eldh's presentation guide

7/29/2019 Eldh's Presentation Guide

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Delivering Dynamic Briefings andPresentations

Confidently and competently delivering briefings and presentationsis an important life skill. This workshop will take you through theprocess of planning for, practicing, and delivering high-qualitybriefings to all levels of audiences.

Workshop Objectives

Specific course objectives include the following:

Distinguish between information and decision briefings andpersuasive presentations.

Confidently manage the Q&A, including challenging or hostilequestions.

Adopt best practices for using visual aids and PowerPoint.

Use positive or neutral body language.

Troubleshoot potential issues that may crop up before orduring a briefing.

Apply helpful techniques when doing team presentations.

Inspirational Words

"My father gave me these hints on speechmaking: be sincere, bebrief, and be seated."

--James Roosevelt, son of Franklin Delano Roosevelt

1Eldh & Associates (www.getexcellenttraining.com)


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The Six Steps for Completing a Briefing

These are the six primary steps involved in completing a briefing.Note that some of these may occur simultaneously, though we arebreaking them into these steps for learning purposes.

1. Determine the audience and do an audience analysis.2. Be clear on the goal or goals for the briefing.3. Be aware of logistics.4. Develop the briefing.5. Practice the briefing.6. Deliver the briefing and handle the Q&A (questions and

answers).

The Six Steps Expanded

Step 1: Determine the Audience and Do anAudience Analysis

Having clarity on the audience is vital to ensuring that youdevelop a briefing that is on target and has appropriate scope.

Scope is the level of detail that is needed for the intendedaudience.

Here are some important questions to consider when analyzingthe audience: Who comprises the audience?

How much professional knowledge of the subject do theyhave?

What are their personal preferences, especially with regardto presentations? Is PowerPoint (PPT) preferred? What is thedesired length, pace, or level of detail?

What is the anticipated reaction?

Are there any topics that need to be addressed, avoided, orhandled with care?



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Are there any special needs that need to be considered? Is a question-and-answer period needed or desired?

Step 2: Be Clear on the Goal or Goals for the

BriefingThe biggest threat to a successful briefing is a lack of clarityabout the intent. When you are assigned a briefing, be sure toget answers to several vital questions before developing yourbriefing. Among these questions are the following:

What is the goal for the briefing? Is it strictly informationaland objective? Or does the audience want recommendationsand/or conclusions?

Is there one area (or more) that needs to be emphasized?

You are likely to get information for Steps 1 and 2simultaneously because both of these pieces of informationare critical for defining the scope of and organizing yourbriefing.

Two Types of Briefing: Information and Decision

Information Briefings

The intent for the information briefing is simply toinform the audience; it is not intended to elicit adecision, to make recommendations, or to drawconclusions. Some examples of topics that might workwell in this format are as follows:

High priority or crisis issues

Funding projections Complex information on plans, data, systems, or

statistics Explanations of economic theories



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Decision Briefings

The decision briefing is intended to obtain an answer or adecision or to offer suggestions, recommendations, orconclusions. While the exact outcomes may vary, this type of

briefing tends to be action oriented.

Some examples of topics that might work well in thisformat are as follows:

Requests for funding

Requests for approval for programs, actions, or next steps Results, conclusions and/or recommendations from studies

or research



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Step 3: Be Aware of Logistics

In addition to knowing your audience, preparing the content,and practicing your delivery, you will want to know what toexpect in terms of logistics. Among the information you might

want to know in advance is the following:

Where will you deliver the briefing?

What is the room size and setup?

What equipment will you have access to and/or need tobring?

Will you need a microphone? If so, who will provide it andwhat kind will it be?

Do you want and will you have access to a lectern?

Are there any potential distractions or concerns? How will you handle an equipment failure?

What are some other logistics questions or concerns? Pleaselist these below.



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Step 4: Develop the Briefing

As you begin developing the briefing, please keep in mind a fewimportant points:

Forcing yourself to capture your message in 10 words or lesswill allow you to gain clarity on the topic.

Starting with an outline will allow you to develop the contentquickly and easily.

Drilling deeper is almost always better than giving a cookiesheet briefing.

Erring on the side of giving a briefing that is too short is almostalways preferred over giving one that is too long.

Using a murder board for important briefings can be aneffective way to find the gaps or issues in your briefing.

If using PPT, it is a good idea to ensure your slides are simple,clean, and limited to just what you must include.

