State of mind is the intangible deciding factor in how presentations are delivered. It takes a certain level of hubris, but also a measure of humility, to strike a balance between confidently telling the audience what they need to hear or do and doing so in such a way that they might actually hear or do it. Truth be told, this part of presentation success has nothing to do with storytelling, facts, design or theatrics. This part is all about you, and most specifically, you on the inside.
There are two questions every presenter should ask themselves as they prepare internally to step on stage. The first: Why me?
At its root, Why me? is a question of responsibility. Every presenter needs to know exactly why they’re the standard bearer for the message. The answer should give you confidence: because you’re a top producer in the making; because you spent years in your field developing your expertise; because you have the most on the line; because it was your idea. Why me? answers should make you proud to step on stage, and build up your confidence that only you can get the job done.
So now you have that, “I’m the man! (or woman!)” kind of feeling. But not so fast. You also need to ask yourself: Why not me?
Why not me? puts us in our place. On one hand, it brings to mind the element of chance in opportunity: greatness is often no more than being the one who strives for the next level. This says a lot about us, but it also humbles us: it’s not that we’re geniuses, or born to be successful; it’s only that we continually strive. If we let off the gas for a moment, we’re like everyone else. We’re (gasp) average without the simple act of striving. The answer to Why not me? should always be ‘no reason at all’. This is possible for everyone. When we step on stage, we’re no better or worse than the next guy; we’re just the one putting it out there on the line. There’s no pride here; only sincere and honest effort.
Why not me? also forces us to acknowledge that the more we succeed, the more we have to lose. What could cause a situation or reality in which someone—a boss, a team, the audience—could decide not you? A lackluster presentation? Phoning it in on quarterly performance? Acting like you own the place, without working like you own the place? Absent humble striving, there are countless reasons why not you. When we rest on our laurels and let pride dictate our attitude and productivity, we become stagnant and dispensable. There is no birthright in business; only productivity and value.
If you honestly ruminate on these two essential questions, you should arrive at a place where confident humility is your state of mind. This is exactly where you want your head as you step on stage or into the boardroom.
Question: How do you balance confidence and humility in your day-to-day life?
