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Presentation Skills

Presentation Skills. For PSNC. Why does it all go wrong?. Too much to say - ramble Too assertive Dull delivery - no energy, enthusiasm or passion Too quiet Message aimed at the wrong audience Too simplistic Nervous and passive No clear message. When are you presenting?. Networking

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Presentation Skills

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  1. Presentation Skills For PSNC

  2. Why does it all go wrong? • Too much to say - ramble • Too assertive • Dull delivery - no energy, enthusiasm or passion • Too quiet • Message aimed at the wrong audience • Too simplistic • Nervous and passive • No clear message

  3. When are you presenting? • Networking • Events • Conferences • Meetings • Seminars

  4. Your objectives? • To get a clear message across • Raise the profile of community pharmacy • Its importance • New services • To maximise the opportunity

  5. Your audience • CCGs • Patient groups • HWBs • Contractors • LATs • GP’s • Local and national politicians • General public • Others?

  6. Remember first impressions • 50% Image – non-verbal signals • 40% Style - intonation • 10% Content It’s not what you say but how you say it. Perception is reality – think about how you want to be perceived by others.

  7. The moment of truth Values Culture Ethos

  8. Assertive Normal Interaction Passive Aggressive

  9. Assertive behaviour- two dimensions • Verbal communication • Non-verbal communication The two dimensions must be consistent and congruent.

  10. Non-verbal communication • Good posture • Eye contact • Hand off face • Don’t fiddle • Open • Use gesture • Animate • Control

  11. Verbal communication • Project • Pause • Control pace • Vary pitch • Don’t mumble • Plain language • Avoid • Er/um • “actually, basically, kind of, sort of, you know” • Qualifying words – think, believe, fairly important, almost unique, • Cliché • Jargon

  12. Voice production • Breathe – good posture • Open your mouth • Articulate • Vary your pace and pitch • Pause

  13. Engaging your ‘audience’ • WHO? – level of knowledge, decision makers, background, personalities, • WHAT? – do they want and expect? • WHY? – your objectives? • HOW? – are you going to achieve your objectives?

  14. SWOT – strength of the relationship Strengths of the relationship Opportunities to build the relationship Weaknesses of the relationship Threats to the relationship

  15. What will interest them? What are the influences in their world. PEST analysis Political Economic Social Technological

  16. Building the relationship • People buy from people they like • People like people like themselves • We need to be able to modify our behaviour to build rapport • We need to be chameleons!

  17. Low Emotion Order/Logic • Analytical • Likes detail. Takes time. Asks questions. Doesn’t take risks. Can be arrogant. Thoughtful. Unemotional. Wants order. Change resistant. Present-orientated. Reserved. Tenacious. Distant. Sometimes critical. Reliable. Steady. • Security • Time • Pragmatic • Finds it easy to say yes or no. Not much time. Can be aggressive. Poor listener. Often wants to win. Precise. Assertive. Persuasive. Wants facts and brief information. Wants answers. Makes quick decisions. Competitive. Factual. Stubborn. Conflict confronter. Controller. Tough. Impatient. • Little time • Power • Amiable • Good listener. Likes questions. Has time. Finds it difficult to say no. Wants to keep everyone happy. Not ordered. Can be submissive. Emotional. Not good at time management or delegation. Conflict avoiding. Co-operative. Thoughtful. Patient. Feelings important. • Extrovert • Ideas and energy. Poor finisher doesn’t like detail. Easily bored. Cluttered. Wants to have a good time. Quick decisions. Impulsive. Poor listener. Dramatic. Expressive. Procrastinator. Intuitive. Feelings important. Deadline misser. Relationships and emotions important Procrastination Disorder

  18. Networking behaviours • Pragmatic • Little chit-chat. Challenging. Likes to win points. Will make smart remarks. Can be outspoken. Enjoys humour. Will dismiss people easily. Short conversations. Will lose concentration. • Analytical • Enjoys discussion and debate. Will have • knowledge of many subjects. Humour doesn’t come easily. Will engage in small talk but not really interested. Slower pace and thoughtful. Can talk too much. • Amiable • Enjoys talking and listening. Doesn’t like to be put on the spot. Extremely sensitive. Very friendly. Like to know people. Diplomatic • Extrovert • Enthusiastic. Enjoys talking. Tells ‘tall stories’. Humour very important. Loses concentration easily with technical discussions. Sensitive.