As you develop your briefing, you will need to create an outline,develop your content, and create PPT, if desired. The followingpages provide some tips on PPT and offer suggested formats forboth information and decision briefings.



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Developing the PPT and Visual Aids

If the audience wants PPT or if your topic would benefit from PPTbecause it needs illustrations to represent thoughts (numbers,money, pie charts, diagrams, and so on), these tips will help you

develop a high-quality deck:

Always have a Plan B in case of a technology failure. Beprepared to give handouts of the slides or to use a flipchart towrite major points.

Follow the 7X7 Rule, which states that you should strive forfewer than seven lines of text with no more than seven wordsper line per slide, though the preferred maximum is closer to5X5.

Ensure your bullet points are in parallel format, meaning thateach one has the same grammatical structure andappearance. For example, if the first bullet begins with acapital letter and is a verb in the present tense, then eachsubsequent bullet should also be a capitalized verb in thepresent tense.

Do not read from the slide. Glance at itget your bearings

and speak as spontaneously as possible. Use the slides in thesame manner as you would notes on 3X5 cards.

Avoid using all capital letters, except for titles or headlines.

Simplify large figures: for example, 1.5 million versus1,500,305.

Use color and font styles that are appropriate to the intended

audience. Light backgrounds with dark fonts tend to be theeasiest to see.

Limit the amount of information in your visual by condensing(using short phrases or key words only), subdividing (limiting



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each visual to one idea), and using progressive disclosure(building complex ideas gradually, one step at a time). Put keythoughts on the visual that you can then elaborate on.

Where possible and appropriate, use photographs, graphs,

charts, and other visuals, but ensure these are simple andbold. Too much detail can be difficult to read.



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Suggested Format for an Information Briefing

1. Introduction: Greet audience, introduce self, give purpose andscope of your briefing, highlight key points, and give a

preview.

"Good morning, I am (name). I am (role). I will be presentinginformation on (X). I have a few key points I would like to startwith (Items 1, 2, and 3). I will take approximately (X) minutesto expand on this. I will take questions at the end, but pleasestop me if you have questions during this briefing.

2. Body: Present main ideas in a logical sequence.

Here are some potential sequences:

Chronology of Events

Current Status and Next Steps

Lessons Learned Questions and Answers or FAQs

Advantages and Disadvantages

Most Important to Least Important

Roles and Responsibilities

3. Closing: Ask for questions. Briefly recap your main ideas and

make a concluding statement.



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Suggested Format for a Decision Briefing

1. Introduction: Greet audience, introduce self, give the purposeand scope of your briefing, quickly set out the issues orproblems, quickly give your recommendation (or conclusion),

and then do a brief preview.

"Good morning, I am (name). I am (role). I am seeking adecision (or your approval) on (X). What we are faced with is(brief description of problem). I/We are recommending thisapproach I will take approximately X minutes to expand onthis. I will take questions at the end, but please stop me if youhave questions during this briefing.

2. Body: Present main ideas in a logical sequence.

Often, a decision briefing calls for some or all of this content inthe body:

The problem definedRelevant facts/realities/assumptions that may influencethe decision (financial concerns, political concerns, and soon)Potential courses of action/solutions (if several exist)

Criteria for evaluating the courses of action/solutionsAdvantages and disadvantages of each solutionRecommendation and rationale for course ofaction/solution

3. Q & A: Take questions and give answers.

4. Closing: Briefly restate the recommendation and the requestfor approval (or, alternately, a decision about one of the

suggested recommendations).

NOTE: Depending upon the situation, the outcomes you areseeking may vary:

You may be recommending a single solution and asking forapproval.



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You may be offering several options and asking for theaudience to decide without any recommendation from you.

You may be sharing multiple courses of action, butrecommending one approach.



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Suggested Format for a Persuasive Presentation

1. Introduction:

The introduction can be a synopsis of the project and/or topic

or some type of hook. A hook is a creative or attention-grabbing method getting the audience interested in your topic.For example, What is the percent of your brain that youactively use when awake? Is it really just 10% as has beenclaimed for many years? Or is this a myth?

The introduction can also include apreview: how long you willtake, when you will take questions, as appropriate, and whichhandouts will be available.

