| What's the worst reaction you've ever gotten when | | | | Three Fripp Don'ts |
| you madean important presentation? Probably, it would | | | | 1. Don't try to memorize the whole presentation. |
| come insecond to the one I just heard about. A | | | | Memorizeyour opening, key points and conclusion. |
| woman--ironicallyshe was interviewing me for an | | | | Practice enoughso you can "forget it." This helps retain |
| article about "Knockout | | | | your spontaneity. |
| Presentations"--told me the story of her disaster. It | | | | 2. Never, never read your lines--not from a script and |
| wasearly in her career as a policy analyst. She was | | | | notfrom PowerPoint slides. Your audience will go to |
| just out ofschool, proud of her MBA and working in her | | | | sleep. |
| first real job. | | | | 3. Don't wave or hop. Don't let nervousness (or |
| When her supervisor praised a report she'd done, she | | | | enthusiasm)make you too animated--but don't freeze. |
| wasthrilled. She was less thrilled when her "reward" | | | | Don't distract fromyour own message with |
| turned outto be presenting the same report to their | | | | unnecessary movement. |
| executive team. | | | | Where to Start |
| She spent a tense week getting ready, making sure | | | | 1. What is the topic or subject you are reporting on? |
| sheknew exactly what to say. She spent hours writing | | | | Be clearwith yourself so you can be clear with your |
| out herpresentation and prepared every conceivable | | | | audience. |
| statistic toback up her points. It never occurred to her | | | | 2. Why is your topic important enough to be on the |
| however, thathow she presented was as important as | | | | busyagenda of senior level managers? |
| what shepresented. | | | | 3. What questions will your audience be asking? Can |
| When her turn came to deliver her report, things | | | | youanswer them early in your presentation? |
| quickly wentdownhill. Naturally, she was nervous. A lot | | | | Here's an Example |
| depended on thenext few minutes. She stumbled | | | | Present your conclusion: What is your central |
| through 200 slides, forgother lines, and got more and | | | | theme,objective, or the big idea of your report? How |
| more flustered. Boredexecutives weren't sure what | | | | can youintroduce it in one sentence? Suppose that |
| her point was and startedglancing at their watches, | | | | you've been incharge of a high-level, cross-functional |
| which made it even worse. | | | | team to studywhether there is a need for diversity |
| Desperate, she wanted to flee--and her audience | | | | training in yourcompany. You might start by saying, |
| probablydid too! When she concluded, they didn't ask a | | | | "Our committee hasspent three months studying |
| singlequestion. That would have extended the already | | | | diversity training programs andwhether one could |
| painfulevent. | | | | benefit our company. Our conclusion isthat diversity |
| Does any of this sound familiar to you? If not, great! | | | | training would be an exceptionally goodinvestment. We |
| And let'smake sure it never does. Especially if a lot | | | | would save money, increase employeeretention, and |
| depends on howwell you do. You probably know that | | | | improve company morale." |
| the higher up thecorporate ladder you go, the more | | | | Present your recommendations: "We recommend that |
| important yourcommunication skills become. And the | | | | thecompany initiate a pilot program, starting next |
| faster you developand hone your skills, the faster you'll | | | | quarter, usingthe ABC Training Company at an |
| advance your career. | | | | investment of $.... The ABC |
| Perhaps you're already speaking up in team meetings | | | | Company has successfully implemented this program |
| andgetting your ideas across effectively. If so, how do | | | | withone of our subsidiaries, as well as many Fortune |
| you feelabout facing a room full of senior | | | | 100companies. All 27 members of the cross-functional |
| management, or at least 5around a board room table, | | | | teamagreed with this conclusion. Our team was made |
| all staring at you? What isdifferent? Well, for one thing | | | | up of areal cross-section of the company--two Vice |
| the stakes are higher. Allbusiness communications are | | | | Presidents, the |
| important, but, with seniormanagement as your | | | | Facilities Secretary, eighteen associates, some with |