  19. Influencing skills The core components • Trust • Credibility • Rapport

  20. Trust • Sincere • Honest • Consistent • Your appearance • Confident • Understand my world Credibility • Status • Your appearance • Knowledge • Experience • Understand my business

  21. Rapport • Empathy • Common ground • Same wavelength • Listening • Understanding me

  22. Six key principles of influence • Reciprocation - favours • Historical commitments and consistency • Scarcity value – scarcity, unique • Social proof – follow the pack • Liking and friendship - rapport • Authority – status, expertise

  23. Getting on their wavelength Away - risk, safety Towards - aspire, aim Necessity - essential Possibility - opportunity Internal - feel right? External - response from others Same - minimise changes Difference - embrace change Self - impact on them Others - impact on others Specific - details Global - big picture

  24. SPACED – what’s important to them? • Security or safety • Performance – opportunity or possibility • Appearance – how it looks or how they will appear • Comfort or convenience • Economy • Durability

  25. Engaging structures 1. Classic • Say what you are going to say • Say it • Say what you said 2. Hook • Start with something that captures the minds of your ‘audience’

  26. Engaging structures 3. PREP • Position • Reason • Example • Position 4. Deductive • Build to your conclusion 5. Inductive • Start with the conclusion

  27. The deductive approach We understand your desire to recover the money you feel is owing to you by Aceco We also understand your desire to get redress for the time and effort you have expended in dealing with them There are, however, a number of factors that weaken your case Aceco strongly believe that the goods you supplied did not match the agreed specification in terms of quality or functionality

  28. The deductive approach The analysis of the goods by the independent assessors they have engaged would seem to confirm this Your consignment of goods was delivered three days later than the date agreed in the contract you signed with Aceco The sum of money in dispute is likely to be less than the cost of a full court hearing Our advice is that litigation is not the most appropriate means of resolving your dispute with Aceco

  29. The inductive approach Aceco strongly believe that the goods you supplied did not match the agreed specification in terms of quality or functionality The analysis of the goods by the independent assessors they have engaged would seem to confirm this Your consignment of goods was delivered three days later than the date agreed in the contract you signed with Aceco The sum of money is likely to be less than the cost of a full court hearing We can discuss other options at our meeting tomorrow

  30. The inductive approach Our advice is that litigation is not the most appropriate means of resolving your dispute with Aceco We understand your desire to recover the money you feel is owing to you by Aceco We also understand your desire to get redress for the time and effort you have expended in dealing with them There are, however, a number of factors that weaken your case

  31. Engaging your audience Tell me – I forget Teach me – I remember Involve me – I understand Lecture - the process by which the notes of the professor become the notes of the students without passing through the minds of either.

  32. Indirect Hook them in with a good opening Use rhetoric Use examples and anecdotes Humour Your performance Use dynamic words Rhythm Trio Involve your audience Direct • Questions

  33. Handling questions • Be prepared – anticipate questions • If you don’t know the answer be honest • Types of questions • Fact • Opinion • Stupid • Hostile • Unclear • Multiple

  34. Less is More • Fewer slides • Less on each slide • A slide is a visual aid for the audience • And not your notes Slides to: • Explain • Reinforce

  35. Use ‘B’ to blank out the screen • Jump slides - key in number of the slide and press enter

  36. Endings • Summarise • Thank the audience • Tell the audience that this is the last line- “And finally….” “In conclusion….” • End with a brief message

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