2. Body:

The body of your presentation will vary depending upon thetype of information you are sharing. However, most persuasivepresentations include the following:

Facts Advantages

Testimony/Anecdotes

3. Summary: Summarize the main points.

4. Questions and Answers (if appropriate)

5. Conclusion: Use this step to bring your audience to action.



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Step 5: Practice the Briefing

At this stage in the process, you will be learning the content andrefining your delivery. Among the important delivery considerationsare managing any public speaking anxiety and ensuring appropriate

volume, projection, and nonverbal messaging.

Managing Speakers Anxiety

The following are tips for managing the anxiety that oftenaccompanies public speaking:

Convince yourself you are happy and excited. Use positive self-talk.

Breathe deeply. By breathing from the abdomen, your heartwill not have to work so hard to give your body oxygen.

Pretend you are not nervous.

Relieve muscle tension and get control of your nerves by doingthese exercises with your hands and toes: press your indexand middle fingertips against your thumbs for 30 seconds or

until it begins to hurt; using your toes, pretend to grasp thefloor.

Drink water or a warm drink such as tea. Keep a glass at handand do not be afraid to take a sip if it will give you a fewseconds to compose yourself and to moisten your mouth.

Smile.

Focus on your audience and the importance of the topic.

Put things in perspective.



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Managing Your Voice and Projection

You can improve the way you sound by concentrating on theseareas.

Increase Projection

To project means to send your voice across the roomnot toyell. You project by breathing from the diaphragm and byletting the air push your words out.

Vary Pace

A speech given very slowly or very quickly can be annoying

and frustrating to the audience. Try to pace your delivery byslowing down or even pausing when emphasizing an importantpoint. The human mind can absorb and understand about 1000words per minute, when most people speak at a rate of 125 to160 words per minute.

Vary Pitch and Inflection

While a deeper voice can convey authority and credibility, the

best pitch is your natural pitch. This is where you are breathingfrom your diaphragm and using the voice that feels clearestand sounds loudest with the least amount of effort. Be sure toend your sentences emphatically because trailing off canweaken the message.

Improve Enunciation

As long as your enunciation is clear, there is no reason to beconcerned about accents. Practice your enunciation withtongue twisters, including the famous "Peter Piper" which wasfirst published in England in 1674 in the book titled PeterPiper's Practical Principles of Plain and Perfect Pronunciation.



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using fillers. Repeat, as needed. Eventually, you will cureyourself of this habit.



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Do a Voice Workout

Prepare and relax the muscles of your throat and larynx with theseeasy exercises.

1. Simulate an easy yawn five times.

2. Rotate your head, being careful to move it slowly and easilyfrom side to side and from front to back. When your head istilted backward, keep your jaw open and dropped to preventstraining the external muscles of the neck.

3. Starting from a standing position, bend forward and downward.Swing arms.

4. Breathe deeply, concentrating on relaxing the larynx.

5. Shake your head and let your jaw shake on its hinges.

6. Say a few words with your tongue forward, not bunched in theback of your mouth.

7. Open your mouth wide and say the following:

lah, lah, lah, lah, lah tah, tah, tah, tah, tahpah, pah, pah, pah, pah dah, dah, dah, dah, dahfah, fah, fah, fah, fah rah, rah, rah, rah, rahvah, vah, vah, vah, vah mah, mah, mah, mah, mah



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Using Positive or Neutral Nonverbal Communication

The following will help you convey confidence and credibility:

Stand with your feet flat on the ground about 10-12 inches

apart. Do not rock front to back or side to side. Unlock yourknees.

If you feel you must, put one hand in your pocket, and use theother hand to gesture, point out visuals and so on. Avoidstanding with your hands clutched behind or in front of you,and avoid standing with your arms crossed.

Avoid pacing between the lectern and the flipchart, and do nothide behind the lectern.

Increase your physical space. Watch actors and reportersthey use the space around them as if they command it.

Avoid distracting behavior such as jingling your change,twisting your hands/rings, tugging at your pants, repeatedlytouching your face or glasses, or playing with your earrings orother jewelry.

Do not point out deficiencies or problems. If you do, youraudience will become fixated on them rather than listen toyou. On the other hand, if there is something very distractingabout your appearance, defuse the situation with humor (ifappropriate) or a brief explanation.

Make certain your message and your body language arecongruent.

Make eye contact. Slowly sweep the room with your eyes,attempting to make eye contact with as many people aspossible.

Try to make your gestures as natural as possible.



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Use the appropriate level of seriousness for the topic.



