996).WHY ARE YOU GIVING THIS PRESENTATION?Surely you can find better ways to spend your time than putting together a presentation. If I were to ask you to list the five things you like to do most, in order of importance, would standing in front of an audience
48、to deliver a presentation show up? I doubt it.Now the insight. Members of your audience HATE sitting through your presentation more than you hate giving it. No kidding. Theyll do anything not to sit through your presentation: Theyll lie, make excuses, borrow a beeper and activate it any time they feel they cant take anymore, tell their assistant to come into the room 10 minutes into the presentation and pass them a blank note so they can decide whether to stay or leave.Its nothing personal, mind you. Its simply that they
