#39: Błędy w prezentacjach- jak ich unikać

I usually say how to make a presentation and organize meetings. I also ask this to my guests. In the last episode, there was about recognizable mistakes. Today we will stay on the topic of mistakes, which are better to avoid, and why do you not want to wash your hands, because of your armor, but you will already survive the presentation state. The moments in which we can touch is a few. I try to group up logical blocks, but in the end, I will only fill this one, who does not do anything. And this is not a shame. It is a shame to know how to do it well and get stuck in this trouble. But it does not affect you. This is Magda Sienicka, I welcome you to the 39th episode of the presentation on the topic of mistakes. A podcast for all those who want to effectively sell their ideas and products and make presentations that they would like to watch. If these are the topics that interest you, subscribe to the podcast, and in the new episode I will simply meet your favorite application. Who listens to most of the episodes in this podcast knows that I am a fan of the structure of Yamnika, i.e. a presentation of a similar Yamnika, I have a clear beginning, middle and end. And so I also grouped the blocks and from what I wanted to start at the beginning. The first is the long, winding actions of Abraham's introduction. It is known that history is sold, so we talked about it, but we really want our listeners to know everything that we say, what, why, when, why, what was a year ago, what was two years ago, what was the color, what was the smell, what was the sound. Why is it bad? The listener is confused about what we actually want to tell him. And if you do not know what we are talking about, pay attention and turn off. And turn it on again. After that, it is very difficult to catch attention and put it on the listener. So how much does our listener have to know? So much so that he felt the emotions, he engaged himself so that he would care, and so that he would understand the cause of the outcome. If he needs to know more, he will ask. In particular, the common version of this mistake, especially in sales, is the story about us, about ourselves, about our company. How many people do we hire, how many departments do we have, where and who was our client. And of course, the story about when the user's father started to think to put the shovel in the ground and build this company. And this is difficult, because when you are engaged, you like your products and you want to sell them, it is difficult not to praise them. When you are the owner of the company, this is more difficult, because you talk about it as your own child. And the brutal truth is that the client is most interested in one thing - what can we give him? Life. Or not so much life, what? Business. The second button is actually the preparation of the whole meeting. And this is the lack of setting and convincing the purpose of the meeting and the effect we want to achieve. Because if we gather a group and these people do not know what they have come for and what they have to do with the information they get for the meeting, you will waste time three times - on preparation, on presentation and on waiting for something to happen. Because if they do not know what will not happen, nothing. I once worked with the head of the market analysis department and she defended our team and started any analysis before someone told us what he would do with it. And she asked - well, you want such an analysis, but what will you do with it? And when the man said - I want to see - he pointed the door. Let's move on to the middle of the presentation. And here we hold on for a while longer, because here is what we are talking about. Often the button is the universal presentation, the one that is always given. Why is it a button? Well, you know, if something is for everything, this presentation can be even correct. It can be even nice. Then the recycling will be even more, because when it's nice and the boss praised it, the client laughed, it's a pity to make a new one. Well, you have to go through it. Only that this universal presentation is a bit like a set of cosmetics for a star. And here absolutely without hesitation, I have nothing against such a set. Because, if you think about it, a gel under the shower with deodorant in a box with a window. Everyone washes, everyone will be happy. And OK, but is it happy, it means the same or delighted? Not necessarily. Will he feel understood or will he feel that we know what he is doing, whether he will feel offended? Well, no, such a set of cosmetics with a gel under the shower is not a presentation that you think about for a long time after unpacking. Because a good presentation is such a presentation that will do something to the listener. I will tell him that I feel his situation, I will tell him what he is going to do, I will tell him to work. But if someone does not talk to me and does not talk about me, then why would I actually know what to do? And in this mistake, all these gray lines are sitting in the middle of the presentation, i.e. all templates, patterns and all the slides that we are looking at once a month or once a quarter. And I understand that unification, that standardization, that easy comparison, month after month, I know it all. But the leaves are created in such a way that a little of this and a little of that, yet such a view, yet such and they are fulfilled by the fulfillers, but not interpreted, but thrown away, it is very difficult to find the flow, it is very difficult to find the cause of the result, especially for someone new and especially for someone who only enters the flow. And it is known that, well, ok, facts tell, but they sell stories. So such an all-encompassing presentation, such a collection of various data, as annex, as a prelude to recognition, as materials for decision-making, for re-analysis, yes, it is