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Some Indicators of Enthusiasm

1. Rapid, uplifting, varied vocal delivery

2. Dancing, wide-open eyes

3. Frequent, demonstrative gestures (hands, arms, face, body,

head)

4. Varied, dramatic body movements (spinning, moving, walking)

5. Varied, emotive facial expressions

6. Varied use of words, especially adjectives

7. Exuberant overall energy level



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Step 6: Deliver the Briefing and Handle theQ&A

After practicing, you will deliver the briefing. Before you begin, useyour preferred relaxation techniques and consider visualizing

yourself giving a successful briefing. The final consideration in thisprocess is how to handle questions. Remember that you may wantto recap after the last question so your major point or points arereemphasized or so you can again request a decision.

Here are some tips on managing the questions from your audience:

Plan for questions. Consider what your audience may ask andhave responses ready. If you practice with colleagues, make

note of the questions they ask. This will also help you identifyany gaps that may exist in your current briefing.

Repeat the question and clarify it if necessary. This gives youtime to consider the question and to make certain youunderstand it. If possible, use the questioners name in yourresponse.

Begin your response by looking at the questioner. As you

continue the answer, make eye contact with the rest of theaudience. Then end the response by looking back at thequestioner. However, if you are briefing one or a few verysenior or important people, predominantly maintain eyecontact with them.

If you are briefing in a large or public forum, tell those who askquestions to please give their names (and titles, ifappropriate). This will allow you to respond using their names;it is also likely to lead to civil behavior.



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If you are directly challenged, acknowledge that you have adiffering point of view. If the person questions your credibilityor the factualness of what you have shared, reemphasize thevalidity of your content. If the challenger cites research orinformation that you are unfamiliar with, ask to speak with thatperson after the briefing to get more information on theseresources. You may also choose to ask the challenger for thesource of his or her information. If you believe it to be a sourcethat lacks credibility, politely acknowledge it. For example:Thank you for sharing this information, Mr. Smithers. Within

the academic community, we adhere to scientifically credibleinformation. We believe our approach is sound and the mosteffective.

As a rule, it is best for you to decide when to wrap up, unlessthe audience members are controlling the time and flow ofdiscussion. Rather than say, This is my last question, youmight ask if there are any other questions, then recap the keypoints, thank the audience for their time, and finish.

Most importantly, stay relaxed and avoid taking thingspersonally. You are on a stage. If you get flustered or angry, itwill be apparent to everyone.



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Consider Other Important Tips

Embrace your own style. Build upon your strengths and workon your development areas.

Anecdotes, stories, and testimony are powerful, even in thetypically more formal environment of briefings.

If you have an hour to prepare, work first on your opening andclosing. It is critical to nail these, and usually presentersalready know the substance of their briefings.

As a rule, avoid apologizing. It puts you in a weakened positionand draws attention to something that the audience may not

have noticed. If you make a mistake, do not fret over it. Justmove on. At the same time, if an apology is appropriatebecause of the circumstancesfor example, you have arrivedlate for the briefingan apology is due and will work well tocreate a positive or neutral environment in which to begin.

If appropriate, engage your audience. Give attendees a fewseconds to talk to one another. This will loosen up theenvironment for everyone.

If appropriate, you can incorporate a light, humorous style, butgenerally avoid jokes.

If appropriate, use a hook.

Realize that most people want you to succeed.

Hone your skills by joining Toastmasters International(www.toastmasters.org).

http://www.toastmasters.org/http://www.toastmasters.org/


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Master Team Presentations

First, and most importantly, there is no cheating when it comes topreparation. You and your team members will have to spend sometime planning and practicing before you give a formal presentation.

The following are some additional considerations and tips aroundteam presentations:

Give your team plenty of time to prepare. You will likely needto meet for at least an hour or longer the first time and thenhave several additional practices before the actualperformance.

If possible, do a dry run in front of an audience who can ask

questions at the end of the practice presentation. When teammembers work in isolation and then deliver the presentationwithout first practicing, the effect is that the individualpresentations seem out of sync with one another.

Determine individual roles and decide what you will say tosegue between speakers.

While waiting for your turn to speak during the teamsperformance, sit (if possible) or stand at a slight angle to the

audience. Do not stare at the audience, but do not avoidmaking eye contact either. Avoid using distracting behavior,such as tapping your pencil or chewing gum.

If the speaker before you has forgotten a vital piece ofinformation, do not interrupt. When it is your turn, merely saysomething such as, I would like to add a few more details towhat Johan just discussed.

