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WILDER PRESENTATIONS

Connect to Gain Support

Claudyne Wilderwww.wilderpresentations.com

claudyne@wilderpresentations.com617-524-7172

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Develop: contentDevelop: content Design: slides Deliver: unique style

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Presentation OverviewConnect to Gain Support

Objective: Provide tools to be an effective presenter 3 key messages:

• 1: Develop content for your audience, not yourself• 2: Design slides for your decision-makers• 3: Deliver an effective presentation by rehearsing

Theme: Plan how to connect to your audience Stories to tell: Executive preparation, coaching I want the audience to:

• Say…This time was well spent• Do…Call me for to find out more about my seminars, consulting• Feel…Excited to do the next presentation

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Do An Executive Summary

Connect to Gain SupportClaudyne’s Executive Summary

• Presentation Overview• Executive Summary• Format

Develop Your

Content

• Less slides • Only decision-making slidesDesign Your

Slides

• Real rehearsalDeliver With Confidence

Present Situation Behind on the timeline for Project V

Solutions Done Hires one person and offering overtime Talked to outside vendor about costs

Problems 2 people left department Costs for materials doubled, now over projected budget

Change Proposal Executive Summary

Next Steps Hire one more person: our task Senior executive to call and meet with vendor

Benefits • Manufacturing costs reduced• More sales• 2 new market segments

Decision Priorities

• Customers: focus groups said yes• Product ingredients: all organic• New vendors: reliable

Question and AnswerQuestion and AnswerExecutive SummaryExecutive Summary

Question Shall we reformulate the product?

Resellers Are Not Getting Higher IncentivesProblem to Benefits Executive Summary

Why Don’t receive information at the right time Don’t have time to check status of sales numbers Don’t know how close they are to a higher % incentive

Solution Send them a monthly spreadsheet with their information

Benefits for them… Higher incentives More motivated Purchase and sell more of our products

Everyone is more satisfied: They sell & we sell!

Change ProposalExecutive Summary

What’s not working with the present situationChange recommendedBenefits of changeNext steps to implementation

Vision In ActionExecutive Summary

Focus •Text

3 Goals •Text

Collaborations •Text

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List 1 – 2 Stories /Examples To Share

Tell A Story or Give An Example

Before Plot Point After

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List 2 – 3 Stories /Examples To Share

Choose A Format From Presentations in a Hurry CD

Use A Format

Sell an idea Recommend a strategy Convince people of a

problem

Next Steps

Recommendation

Summary

Examples

2nd Agenda Item

1st Agenda Item

Executive Summary

Convince People of a Problem

Name, Date

List Present Situation Here

• Text

• Text

• Text

• Text

Key Problems

Solutions

Support Needed

Benefits

Present Situation

Describe how we operate today to set the purpose of the presentation

Problem

Problem

Problem

Problem

Problem

Problems with the Present Situation

Problem

Title: Key Point of Chart

0

10

20

30

40

50

60

70

80

90

100

Year Year Year Year

Problem 1 Problem 2 Problem 3

Are There Any Other Problems Resulting From This Situation?

Areas Affected by the Situation

Text TextText

Text

Text

Text

Text

Text

Why Solve the Problem?

Advantages

TimeSalesAccuracyCustomer satisfactionProductivityCostMeeting business objectivesLess frustration

Who Benefits

CustomersWhich company functions

Ideas to Solve the Problems

• Advantage • Disadvantage

Idea 1

• Advantage• Disadvantage

Idea 2

• Advantage• Disadvantage

Idea 3

Recommendations to Begin

You gave ideas for solving the problem on slide 18. List here the first recommendation you suggest.

Requirements

CostsPeople neededTime requiredMeetings neededOrganizational buy-inCustomer time

Next Steps

Step Who Is Responsible

List a step here List who is responsible

List a step here List who is responsible

List a step here List who is responsible

Your Questions & Comments

Title: Repeat the Vision

What will be different after the recommendation?• Show a picture• Show new statistics• Blank out the screen and tell a story about how things will

be different

Develop: ContentDevelop: Content

5 minutes to create an executive summary3 minutes to share it with someone else

Save Time & Focus Your Message

Fill OutPresentation Overview

Do An Executive Summary

List 2 – 3 Stories /Examples To Share

Choose A Format From Presentations in a Hurry CD

Create Slides,Poster or Draft

Plan Your Connections

Develop: content

Design: slidesDesign: slides Deliver: unique style

Create Understandable Visuals

Words• Same word on a slide one time• No sentences

Titles • Put the key result in the title• Put the key number (s) from the graph

Readable• Type and size: Not all caps

Revenue($M)

