• The Presentations Japan Series

  • 著者： Dr. Greg Story
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The Presentations Japan Series

著者： Dr. Greg Story
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  • 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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  • 382 Double Trouble Speakers In Tokyo

    382 Double Trouble Speakers In Tokyo
    2024/04/22
    What a double act they were. Two economists giving us some insights into where the markets are going and making sense of the world we face. Anytime you see an event where there is going to be some crystal ball gazing going on about where we are headed in the global economy, you want to be there. We are all more risk averse than greedy, and we want to cocoon ourselves from trouble by getting some early warning of what to expect. This was a Chamber of Commerce event, so I knew a lot of the attendees and did my best to exchange business cards with those I didn’t already know. In the process of doing so, I gained a very clear idea of who was in the room, what industry sectors they were in, and the relative size of their companies. Neither of the double act speakers did that. They migrated straight to the VIP table and sat there waiting to go on. They were there to present, and that was it in their minds. For speakers, that is a basic error. In many cases these days, the event hosts won’t share the details of who is attending. We should always get there early and try to meet as many of the members of the audience as we can. This does a couple of things. It connects us with complete strangers and creates a level of rapport with the listeners, which translates into support for us as the presenter. It also enables us to gauge who is in the room, how senior they are, how big their operation is and how long they have been in Japan. This is important, because we can adjust the level we set for the presentation to make sure we are not speaking down to anyone or over their heads. Our speakers didn’t bother to analyse their audience before they launched forth with their canned presentation. I say “canned” because it was obvious they had been travelling around APAC giving this same presentation to various audiences. The first speaker was comfortable as a public speaker and had given many talks in his role as an economist. He did a couple of things I found annoying, as someone in my role who instructs people on how to present. He was good in many ways, but certainly not perfect. One thing I don’t recommend is wandering around the stage as you talk. He did this and really, the movement had no relevance to the talk. There should be some theory behind the movement rather than just sashaying around the stage to show you are a seasoned speaker. There are three distances we can use. If we want to make a macro point we can move to the back of the venue, away from the crowd. If we want to make a micro point, we can move very close to members of the audience and deliver our comments at a very close quarters. We shouldn’t stay in either position for too long and we should then move to a middle, more neutral position. When we move around, we create a distraction from our message. If we move, then we move with purpose and use those three distances, I noted, to our advantage. Otherwise, we anchor ourselves and use our neck to swivel around to make eye contact with members of the audience. As he was wandering around, he was looking in the general direction of his audience and successfully making no specific eye contact with anyone. That is a big opportunity lost to connect one on one with members of our audience. There was one more problem with his talk. The flair of public speaking was on display but the content was rather “so what”. I keep up to date with the media and probably so did everyone else in that audience, so there were no “oh wow” moments. I felt cheated that I had wasted my time and money listening to someone who didn’t deliver any value to my investment in attending the talk. His colleague had the same wanderlust, although a little more restrained. He also was someone who did these types of talks on a regular basis, so he was plainly comfortable to be standing up in front of a crowd and talking. The problem became obvious almost immediately when he started putting up his slides. They were very difficult to understand. For whatever reason there were a lot of acronyms in use and abbreviations. This made parsing the content on screen extremely difficult. His method of explaining it all was also complicated to a simple punter like me. People I spoke to afterward said they were also struggling to follow where he was going. This was an unforced error on his part. He didn’t research his audience to understand at what level he needed to pitch the talk. It was way over the heads of this audience, but he probably still has no idea of that, because he wasn’t engaging his listeners. When you single people out for six seconds of eye contact and you work the room using this technique, you can see in their eyes if they are following you or not and you can adjust. He was blind to the take up of the talk, because he wasn’t using any eye contact. As a double act, they were duds, for different reasons and they hurt their personal and...
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    12 分
  • 381 Always Provide Value When Presenting In Japan

    381 Always Provide Value When Presenting In Japan
    2024/04/15

    Value is a difficult thing to pin down. In any audience, there is bound to be a wide range of interests, needs, and wants. How do we decipher that array into a presentation which meets all expectations? Well, we can’t. There are too many variables at play, so we have to work on hitting the target for the majority of those who have assembled to hear us speak. There is a designated theme for the talk, hosted by an organisation whose members have aligned around a central set of interests. That is a good starting point to ascertain which angle of approach will be the best and most effective. Within that broad spectrum, we have our own areas of expertise and interest, and we seek the nexus of those two forces to find the right theme for the talk.

    Having worked out which theme and approach will meet the needs of most of the audience, we need to look for our value bombs. What do we know which they don’t? What valuable experiences have we had, which they won’t have had? What dead ends and failed missions have we experienced, which they won’t have had as yet and will want to avoid? The process of elimination is at work here as we dissect our own knowledge bank and our host of experiences, as we draw on the resources we have available to us for assembling the talk.

    There is a balance between talking about ourselves and making it relevant to the audience. Some speakers get that line of demarcation confused and spend too much time on their own glorious career. They forget the audience is not like us and have different drivers of importance to them. Our examples, from our own hard wrought experiences, are certainly powerful and appealing to an audience. However, we have to move from the specifics about us to the broader frame of reference to how the audience can apply the lessons we have learnt.

    This is where the value transition takes place. We need to craft that transition carefully. This is what happened to me – the incident; this is what I learnt as a result – the insight; and here is what you can learn and apply for yourself – the application. This incident-insight-application formula is a very handy frame of reference to throw over the talk we are designing, to make sure we can draw out the value for the listeners.