necessary. To sell a vision, to sell anything, no, it may be difficult. We will treat the third hand as a court, and we will throw into it all that massacres the eyes and ears of our recipients. So there will be a wall of text, a single thread, a large, small hook, so that the client fell into the whole text and stopped at all to notice everything that is next to it. These are bullet points, 20 points, written in the best, full sentences. These are the slides filled along the shore, not one white sheet, three lines, some photo, some clipart, well, and logo, definitely logo, logo must be. All the forms of words, here you will always see everything, all the makarons, beautiful, dedicated destinations, and all the vines and banals that are supposed to sell, i.e. high quality, exclusive solutions, high-quality, well-qualified, remaining to your display of the shot. I was tired of saying this, listening, I would be tired even more. And more animation, that's what I mentioned in the animations and all the jumping vines. For this, I have only one word - death. The author of my book says that elegance is when nothing can be added, but nothing can be removed. And please, make such a presentation. There are a lot of arguments. If there are fewer elements, it is easier to focus attention. If there are fewer texts, focus attention on yourself. And you are the most important. And the presentation is only about you. And the best in general is to listen as if you were talking to a friend, or a friend, or with your mother. Of course, with your mother, the best. So normally, as a person to a person, without all these pompous words, your presentation must look elegantly, to be human. Third, he said that simple words are the key to every good presentation. There is even a sign of difficulty in the text. And he is in the States, he describes how many classes you have to finish to understand the given text. And for example, Steve Jobs' presentation, or Bill Gates, was only understood for the middle of 12-13 years. So you don't have to end Harvard to understand Steve Jobs' presentation. And if you don't understand Steve Jobs' intelligentsia, nobody will ever throw it away. So it has to be as much as it needs to be. The pinch of salt is the pinch of salt. If it is salty, you can't eat it. But if it is not salty at all, it is also a very bad smell. The fourth point is the silence at the practice. And here we also need a balance, a pinch, and not from the edge. Both from the edge will be a disaster, because who doesn't know such a situation? We practice the presentation quietly in the head just before the meeting. And this is the way we don't practice at all. And if we don't practice, then it won't be good. We don't worry about time, because we don't know how much we need it. The word "in the head quietly" is always much faster than the word "on the voice". We don't hear how we sound, whether these sentences sound normally, or if they sound like a human to a human being. And we don't know if we feel good with these words. I won't talk about it here, because there is such an episode about the practice. You can just go back to it. The other side is also bad. When we learn to remember the presentation, we put everything into the blank as invocations and we recite. And this will be artificial. And this will be visible, because we won't be like a human being, like a cataract. And if someone says, "Go back to this slide and say something else", then it will all fall apart and come out. So we practice as much as we need. And when we are at this time, the catch that happens even in the best way, is actually refining not refining over time. One of the reasons for refining the whole given time for our presentation. So we have 30 minutes, so 2 minutes on the slide, so 15 slides, so maybe 20 will fit in. Let's go. And when there is a question, it is marked. And when there is no time for questions, it is a risk that there will be doubts. And when there are doubts, people will not do what you ask them to do. But okay, what if you leave time? But it's too little, because someone asked questions during the discussion, the discussion is too long, the time is running out, what then? The worst thing you can do is turn around and start talking as fast as the reader, reading the end of the ad about drugs. If you have the advantage, you will know whether to consult the doctor or not. Bad idea. You have two options. You make a decision to sum up and you say the most important things, call to action. Or the second option. You say that you are on time and you choose the answer for the listener. And you say, I see that there was a very interesting discussion. We are a bit on time, but if you have the desire to discuss, we can stay a moment, I'll take it 10 minutes longer. Or we can move on to summarizing. And let them get tired. Simple. And if there was a summary, it means that we have reached the end of the episode, that is, the meeting is over. There was call to action, and there is no action. The light in which you often fall into is an insufficient action after the meeting. So, for example, you were supposed to send the materials, but they came later. But they didn't come. You had the topics in the box, and the topics were lost. Always remember what you had to do after the meeting. Because you don't have such an action, you break her visual of a reliable person. And the next time you say, okay, let's put this topic in the box, someone will recognize that you don't want to get into this topic at all, you just melt it in a bad way, like last time, so as not to answer. At the same time, you can hide, drag and break time. And that would be that's all from the list of tips. That's all, or as much as that. I wonder if you happen to touch any of them. I admit that they happen to me, but I work on it very much. Meanwhile, thank you for listening and I invite you to the next episodes. See you soon! (upbeat music)