As a team, you will have these tasks:

Get clarity on the topic, create an outline, and becertain everyone on the team understands the scopeand the bottom-line message you will be conveying



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Decide how long to make each speakers segment Decide how to transition from one speaker to the next Identify a facilitator who can manage the Q&A



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The Getting Started Worksheet

1. Who is my audience? If mixed, list the major groups (forexample, my professor, other students in my class, a

management board, and so on).

2. What is my goal for this presentation? Be VERY specific. (Forexample, I want listeners to know the top three fiscalchallenges Denmark faces in the coming year. Or, I want toconvey the importance to the rest of Europe of bailing out theGreek government.)

3. What critical pieces of information should I include?

4. What is the best way to organize this information?



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Exercise: The Advertisement

Create a 30-second advertisement on the topic of your choice. Youhave five minutes to prepare and to practice. Please use the spacebelow to sketch out your ideas.



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Conference Call Tips

Have an agenda that includes goals, participantexpectations, and timing if appropriate.

Decide on roles.

Ask participants to review the agenda prior to the call.

Send all participants the dial-in number and pass-codes (ifany) needed.

Make arrangements for hearing-impaired participants (TTY,for example).

Have a back-up plan for potential technology failure; for

example, send the PPT and handout in advance and keepdial-in and Help Desk phone numbers handy.

Consider time zones when scheduling, as appropriate.

Distribute supporting documents/files well before the callsstart, if possible.

Inform participants if they will need to have a file or websiteopen on their computer desktop.

Have an attendance list with the name, e-mail address, andphone number of all attendees.

Establish a protocol of announcing ones name when takingturns speaking.

Call from a quiet location and do not use the hold button ifyour phone system has built-in background music orannouncements. Be sure to alert others on the call not toplace their phones on hold, as well.

Avoid paper rustling.

On long calls, offer bio breaks and "quick stretches."



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Be enthusiastic and use a tone appropriate to the group. Ifappropriate and if you are the primary speaker, stand whenspeaking to ensure the best volume and projection.

Articulate body language ("Im smiling from ear to ear").

When decision-making, restate key issues as they are honeddown to a decision point.

Have someone take minutes with key steps andresponsibilities. Send the minutes out soon after themeeting.

Use some form of feedback or evaluation tool to helpimprove subsequent calls. Do a simple "after-action review."

To create interaction, let callers/participants know at theonset that you are expecting input and will solicitcomments, questions, and responses. If you do not get aresponse to your question, consider asking different sites fortheir participation.

(Some content from Full Circle Associates, Seattle, Washington)



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Strategies for Giving Peer Feedback

Strategy Examples of Good Feedback

Examples of Less-Effective Feedback

1. Be specific, not

general.

Your presentation

was well-organized

and clearly

delivered.

Great presentation.

2. Give both positive

and "negative"

feedback.

Your visual aid was

clearly lettered

and easy to read,

but I was a bit

distracted by the

pointer.

Your visual aid was easy to

read.

I wish youd stop playing

with the pointer.

3. Give feedback

about behavior,

not the person.

I had some trouble

hearing you.

You need to speak up.

4. Describe the

behavior; do not

judge it.

I had difficulty in

reading your visual

aids.

Your visual aids were really

bad.

5. Describe your own

reactions; do not

blame the

receiver.

I felt that more

diplomacy was

needed in

discussing ...

You insulted me when you

said, "..."

6. Talk about things

the receiver can do

something about,

not about things

he/she has no

control over.

Your speech would

be easier for me to

follow if you spoke

more slowly.

You need a deep, resonant

voice to be a really great

speaker.

7. If desired, providedetailed feedback.

Your presentationwas terrific. I did

notice that you

mispronounced

"often."

Your presentation wasoutstanding: I couldn't find

a thing wrong.



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Strategies for Receiving Feedback

Strategy Examples of Well-Received Feedback

Less Effective Examples

1. Reactobjectively, notpersonally.

How could the exampleI used have been morehelpful to you?

What exactly do you meanwhen you say I need adifferent example?

2. Be inquisitive,not defensive.

You're right, theorganization couldhave been clearer. Do

you have anysuggestions for how Icould organize thematerial differently?

I didn't have enough timeto prepare.

I certainly respect yourobjection to myproposal. Could yousuggest some ways Ican make it moreacceptable?

