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1、There are three steps to mak ing an IBM prese ntati on:? (1) plan it Plan It offers advice on organizing your message, sharpening your focus on what you want to say, and arranging it in a manner that audie nces can follow. (2) prepare it Prepare It is a resource for con struct ing graphic support ma

2、terials in Freela nee Graphics (PowerPo int is also supported). You will find in structi ons on how to in clude eleme nts such as text, charts and graphs in a style that will be consistent to all our audiences - an IBM look, in much the same way that our advertis ing and market ing materials have a

3、dist inct appeara nee. (3) present it Prese nt It offers tips on how to deliver what youve prepared effectively to an audie nee. Prese ntati ons are not about show ing a series of slides; they are about you, com muni cati ng a message, with visual eleme nts in a support ing role. Where to begi n Her

4、es what you do first: Stop. Take some time. As Thomas Wats on Sr. used to advise, famously: Think. You are about to mount an argume nt. What do you n eed? Dont succumb to the temptati on of collecti ng every appare ntly releva nt item into a jumble and then trying to reshuffle them into a cohere nt

5、order. (Jim has a nice chart on this, and Lisa has some good market data, Ill get those.) Thats the flawed tech nique behi nd many of the more overblow n, leade n prese ntati ons youve ever dozed through. Thats worki ng backwards. In stead, start with nothin g. and work forward. In her book Secrets

6、of Power Prese ntati ons , Micki Holliday suggests an sweri ng the following questions as a first start to orga nizing your prese ntati on: ? What does the audienee need to know? ? What does the audienee want to know? ? What are the possible ben efits of a successful meeti ng for this audie nee? (Wh

7、ats in it for me?) ? What questi ons might the audie nee have? Ask yourself this: What is my point? Every prese ntati on is an attempt to com muni cate someth in g. It may be a complex topic, with lots of support ing data, but fun dame ntally there will always be someth ing simple you want to say. I

8、t might be IBM un dersta nds your bus in ess, or This tech no logy is the best for our requirements or We need more time to do this job right. Figure out what youre trying to communicate, in its simplest,clearest, most concise form. Write it down, in one sentence. Does it makesense? Does it really c

9、ut to the heart of what you need to convey? If not, rewrite it. If you only could deliver this one sentence to your audience, with no charts or any supporting information, would this be the one youd choose? Composing this basic sentence might take two minutes, or it might take an hour. It doesnt rea

10、lly matter which. Just get it right. Without a clear point of view, you are navigating without direction. Get it wrong, and youll struggle the rest of the way. Get it right, and the pieces will begin falling naturally into place behind it. Build your case OK, youre clear about the point you need to

11、convey. But its safe to assume that your audience is not prepared to accept your messageon faith. After all, if everyone in the room already knew what you wanted to tell them, and agreed with it, there would be no point whatever to your standing up and talking. The purpose of your talk is to move yo

12、ur audience to your point of view. So you will have to build your case. You need to organize your argument. Makea rough flow chart of the information you are going to present. Just sketch it out on paper - this isnt going to be a chart youll show, and youll probably have to revise it a few times any

13、way. The organizing principle behind this is a pyramid: each statement you makewill have one, or more likely several, supporting pieces of information under it. As you build your presentation in this outline form, a pyramid will form, with your basic statement at the top and everything else arrayed

14、beneath it. Dont worry yet about the order in which youll actually present each item. Just get them all down on paper to look at. The Pyramid Principle book listed in our recommended reading list is devoted to this method of organization, and its a useful resource. But the basic idea is really commo

15、n sense, merely a way of laying out your information so you can arrange and, later on, present it logically. Lets take a look at a hypothetical presentation and how you might organize its various elements, using this technique. From the top down Lets assume your basic point is: IBMs solution is your

16、 best option, because its combination of products and services is integrated and flexible, and because we understand your business challenges. Now, put yourself in your audiences position. They want to know why they should believe this. They expect proof. You have, lets assume, four reasons. First,

17、IBM products work together. Second, IBM offers the flexibility of open systems. Third, IBM services tie everything together. Fourth, IBM has experience in the customers industry. This is the heart and framework of your pitch. Lay it out graphically. IBM prsdufii together IBMds 售創(chuàng)uficH i鼻 yeur bBt op

18、tion, 七官q口li傘e i+s u口inbin命口n of pivducts and services iw iriteg1-cited 3rd andy wndersnd ycur business ;*dlenges. I6M effie咔卄w flexibility of open sys+erns ISd services ie everything sgcthsr expe-r - ence in your iindus+* You now see that youre going to ope n by stati ng your main point, and youre

19、going to proceed through your presentationby offering facts and data in these four areas. Dont worry yet about which will come first. Take each of your support ing argume nts and do the same aga in. Build ano ther pyramid un der each of the four. Un der products work together you might have informat

20、ion about each of the elements in the solution: servers, middleware, storage. You might want to talk about inter-divisional efforts in IBM to in tegrate tech no logies acrossour product lin es. It would look someth ing like this: Yf Fallen Pyramids Somepeople find it helpful to use a pyramid on its

