National Academy of Audit & Accounts

Presentation Skills & Personality Assessment

Vinay Sharma

17 August, 2015

Vinay Sharma

3 & 6 July, 2015

Types of presentations

1.1. Persuasive

2. Explanatory

3. Instructional

4. Oral report

Delivering apresentation

Introduction

Body

Summary

1. Determine objectives

• Why are you giving this presentation?

• Is it technical, theoretical or practical?

• Your knowledge level of the subject?

• When and where will it happen?

2. Audience analysis audit

• Their knowledge level of your topic?

• Their attitude towards your topic?

• Their vocabulary level?

• Their reasons for attending?

• Techniques for gaining their attention?

3. Prepare an outline

MAINIDEA

KeyThought 1

KeyThought-2 Key

Thought-3

KeyThought-4

Sub point

KeyThought-5

4. Select resource material

• Purpose of briefing?

• What to cover or eliminate?

• Amount of detail necessary?

5. Prepare an outline style

• Chronological

• Narrative

• Problem/solution

• Cause/effect

• Topical

Text on slides

Speech script

6. The script

• One concept per slide

• 5 X 5 or 6 X 6 rule

• Use key words and phrases

Converting the content

Delivering a presentation

Follow the 20:60:20 rule

• Introduction

• Body or thrust areas (3-5)

• Summary

How to end?

Don’t leave the speaker’s stand while saying the last few words.

After you have spoken the last word, pause for just a moment. Then leave with purpose and decision.

Hackneyed beginning/ending

• ‘Needs no introduction’

• ‘Grace this occasion’

• ‘Out of his busy day’

• ‘Friend, philosopher and guide’

• ‘Auspicious occasion’

• ‘To stand between you and the speaker any longer’

• ‘I am sorry for taking so much of your time’

• ‘With these words I end my presentation’

SFETS

Sweep room with eyes

Focus onone person

Talk in measured pace

Sweep andfocus

Maintain eye contact

Colour scheme

Style

Font

Bullets

Slide layout

Smart art

3 - D

Slide architecture

Extraversion : Orientation towards things outside yourself, deriving satisfaction from interacting with other people

High scores - "extroverts"

Low scores - "introverts

Extraversion

Introverts - tired out by socialization; value downtime; socially awkward

Extroverts - energized socialization; value stimulation; good at social interaction due to lots of experience

Extraversion

Conscientiousness

Conscientiousness: reflects how careful and orderly an individual is:

Generally hard working and reliable

To the extreme, "workaholics", perfectionists, and compulsive in their behaviour

Conscientiousness

Low Scores :

- Laid back

- Less goal-oriented

- Less driven by success

- More likely to engage in antisocial behaviour

Neuroticism

Neuroticism : tendency to experience negative emotions.

High scores - feelings of anxiety, anger, envy, guilt, and depressed mood

Respond more poorly to stressors

More likely to interpret ordinary situations as threatening, minor frustrations as hopelessly difficult

Neuroticism

Self-conscious and shy

Have trouble controlling urges and delaying gratification

Neuroticism is a risk factor for the "internalizing" mental disorders such as phobia, depression, panic disorder, and other anxiety disorders, all of which are traditionally called neuroses.

Agreeableness

Agreeableness : reflects how much you like and try to please others.

High scores – believe people are honest, decent, and trustworthy

Low scores - generally less concerned with others' well-being, having less empathy; less likely to go out of their way to help others

Agreeableness

Low scores - skepticism about other people's motives, suspicion and unfriendliness

Very low scores - manipulative in social relationships; more likely to compete than to cooperate

Openness

Openness reflects how much you seek out new experiences.

Assertiveness

• Communicate openly and honestly

• Relationships are genuine

• Self confidence and self respect

• Respect others’ feelings, opinions and values

• Stand up to one’s rights

Submissiveness

• Feel inferior

• Live a life on whims of others

• Low on self sufficiency

• Do not recognize own strengths

• Passive in most situations

Aggressiveness

• Dominate others

• Rude, put the other person down

• Force issues and gain control

• Violate rights of others

• Threatening gestures, speak loudly, show impatience

National Academy of Audit & Accounts

Day 2

Leadership Skills

Vinay Sharma

18 August, 2015

Leadership

“Leadership is the capacity to frame plans which will succeed and the faculty to persuade others to carry them out in the face of all difficulties ”

Lord Moran

Process of leadership

To be

To do

To see

To Tell

Universal inner structure Of Successful Leaders

SELFLESSNESS

COURAGETO DECIDE

WILL POWERTO PERSIST

INITIATIVE TO BE A SELFSTARTER

OF SELF

OF HANDLINGPEOPLE

OF THE JOB

KNOWLEDGE

CHARACTER

Selflessness

FAITH IN GOD

PURITY

INTEGRITY

LOYALTY

HONESTY

Functions of leadership

TASKNEEDS

INDIVIDUALNEEDS

GROUPNEEDS

Leadership Qualities?Leadership Qualities? InnovatesInnovates AdministratesAdministrates Inspires trustInspires trust Asks how and whenAsks how and when Asks what and whyAsks what and why FlexibleFlexible Challenges status quoChallenges status quo Does the right thingDoes the right thing Does things rightDoes things right Applies rulesApplies rules

Focuses on peopleFocuses on people Focuses on systems Focuses on systems

and structuresand structures Has a long range viewHas a long range view Listening skillsListening skills Has eyes on bottom Has eyes on bottom

lineline InitiatesInitiates Accepts status quoAccepts status quo Takes responsibilityTakes responsibility Has courageHas courage Defines aims andDefines aims and objectivesobjectives

Possible definitions of Leadership in an

Administrative Context

(Montgomery Van Wart)

1. Administrative leadership is the process of providing the results required by authorized processes in an efficient, effective, and legal manner.

2. Administrative leadership is the process of developing/supporting followers who provide the results.

3. Administrative leadership is the process of aligning the organization with its environment, especially the necessary macro-level changesnecessary, and realigning the culture as appropriate.

4. The key element to administrative leadership is its service focus.

5. Leadership is a composite of providing technical performance, internal direction to followers, external organizational direction—all with a public service orientation.

Agential Leadership

The public administrator acts as an agent or steward – a responsible constitutional officer “who acts for or in place of another (the Principal) by authority”. (Wamsley, 1990)

Agential Leadership

Guardianship of the Constitution

Primacy accorded to service

Distinguishes governance from management