Yes, I could tell fromthe look on your facethat I wasn't providinga very clearexplanation. Do youthink a visual aid wouldhave helped?

3. Check toensure clarity.

If I understand youcorrectly, you didn't

follow my line ofreasoning. Can you tellme where I becameconfusing?

I'm sorry about confusingyou; I'll try not to do it

again.

4. Hear any andall feedback,

I didnt realize I hadntmade eye contact with

You must not have beenlooking at me when I was



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even if few orno others agreewith thefeedback.

you. Thank you for thefeedback.

looking at you.



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Action Planning Page

What steps can you take to reinforce what you havelearned? Please set at least one goal that you knowyou can and will commit to in the coming weeks. Set

the start date and actionable steps you plan to take inattaining this goal(s).

Goal or Behavior:

Start Date:

Steps to Attain This Goal (with deadlines for each):

Goal or Behavior:

Start Date:

Steps to Attain This Goal (with deadlines for each):



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The Six Steps for Completing aBriefing

1. Determine the audience and do anaudience analysis. Who is in the audience? How much professional knowledge of the subject do

they have?

What are their personal preferences? PPT? Length?Pace? Level of detail?

What is the anticipated reaction?

Are there any topics that need to be addressed,avoided, or handled with care?

Are there any special needs that need to beconsidered?

Is a question-and-answer period needed or desired?

2. Be clear on the goal or goals for thebriefing. What is the goal for the briefing? Is it strictly

informational and objective? Or does the audiencewant a recommendation or conclusions?

Is there one area (or more) that needs to beemphasized?

3. Be aware of logistics. Where will you deliver the briefing?

What is the room size and setup?

What equipment will you have access to and/orneed to bring?

Will you need a microphone? If so, who will provideit and what kind will it be?

Do you want and will you have access to a lectern?

Are there any potential distractions or concerns?

How will you handle an equipment failure?

4. Develop the briefing.Key Points

Capture your message in 10 words or less to gainclarity on the intent.

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Drill deep; specific is always more effective thangeneral.

Use an outline to get started.

Err on the side of too short over too long.

Consider giving the briefing in a mock setting with areview board.

PPT Tips

Have a Plan B. Follow the7X7 Rule.Use parallel structure. Do not readthe slides.Do not use all capital letters. Simplify

large numbers.Use appropriate colors and fonts. Limit content

on your slides.Suggested Format for an Information Briefing1. Introduction: Greet audience, introduce self, give

purpose and scope of your briefing, highlight keypoints, and give a preview.

2. Body: Present main ideas in a logical sequence.Potential sequences: Chronology of Events, CurrentStatus and Next Steps, Lessons Learned, Questionsand Answers or FAQs, Advantages and Disadvantages,Most Important to Least Important, Roles andResponsibilities

3. Closing: Ask for questions. Briefly recap your mainideas and make a concluding statement.

Suggested Format for a Decision Briefing1. Introduction: Greet audience, introduce self, give the

purpose and scope of your briefing, quickly set out theissues or problem, quickly give your recommendation(or conclusion), and do a brief preview.

2. Body: Present main ideas in a logical sequence.Suggested sequence: the problem defined, relevantfacts/realities/assumptions that may influence the

decision (financial concerns, political concerns, and soon), potential courses of action/solutions (if severalexist), criteria for evaluating the courses ofaction/solutions, advantages and disadvantages of

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each solution, recommendation and rationale forcourse of action/solution.

3. Q &A: Take questions and give answers.4. Closing: Briefly restate the recommendation and your

request for approval or a decision.

Suggested Format for a Persuasive Presentation1. Introduction: Hook the audience, and then give a

synopsis of the topic and a preview.2. Body: Share the facts, advantages, and

testimony/anecdotes on the topic.3. Summary: Summarize the main points.4. Q&A: Take questions and answers, if appropriate.5. Conclusion: Bring the audience to action by stating

logical next steps.

5. Practice the briefing.

6. Deliver the briefing and handle the Q&A(questions and answers).

Plan for questions.

Repeat the questions aloud before responding.

When responding, look at the questioner, sweep theroom with your eyes, and then return to thequestioner.

If in a large or public forum, ask questioners for theirnames.

When challenged, acknowledge differing points ofview. Ask a challenger for his/her source ofinformation. Stay calm and composed.

End when you are ready and then recap your mainpoint(s).

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eldh's presentation guide

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