We blame small goals. Time after time we witness presenters who hop on stage with much energy and enthusiasm only to rapidly descend into a state of repetitive reiteration (yes, it’s that bad). You’ve seen it, too: the speaker states upfront what they’re going to say and then they say it.
Part of this is training: the age-old wisdom for public speaking is, “Tell them what you’re going to tell them, tell them, then tell them what you told them.” But we’re not talking about reinforcement; we’re talking about small goals. After all, it’s a fine line between repetitive and reinforcement. The key is setting high expectations for what you truly want to accomplish on stage.
Half the time, we think that getting people to agree with our logic or points is the bulk of the battle. It’s not: very few individuals are so contrarian that they’ll willfully object in the midst of a conversation or presentation. The real process is much different: we listen, mostly agree, and then we leave the room and never act on what the presenter wanted us to act on.
Failure to motivate action is the single greatest hurdle you’ll face as a presenter, and it’s not the same as proving your point. Here are three keys to making the most of your time in front of the audience:
Be bold: One of Babe Ruth’s most iconic moments was the time he prophesied a home run from the plate. It would have been terribly embarrassing if he’d failed, but isn’t failure embarrassing anyway, whether people had known his intent or not? Babe’s confidence in calling the shot stemmed from his internal expectations: he wanted more on the line, not less, because achievement meant more than safety. Shock your audience with your transparent ambitions for your presentation. You’ll be surprised at the head turning, and more surprised when they start leaning in to listen.
Tell them how to listen: When you’ve shocked their expectations and called the big shot, you need to reset the context of the conversation. If you tell a potential customer that, in fact, you’re not there for the single opportunity but for the whole kit and kaboodle, you need to circle back around and tell them what they need to hear to make that decision. When you deliver that information, you’ll create a sense of completeness that begs action.
Over-prepare your conclusion: The conclusion is unquestionably the worst part of every presentation. Most of the time, it goes like this: “Yada, yada, yada. Ok. Call me!” Usually, they don’t call. Instead, think of your conclusion as a miniature lead generation tool. Be direct and aggressive—ask, “How many of you haven’t heard what you need to hear to make a decision?” or something similar. Ferret out unspoken doubts before you leave the room; you’re more convincing in person, and if you force them to communicate objections their natural tendency for closure will incline them to reconcile with you, often by accepting your rebuttal.
Question: How do you shoot for the stars so you at least hit the moon with your presentations?
