Download PDF How to Give a Great Speech (Insights From Great Business Minds)

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The intro sets the stage for the rest of the presentation and gives your audience a reason to care. Your conclusion determines what parts of your idea people will walk away with, and how they will feel about the presentation overall. A TED Talk is one of the few cases where it makes sense to memorize each and every word, because there is a strict time limit of 18 minutes. For a general business meeting, nail down the first two minutes and the last two minutes of your presentation, as well as the first and last lines of each slide you share.

How to Start a Speech: The Best (and Worst) Speech Openers

Susan Cain, the author of Quiet , is a self-described introvert who has battled a lifelong fear of public speaking. Accepting a TED Talk invitation was far outside of her comfort zone. Researchers agree that the best way to deliver the presentation of a lifetime is to practice under stress.

Remember, going over a presentation in your mind is not the same as delivering the presentation in front of a crowd. The more you practice doing so, the less chance you will crack under pressure. At first, your body may react the way it was built to: Your heart rate may increase and your palms may sweat.

The most valuable practice tool you have fits right in your pocket: your smartphone. Set your phone on a tripod or prop it up against a book, press record, deliver your talk, and then play it back. By watching your presentation, you will instantly catch distracting habits such as fidgeting, averting eye contact, or flipping your hair.

The King's Speech by Nick Morgan

Look for areas where you seem unsure of yourself or fumble your words. But what he did afterwards was even more critical.

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He asked the crowd for feedback and incorporated their suggestions in his next rehearsal. Chambers is a Silicon Valley legend and was considered an effective communicator during his 20 years at the company. Humility, he says, is an attribute that served him well. Everything about his presentations was meticulously rehearsed — body gestures, delivery, messages, interactions with other speakers on stage. He would spend hours upon hours practicing, recording his sessions, watching them back with his team, and asking them for feedback — and still does so today.

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  6. Steve Jobs made presentations look easy because he put in the time, and his keynotes eventually became his competitive weapon. An effective presentation can be your competitive weapon too. A great presentation can do so many things: launch careers, inspire employees, attract customers and investors and partners. Set aside hours of rehearsal time before your next critical presentation. It will pay off more than you can imagine.

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    In fact, many of the incentives we create can actually de-motivate our employees. If you create an incentive program that provides financial rewards for work that your employees already enjoy, expect the results to be negative.

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    Also important and well documented within the book is that internally motivated people succeed more often than externally motivated people; they last longer and do better work. There are great examples in the book from the world of commerce and non-profit work. For years I avoided this book, thinking it was out-of-date and held little insight into the modern world. I received it while I was in the middle of giving the same presentation in a series of marketing lectures over 5 days.

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    Boy, was I right. I broke my own rule and ended up working in the hotel room until past 2 in the morning revamping my presentation as much as I could, and getting up a 6 the next morning to practice the new version. For anyone who has to present any information before a group and has been using PowerPoint or Keynote as a crutch, grab a copy of this book. Freakonomics and SuperFreakonomics by Steven D. However, as I read them, I was constantly making notes on what our company was offering to prospects and even current clients in the way of incentives planned or otherwise , and whether they were having the intended results.

    I think the books are eye-opening in terms of forcing us to take a closer look at how our offerings affect our customers, vendors and employees. Friedman: This book had been given to me by a customer of mine and it sat on my shelf for over a year.

    It looked boring.