Operating Income(% Revenue)

Company Is On Target

100

130

160

190

220

250

0

5

10

15

20

2005 2006 2007 20082005 2006 2007 2008

10%

14%17% 17%*

$150

$180 $186

$225

Company Is On Target

Operating Income(% Revenue)

10

17

14

0%

5%

10%

15%

20%

2002 2003 2004 2005E

17*

Revenue ($M)

150

186180

$100

$130

$160

$190

$220

$250

2002 2003 2004 2005E

225

2006: Wing Expansion

Corporate Barriers That Hamper Agility5

26%

13%

13%13%

12%

8%

7%

4%3%

1%

Overly centralized, slow, or complex decision-makingprocessPoor coordination and control of multiple initiatives inorganizationInconsistent communication of objectives, targetsBoundaries, real or imagined, that impede free flow ofinformation and ideas across the organizationUnclear accountabilityInsufficient employee skills, talentsRestrictive rules and processes related to operational,administrative activitiesManagers' lack of access to up-to-date performanceinformationIncompatible information systemsOther

* Macias-Lizaso, G, and Thiel, K. “Building A Nimble Organization: A McKinsey Global Survey.” The McKinsey Quarterly, Web exclusive, July 2006.

©2007 HT&S, LLC. All rights reserved.

Reduce Barriers That Hamper Agility

13%Inconsistent communication of objectives, targets

13%Boundaries, real or imagined, that impede free flow of information and ideas

Unclear accountability 12%

26%Overly centralized, complex decision-making processes

13%Poor coordination and control of multiple initiatives in organization

* Macias-Lizaso, G, and Thiel, K. “Building A Nimble Organization: A McKinsey Global Survey.” The McKinsey Quarterly, Web exclusive, July 2006.

0%

10%

20%

30%

40%

50%

60%

70%

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Liab

ility

as

Perc

ent o

f Ass

ets

Commercial banks held steady with jumbo CDs compensating for deposits lost elsewhere

Source: Flow of Funds Data, www.federalreserve.gov

Total Deposits Small Time & Savings Deposits Checkable Deposits Large Time Deposits

0%

10%

20%

30%

40%

50%

60%

70%

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Liab

ility

As

Perc

ent o

f Ass

ets

Commercial Banks Held SteadyCommercial Banks Held Steady Jumbo CDs Compensate For Deposits Lost ElsewhereJumbo CDs Compensate For Deposits Lost Elsewhere

Source: Flow of Funds Data, www.federalreserve.gov

Total deposit

Small time & savings deposits

Checkable deposits

Large time deposits

In better locations

30% Execution

47% Location - local retail environment, small business demand, overall site visibility, brand strength of local competition

23% Demographics - household income, household growth, population density

Source: Hal Hopson and Stephen Rymers, 2003

What is the best predictor of branch profitability?What is the best predictor of branch profitability?

Source: Hal Hopson and Stephen Rymers, 2003

30% Execution

47% LocationLocal retail environment, small business demand, overall site visibility, brand strength of local competition

23% DemographicsHousehold income, household growth, population density

• Management’s execution of the branch

• Household income• Household growth• Population density

• Local retail environment• Small business demand• Overall site visibility• Brand strength of local competition

Predicting Branch Behavior Predicting Branch Behavior

30% Execution

23% Demographics

47% Location

Source: Hal Hopson and Stephen Rymers, 2003

Ways You Can Practice Calming Your Nervousness Before & During A Talk

You have to breathe when you are talking in front of people Too many customer care issues You have to rehearse out loud at least one time. Try to rehearse at least two to three

times. While you are waiting to present, take some deep breaths Get some people to listen to you as you rehearse. They can give you useful

feedback. Be nice to yourself and encourage yourself as you speak

• Yes, you sound confident• Yes, you recuperated very well after that last question

When you tell stories, you relax and can use some emotion Stories engage the audience and they like to then go tell others the story you may

have told Don’t say these comments to yourself

• I don’t know what I am talking about• I know I sound nervous and my voice cracks

