『The Big Perspective Is Needed When Presenting』のカバーアート

The Big Perspective Is Needed When Presenting

The Big Perspective Is Needed When Presenting

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10月19日まで。※適用条件あり
The podium is a powerful place for powerful ideas. Your audience has no idea where you are going to take them. For thirty or forty minutes, you are effectively master of the universe, omnipotent over everyone seated before you. The question is: what are you going to do with that remarkable opportunity? Too many business presentations stay safe, practical and buried in detail. They inform, but they don't elevate. A powerful presentation should occasionally take the audience above the weeds and give them a bigger perspective on their company, industry, country or even the world. Why Do Business Presentations Need a Bigger Perspective? Great business presentations do more than transfer information; they challenge audiences to think more deeply and differently. Businesspeople are naturally pragmatic. We talk about revenue, customers, costs, market share, productivity, people and performance. Nobody expects the CEO to mount the podium and deliver a fiery call to storm the Bastille. The danger is that this practicality makes our presentations too safe. We report what happened, explain what is happening and perhaps predict what will happen next. Everything is locked down and neutral. That may be professionally safe, but intellectually it can be pedestrian. If we never challenge ourselves to think beyond the immediate details, we won't challenge the audience either. Do now: Ask yourself what larger issue sits behind your immediate business topic and whether your audience would benefit from seeing it. Why Do So Many Executive Presentations Get Lost in Detail? Executives often spend vastly more time arranging slides than developing the one or two big ideas their audience should remember. PowerPoint, Keynote and presentation templates encourage us to think sequentially: slide one, slide two, slide three. We become consumed by charts, graphs, bullet points, fonts and the order of the deck. The presentation then becomes a collection of information rather than an intellectual journey. This problem is particularly easy to encounter in complex organisations, where presenters need to satisfy numerous stakeholders and demonstrate command of the detail. Yet senior executives usually need more than detail. They need perspective. The speaker should be asking: What does this mean for our industry? What might happen next? What danger are we failing to see? What opportunity are we overlooking? Do now: Before rearranging another slide, write down the single biggest idea you want your audience thinking about after you finish. How Can Speakers Turn a Company Issue Into a Bigger Business Idea? Take the immediate company problem and deliberately elevate it to the industry, societal, national or international level. Suppose your company is struggling to recruit younger employees. You can certainly discuss your recruitment figures, retention rates and employer branding. But why stop there? The bigger issue might be demographic change, changing attitudes towards careers, competition for talent or the future relationship between employers and employees. The same applies to sales, technology, leadership and customer service. A declining sales number can open a discussion about changing buyer behaviour. A technology investment can raise questions about how artificial intelligence will alter the division of labour between humans and machines. You are still talking about the real world. You are simply viewing that reality from a higher altitude. Do now: Take one problem in your presentation and ask, "What bigger trend does this represent?" Does a Big-Picture Presentation Risk Becoming Too Philosophical? Yes, if you overdo it. One or two substantial insights are usually enough to elevate a business presentation without turning it into a soapbox performance. We don't need every presentation to whir off into some philosophical tangent far removed from commercial reality. Our audiences came for something useful, and we should give it to them. The key is proportion. Spend most of the presentation dealing with the practical subject at hand. Then, at carefully selected moments, pull the camera back. Show the audience the wider landscape. This is where a speaker can ask what the current issue means for the industry in five years, how developments overseas may affect the local market, or what an apparently small change tells us about a much larger transformation. Then return to the practical implications. Do now: Identify one or two moments where you can deliberately shift from the immediate issue to the wider significance and then come back. How Can Presenting Improve an Executive's Own Thinking? Preparing to speak about the bigger picture forces executives to escape the everyday problems that normally dominate their working lives. Everyday business can bury us in the everyday, every day. Emails, meetings, budgets, personnel issues, customers, deadlines and targets consume our intellectual bandwidth. The podium gives us an excuse to rise ...
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