Page 39 - The New Articulate Executive_ Look, Act and Sound Like a Leader
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30         CREATING THE PERFECT PRESENTATION

           duced a conversational style, got to the point fast, ended strongly,
           and more. Then top management sent them all back out into the
           fi eld.
              Eighteen months later, the market share was almost exactly
           reversed. I do not claim credit for that reversal—though I would like
           to. The company made a good product. They were able to keep
           quality while cutting costs, and management made the right moves
           at the right times. But it did not hurt that roughly three dozen senior
           engineers who spearheaded the sales and customer service teams
           were now a lot smarter and a lot more effective in how they pre-
           sented themselves, their products and services, their company, their
           profession, and even their industry.
              I believe our success in that instance was due, in part, to the fact
           that we tried to make the presentations easy to understand and remem-
           ber. Our aim, as always, was simplicity, economy, impact, and focus.




                      CAN YOU TRANSLATE?

           Regardless of whether your presentation is elegant and streamlined
           or fat and burdened with unnecessary numbers and statistics, your

           first responsibility to your audience is to serve as a translator. This is
           the added value that any good presenter brings to the party. Transla-
           tion is also the engine that propels the rocket (which we will talk
           more about later) and then drives it all the way to its target.
              The translator demystifies the esoteric to the lay audience. For

           example, a speaker explaining the complexities of a merger and
           acquisitions deal to an audience of, say, civil engineers, would do
           well to couch everything in simple concepts and plain language. The
           translator should carefully highlight every step, explain why, assume
           nothing, and monitor progress by constantly asking the question,
           “Would I be getting this if I were there listening to me?”
              Or rather than make a conventional presentation to senior man-
           agement, an assistant vice president might choose to go the next
           logical step and take a particular point of view. This would boost
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