Breathe

Self-Talk

Practice

Tell Stories

Before: Practice slow inhales and exhales During: Take time to breathe and relax

Rehearse out loud Get people to listen

Before: Say positive comments to yourself During: Say encouraging comments

Relax and calm you Engage the audience

Calm Yourself When Presenting

Diversity Scorecard Project

USC

Math Placement Results: 100 Students

105 112 115 125Calculus

265AfricanAmericans 38 17638 1

Whites 1526 1121 27

923 23Asians 15 30

33Latinos 40 37 17

18

38

20

53

TransferableRemedial

82

80

47

62

Diversity Scorecard Project

USCDiversity Scorecard Project

USC

>3.5 3.0-3.49 2.5-2.99 <2.49

GPA Distribution for Graduating Seniors

Whites

Latinos

Asians

AfricanAmericans

23%40% 14%23%

9% 34% 26%32%

25%38% 15%22%

22% 38%33%8%

Diversity Scorecard Project

USCDiversity Scorecard Project

USC

>3.5 3.0-3.49 2.5-2.99 <2.49

GPA Distribution for Graduating Seniors

Whites 40%23%

Latinos 9% 34%

Asians 38%22%

AfricanAmericans 22%8%

=37%=37%

=58%=58%

=40%=40%

=71%=71%

Growth In Services

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

2003 2004 2005 2006 2007

Growth in Services

36.0%

30.0%

18.9%18.0%17.6%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

2003 2004 2005 2006 2007

Service Growth Due To New Customer

0.0%2003 2004 2005 2006 2007

New customer in 2006 increased service requests in 2007

36.0%

30.0%

18.9%18.0%17.6%

Valve Gates

Plunger-type valve pin closes the gate with a diametrical seal

Why?Plunger gates don’t require force to shut-off the gatemake a consistent ejector-pin type vestige

Why?Pneumatics can’t force the pin into the gate preventing damage to the gate

Agenda (cont.)

Pre-workQuestionnaire

Looking at personal results

Intro to Kolb

Learning Styles

Practical application in HMI LS

groups

Presentation of data of several

studiesApplication of Kolb LS on curriculum

development

Synthesis

How can this be applied to our teaching

designs

What?

If?

Part 1

Part 2

Part 4

Part 3

Part 4

Part 3

Part 1

Part 2

Agenda

Lookingat personal

results

Practical applicationin HMI LS

groups

Presentationof data

of several studies

Applicationof Kolb LS

on curriculum development

Synthesis

Pre-workquestionnaire

Application our teaching

designs

Introto Kolblearningstyles

©2007 HT&S, LLC. All rights reserved.

MSL

Str

ateg

ic D

iffer

entia

tion Ultimately, MSLs Can Create More

Value by Seeing Broader Landscapes

…and understanding how they are perceived as well

MSLs Create More Value…

©2007 HT&S, LLC. All rights reserved.

South America – Conserving A Continent

TNC: In Partnerships To ProtectPut your name and date here

CREDIT

Protected…46.8 million hectares8,000 kilometers of rivers worldwide100 marine conservation projects

© Sergio Pucci / TNC; © Chris Helzer / TNC; © Nancy Sefton

CAFI (Brazil)

Importance

• Biological and cultural diversity• World’s largest rain forest• > 1/5th in indigenous lands

60

CAFI (Brazil): Stewards of The Forest

• COIAB: > 90 member groups• Training environmental agents• Management plans

• 3 classes graduated• 60 agents trained• Millions of hectares mapped

and covered by management plans

Work Results

Save Time & Focus Your Message

Fill OutPresentation Overview

Do An Executive Summary

List 2 – 3 Stories /Examples To Share

Choose A Format From Presentations in a Hurry CD

Create Slides,Poster or Draft

Plan Your Connections

Develop: content Design: slides

Deliver: unique styleDeliver: unique style

Jackets Portray Authority

(John T. Malloy, New Women’s Dress for Success)

Practice Pro-Active Success

Practice out loud Put yourself in a good mood Practice using technology Get there early

“Tell me something I don’t know!!!”

“Free” Delivery Skills HandoutJust Email Claudyne

Seminars• Winning Presentations Seminar• Creating PowerPoint Presentations That Get Your Point Across

Individual Presentation Coaching Speech: The Tango of Presenting

Claudyne Wilder of www.wilderpresentations.comclaudyne@wilderpresentations.com

617-524-7172