21、side, with the topic in the left-most box, and buildi ng the pyramid out to the right, i nstead of below it. If you use this method, youll notice that theFor this example, we dont n eed to bother creati ng all the pyramids that build downward, but you will want to do this for your en tire prese ntat

22、i on. Orga nize all the information that you might want to include. You will then have a pyramid that encompasses everyth ing you n eed to conv ey. pyramid more closely resembles a classic outl ine structure.Un like an outl ine, however, the relative equality of the boxes make it mucheasier to restr

23、ucture and re-order your prese ntati on and establish new relati on shipsto item without altering the entire organization,as often occurs whe n creati ng an outl ine. Now, play with it. Look at the big picture. See whats most important. Take out things that, while you might thi nk theyre importa nt,

24、 just wont res on ate with or be un derstood by your audie nee. Move things around. Add or delete, but keep the organizing structure in tact. Onceyou have a pyramid that seemsto represent your theme and the various points you n eed to get across, youre ready to start creati ng the materials you will

25、 actually show people: bullet poin ts, charts, graphs. In stead of orga nizing on-the-fly, youve orga ni zed first. Con gratulati ons: you now have a clear picture - literally - of what in formatio n is releva nt to your prese ntatio n, what points it supports, and where it should go. Unfortunately,

26、 many people dont bother to begi n with this formal, structured approach. Although you have nt eve n created your first slide, the most critical (and ofte n botched) work in creati ng your prese ntati on is complete. If this all seems too plodding, too restrictive and structured, dont worry: it isnt

27、. By the time you have a presentation ready to show, the underlying organization will fade from view, leaving behind merely a framework that helps your audienee focus more easily on your message, and enhances your own mastery of the material, since you understand thoroughly how it all fits together.

28、 Now, lets take your graphical, pyramid outli ne and prepare a prese ntati on. Where to begi n Visual eleme nts such as graphs, charts, and text can enhance your ability to com muni cate, help ing your audie nee follow your message and quickly un dersta nd various types of in formati on. Used though

29、tfully, they can be valuable tools. Used in discrimi nately, or con structed poorly, however, they can actually detract from your message. They can clutter your prese ntati on and con fuse your audie nee. This template will facilitate the preparati on of your prese ntati on and will help to con ti n

30、ue establishi ng you as one of the best expressi ons of the IBM brand. It reflects IBMs corporate desig n style, which also in flue nces our advertis ing and marketi ng materials. It is straightforward, clea n, and simple. Its flexible eno ugh to accommodate a variety of uses. Some may use it with l

31、ittle or no graphic eleme nts, while others might n eed to con vey far more complicated data. Its simple to use. Although com muni cati ons specialists and graphic desig ners have worked to create this template, anyone in IBM should be able to use it without any special skills or software bey ond wh

32、at is already available. Dont automatically assume you need to use presentation software to make your presentation! Some of the most effective sales jobs are done just by speaking directly, sincerely and informatively about the subject, without hiding behind charts. In Say It With Presentations, not

33、ed presentation designer Gene Zelazny gives three basic types of media you should consider if you need visuals to help convey your message: Lap visuals, so called because each memberof the audience receives his or her own copy of the materials at the start of the meeting, if not before. Best for sma

34、ll groups, their use can open up discussion and help everyone participate as equal partners. The downside is that they may read ahead and start asking questions you would prefer to deal with later in the discussion. And you can also miss opportunities for eye contact if everyone is looking down read

35、ing. Easels or white boards. Great for increasing interactivity among 15 or fewer people, since youre recording the audiences ideas as they comeup. Downsides: Avoid spending all your time with your back to the audience; perhaps deputize a member of the meeting to help write down points so you can co

36、ncentrate on their comments and reactions to you and each other. On-screen presentations. While less personable than the other two methods, this is by far the most polished and suitable for large audiences. Since this is also the medium with the greatest pitfalls, this is the type of presentation we

37、ll be working on in this section. Title screen By using a standard title chart and following the style consistently, we will add a professional touch not only to our individual presentations but collectively to all of IBMs face-to-face communications. The title slide is a straightforward element, an

38、d generally requires only that you include your name, IBM organization, and speaking topic in the places provided. However, the template allows for other elements that might be required, and its important to follow the guidelines if you will be using these. More text (if you must) The template also

39、provides a format for longer blocks of text. You should use blocks of text very sparingly. Yes, once in a while there might be a longer passage that is relevant, and valuable. For instance, you might have a quote from an analyst or customer that is particularly striking: UN Since w ovisourced our ST

40、 to /SM Global Seri/fces, our costs sre dont profits are up iVe beep promoted to the board of directors, my kids are getting grades at school, and th they have come to hear you com muni cate. Use visuals to support your message. Less is more. A graph that shows (for example) levels of customer spend