    Because it happened to us, it is true. Now what we deduce from the experience can be debated, but usually when everyone shares the same context, the chances are high that similar conclusions will be reached. This lessens the chances of an audience disagreeing with our findings. The application has to be broad enough to capture the various situations of those in the audience. There is usually a range of industry sectors, ages, genders and experience sets we have to appeal to.

    A good way to cover off this variety is to think about what would be the top five possible applications of our insight for this audience. Probably we won’t get everyone perfectly included, but the chances are high we will get the majority catered for. Even if we use the rule of three and say here are the three best applications of this idea, that will usually be enough if we think that five is stretching things too much.

    When we line up the experience, insight and application, the audience can all see that we are providing value, even if it happens that we are not hitting that particular person’s bullseye. That effort to make the talk relevant for the listeners will be appreciated and it shows we really know what we are talking about.

    Pontificating is great fun, but audiences usually want the lessons on what not to do and what to do in that order. The risk averse nature of people requires that we outline where we failed as a warning lesson to others, that they should avoid doing what we did and save themselves a lot of money and trouble in the process. Everyone loves a good train wreck story, and I am sure we all have plenty of them to share.

    The design stage of any talk is critical and so let’s make sure we are thinking value provision from the very start, as an overall guiding light before do anything else. What value do we have to offer and work from there to align that with the likely members of the audience for our talk. Include some “don’t do this folks” lessons and everyone will be happy.
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    11 分
  • The EAR Formula For Presenting

    The EAR Formula For Presenting
    2024/04/08
    We love another acronym, not! It is a handy memory jogger though, so let’s persevere with yet another one. Whenever you are in a situation where you need to get collaboration, support, funding or agreement, then the EAR formula is a very effective tool for presenters. It is simplicity itself in terms of understanding the formula. The delivery though is the key and this will make all the difference. The Formula stands for E – Event, A – Action and R – Result. It is quite counterintuitive and therein lies a lot of its success. It is disarming and makes the presenter a small target for opposition to what they are recommending. Often, we have something we want and our first instinct is to just blurt it out. We have convinced ourselves that it is the best course of action, the most logical, high value approach and obviously the weight of all of these factors will automatically sway our listeners to adopt our recommendation. What is the reaction to all of this blurting though? Immediately the audience hears what we have to say, we are suddenly facing a crowd of card carrying sceptics. We shouldn’t be surprised but we usually are. What have we done? We have offered the flimsiest tissue of an idea to the listeners and expected them to extrapolate what they have heard to encompass the full weight of our argument. Of course we are intending to now launch into the detail of the idea, the rationale, the evidence etc. This makes sense. We are taught at business school to get the executive summary to the top of the report and then go into labyrinthine detail on why this idea makes a lot sense. When it is in document form, the audience do read the detail and do pay attention to the proof of our idea. Sadly, when we are live, they lose all senses and depart from the plan. They hear our raw unaided, unprotected, unabashed idea and they go into deafness. Their eyes are open but their mind has raced away to a distant place, where they are roiling through why this blurted idea makes little or no sense, or why it flies in the face of their experience or expectations, or a thousand other reasons why this simply won’t work. We have lost their attention. Instead we apply the EAR formula and we take them to a place in their mind’s eye. There must be a reason why we believe what we think and that must have come from a limited number of sources – what we heard, read or experienced. The Event piece is to reconstruct that moment when we had our epiphany, our realisation our breakthrough on this idea. We want to transport them to the spot too, so that they can reconstruct the roots of this idea. We don’t have unlimited time for this and we are telling a story, but it is a brief story. If we get tangled up in the intricacies of the story and are going on and on, then the listeners will become impatient and dissatisfied. If they are our bosses they will just tell us “to hurry up and get on with it”. The secret is to put in the season – a snowy day, a hot summers day, a fall day, a spring day. We can all imagine what that would look like, because it corresponds to our own experience and we can visualise it. We now locate the moment – a dark wood panelled boardroom, a meeting room at the headquarters, a Zoom call, on the factory or shop floor etc. Again we paint the picture of the scene. Not just a factory, but which factory, what type of factory, how did it look. People they know should be introduced into the story where possible. These actors may be known to them and this adds credibility to the story and the point. The bulk of the speaking time is given over to the telling of the background of how we got to this idea. An excellent outcome is upon hearing all of this background context, the listener is racing ahead of us and drawing their own conclusions on what needs to be done based on the evidence given. Given the same context, the chances are strong that they have reached the same conclusion we have, looking at the same evidence. After we tell the story we lower the boom and hit them with our call to action. This is A- Action we want them to take component. The big mistake a lot of people make at this point is to just keep adding a series of actions, rather than singling out one central action we want executed. We cannot distract them or nudge them away from considering one decision only. Take action or not. This part of the puzzle is about 5-10 seconds long. This forces us to be crystal clear on what is the one thing we want them to do. For example, “So based on the research, I recommend we begin a prototype and test our assumptions”. We cannot let that hang there alone. We need to back it up with one of the goodies that will come with it and we must settle on the most powerful “Result” we will enjoy if they take our advice. We do not keep adding benefits and dilute the core message. We go for the blockbuster...
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    13 分

あらすじ・解説

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
マネジメント 経済学
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