HR Professional - October/November 2008 - (Page 41)

ON ME S SAGE BY GARY A. SCHMIDT FIVE MUST-HAVE PRESENTATION SKILLS W ‘‘ hen presenting to top management, you want to look like a strategic thinker. But too many otherwise savvy managers confuse complexity with strategic effectiveness. Consider Danielle, an HR VP who had one of her managers prepare her presentation for the executive committee. Her core ideas were fabulous but the ample use of cheesy clipart, tumbling animations and extensive charts and tables riddled with eight-point type undermined her message. Great work was done in by what she and her manager thought was a “robust” presentation. Experienced executives know that complexity is often a mask for uncertainty or, at the very least, an indication that the presenter spends too much time in the weeds. The key to being perceived as a strong strategic thinker is to develop presentations that stand out—and to stand out, meaningful insights must be delivered crisply and concisely. Experienced executives know that complexity is often a mask for uncertainty or, at the very least, an indication that the presenter spends too much time in the weeds. How to look like the strategist you are: Keep it tight—really tight. No one has time to sit through 30 pages. Findings should be brief and focused on results. And always answer the implied question: “So what?” Keep it simple—a lot simpler than you think you should. Ironically, the higher the level one presents to, the simpler the presentation needs to be. Slides with eight-point type and multiple graphs don’t resonate with executives. Focus on the audience’s needs—not yours. The purpose of a business presentation is not to showcase how hard you worked or how smart you are. The audience doesn’t care about threedimensional matrices. They want to know what they need to do to be more effective. The goal should be to make it all about them and demonstrate how you can help them succeed. Be engaged—and engaging. People often think a straight, somber attitude is the epitome of professionalism. It isn’t—it’s dull and it’s boring. If you want others to take you seriously and see the value you bring to strategic discussions, you need to be fully engaged and passionate about your ideas. Excitement and enthusiasm are contagious. Take a risk, take a stand. Sometimes we hesitate to draw conclusions on anything outside our comfort zone but executives make calculated guesses based on imperfect information every day. If you can’t join them in embracing uncertainty and taking intellectual risk, you won’t be invited to the important discussions. If you’re going to run with the big dogs, you need to take a stand. Greater credibility Being perceived as strategic doesn’t require dense charts and fancy tables, it requires the ability to offer helpful insights delivered with conﬁdence and credibility. Effective executive presentations should be delivered with simple words, a few uncluttered slides and a huge dose of enthusiasm. ’’ Gary Schmidt (www.betterpresentations.net) is an executive coach and specialist in executive communications. w w w. HRT houghtLeader. c om O c t o b e r / N o v e m b e r 2 0 0 8 41 http://www.betterpresentations.net http://www.HRThoughtLeader.com

Table of Contents Feed for the Digital Edition of HR Professional - October/November 2008

HR Professional - October/November 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation Human Capital Talent Management Murphy’s Law Wise Counsel On Message HR 101 Interview with Joseph McCool Off the Shelf The Last Word

HR Professional - October/November 2008

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