41、ing on certa in tech no logies can reveal at a gla nee trends in the market, but it rema ins your task to expla in that datas releva nee to your audie nee. A sin gle, well-c on structed graphic, supported by your thoughtful explanation,is more effective than a series of charts that the audienee must

42、 decipher. They are con stra ined by the Projected visuals have severe limits. resolution of a computer screen, which is far lower than the printed page. They are limited further by being projected onto a scree n that people must read from a distanee. For this reason, we want to keep visuals simple

43、and bold. More complex graphics are better suited for inclusion in printed materials. Lets take a look at the main eleme nts of the IBM Prese ntati on Template that you might n eed to in clude. More possibilities and variatio ns are available in the prese ntati on templates themselves. But un dersta

44、 nding which you n eed, and when, is the first step. Bullet-poi nt text Your audienee is ready to listen and to look, but they dont want to read long passages of text on a scree n. And you dont want them too, either readi ng takes their atte nti on away from what you are say ing. The most effective

45、way to use text is with short phrases that can be read at a gla nee. Prese nted this way, text can remi nd people of your key poin ts, or help them follow the progress of your prese ntati on. Heres an example of text poorly used: a ire刃 un iwipgua nans I9M eServers offer a 20 percentprioe-performanc

46、e adge over lhe compelition IBM eServers offers low vsr Sum HP Here aga in, you are giving your audie nee a limited, man ageable amount of informationat any one time. If you have benchmark data (in this example) that simply dema nds a graphic treatme nt, dont cram it onto this page uni ess its a ver

47、y simple graphic. Make ano ther page, devoted to that. Whenyouve finishedwith your information about price-performanee,return to your list and the second point. Your nextpage might list the key points about IBM servers advaneed managementsapabilities,followed by one with more detail on Linux and ope

48、 n sta ndards. If those other topics dont have as much support ing detail, you might simply show your first page about IBM servers aga in, perhaps with your n ext point highlighted: You would the n proceed to discuss the adva need man ageme nt features. Your audie nee has a clear and quick visual cu

49、e that youre moving on to the sec ond point, along with a rem in der that a third one will follow. Its perfectly okay to repeat pages in this manner. Repeat ing pages can help your audie nee follow the prese ntati on, without requiri ng a lot of their attention to do so. While its true that less is

50、more on any single page (and eve n for visuals in gen eral) so long as your pages are brief and direct, repeat ing pages in order to highlight the progress of your prese ntati on is an effective use of support ing visuals. In this in sta nee, more can be more. Just dont get carried away: you dont ne

51、ed a line on the screen to summarize every sin gle thi ng youre going to say. (If you are prepari ng a prin ted vers ion of your pitch to distribute to your audienee, you will probably include a page only once, and remove any highlighted and repeated pages.) Charts Im glad you brought it up.) but do

52、nt do it as part of a question-taking formula. Be direct. The beginning of any response to a question should be a short, simple sentence. If youre asked whether IBM plans to offer ThinkPads in different colors (to pick an unlikely inquiry) do not begin your answer by listing the many design awards o

53、ur all-black line has received. Just say No, and then expand on that if you feel its necessary. Answer and moveon. Its usually the Q you may not be able to solve them all and produce an armistice, but recog nize that the mood of the room and behaviors and maturity of the attendees isnt solely your f

54、ault. Devils advocates.For some reas on, some people like to play devils advocate, but dont want to tell you so. (People whogenuinely are trying to un dersta nd or move the conv ersati on along will gen erally say Just to play devils advocate. which is a differentmatter entirely.) They may even come

55、 across as slightly hostile or skeptical during the presentation, but later sidle up to you to let you know they actually agreed with you all along, they just wan ted to see what you had to say in resp on se. By flusteri ng the speaker - any speaker - they may have earned points with their boss or p

56、eers, if thats the kind of culture they work in. Hidde n age ndas. The pers on who in vited you to speak mayhave madee nemies in the past, and theyre sitting in the third row, arms folded. Recognize that criticism of you or your presentationmaybe as muchabout existing politics as about anything you

57、have to say, and admit to the limitation of your subject matter expertise; you dont have to knoweverything about everyth ing. (Youre probably not prepared to advocate a cha nge in the pare nt compa nys acco un ti ng procedures if youre just there to discuss their chip foundry n eeds.) Threats. Whate

58、ver youre proposing or advocating maybe seen as a threat by some one liste ning to you. Your soluti on may on the surface (or actually) result in their job or department being eliminated.Or perhaps merely the spheres of in flue nee and power will shift in the heave ns if your premise is taken to its

59、 logical conclusion. Thats why its good to think ahead of time, in the planning stages, about what the audienee n eeds to know and what they want to kno w. If you can determ ine aheadof time - or, at least, during the questioning - what threats your presentation may represent, you can address their

60、true concerns (the wan t-to-k no ws), ope ning up the possibility of accepta nee for the n eed-to-k no ws. To dow nl oad, click on the icons for your prese ntati on software un der the name, and select Save to disk to save it on your desktop. Once tsdownloaded, double-click on the file to decompress