| audience, you are in the hot seat. | | | | PhDs,and six entry-level personnel. The group includes |
| They are going to accept or reject the | | | | bothlong-term employees and some new hires. And all |
| recommendations thatyou, your department, or your | | | | 27members of the team are willing to be part of the |
| team have worked so hard on. | | | | evaluationcommittee to study the results before a |
| Weeks, months, maybe even years of work depend | | | | decision is madeabout a complete company rollout." |
| on yourfew minutes. Who wouldn't be nervous? | | | | Describe what's in it for them; Address the needs of |
| Don't worry. You are human. This is a perfectly natural | | | | seniormanagement, as well as the company. Answer |
| wayto feel. Remember, they can't see how you feel, | | | | thequestions they will be asking, and show them how |
| only howyou look and act. You want them to focus on | | | | yourrecommendation can make them look good. For |
| and consideryour proposals, not your anxiety. And you'll | | | | example,senior management is usually charged with |
| look cool andcollected when you follow these | | | | increasingsales and reducing costs. What if this |
| Frippicisms for dealing withsenior management. | | | | program meanssaving money by lowering employee |
| Seven Fripp Do's | | | | turnover, yet has arelatively modest cost? |
| 1. Practice. A report to senior managers is not | | | | "Why is this a good idea, just when we are |
| aconversation; however, it must sound conversational. | | | | cuttingunnecessary spending? One of our company's |
| Onceyou have your notes, practice by speaking out | | | | keyinitiatives is to recruit and retain 20% more of the |
| loud to anassociate, or when you are driving to work, | | | | bestavailable talent than we did in the last fiscal year. If |
| or on thetreadmill. Make sure you are familiar with | | | | thistraining had been in place last year, not only would |
| what you intend tosay. It is not about being perfect. It is | | | | moralehave been higher, but our 23% minority |
| about beingpersonable. (Remember, rehearsal is the | | | | associates wouldhave rated their employee |
| work;performance is the relaxation.) | | | | satisfaction survey higher. As youremember, for the |
| 2. Open with your conclusions. Don't make your senior | | | | last three years our minority associatestraditionally rate |
| levelaudience wait to find out why you are there. | | | | their satisfaction 3% lower than the otherpopulation. |
| 3. Describe the benefits if your recommendation is | | | | This training could have helped increasesatisfaction and |
| adopted. | | | | retention. We would lower the cost ofrecruiting and |
| Make these benefits seem vivid and obtainable. | | | | training new associates. |
| 4. Describe the costs, but frame them in a positive | | | | "How does this investment compare to other |
| manner. | | | | investmentswe have already made? As a |
| If possible, show how not following your | | | | comparison, the initial cost ofthe pilot for all three |
| recommendationwill cost even more... | | | | offices is 2% of what we spend onmaintenance |
| 5. List your specific recommendations, and keep it on | | | | agreements for our copier machines in |
| target. | | | | ourheadquarters building." |
| Wandering generalities will lose their interest. You | | | | Conclusion:"On behalf of the 27-member committee, |
| mustfocus on the bottom line. Report on the deals, not | | | | thankyou for this opportunity. The friendships we have |
| thedetails. | | | | formed andour increased company knowledge is |
| 6. Look everyone in the eye when you talk. You will be | | | | invaluable to us all. |
| morepersuasive and believable. (You can't do this if | | | | The entire team is committed to this project. We are |
| you arereading!) | | | | askingfor your okay to start the pilot program." |
| 7. Be brief. The fewer words you can use to get | | | | You'll make a strong impression and increase your |
| yourmessage across, the better. Jerry Seinfeld says, "I | | | | chancesof acceptance when you can be short, clear, |
| spend anhour taking an eight-word sentence and | | | | and concise. |
| making it five." | | | | Be prepared and practiced. It's okay to be nervous, |
| That's because he knew it would be funnier. In your | | | | butnobody sees how you feel, just how you look and |
| case,shorter is more memorable and repeatable. | | | | act. |
