Mainly for Students: Planning pitch-perfect presentations

Tim Garratt and Paul Collins discuss how to get the best out of work and academic presentations. Presenting and public speaking – whether in front of fellow students and staff, a client pitch or an APC interview – is enjoyable for some and stressful for others.  Invariably, though, most of us have to deliver one at some point, whether they are formal or informal, face-to-face or online. The good news is that there are some rules and tips that you can use to achieve a positive outcome. Avoid history lessons It is estimated that you win over your audience in the first three minutes of a presentation. However, presenters are often given around 10 minutes and can use up four on an introduction or the potted history of the firm.  The panel typically does not need this information and, given that you have been invited to present, you should assume that the clients have already undertaken background research on who you are and what you do. Know your audience Spending sufficient time understanding the client’s business or coursework brief is critical. This is perhaps self-evident but crucially important, as is finding out who the panel are and what their background, experience and expertise might be. Ensure a value proposition Do not use up too much time telling potential clients what they already know. Work out what is going to help a client, where and how you can add value and then “explain with reasoning” (this is a level 3 RICS APC expectation). It is crucial to understand what you are being asked to present on – this is where you will be judged or graded.  Before starting, think hard about whether you have addressed all the components. If you are unsure, seek clarity before the day. A member of university staff or a client will respect that, unless it is self-evident. Death by PowerPoint It is easy to fall foul of this phenomenon. PowerPoint or Prezi, for example, are helpful tools but need to be used carefully. Slide transitions with text flying in from the left, right, top and bottom can induce motion sickness.  Moreover, putting 15 bullet points on a slide may be helpful prompts, but can also mean losing the audience’s focus. Less is more for slides, and instead of bullet points try using a graphic. Steve Jobs, the co-founder of Apple, was a master of presentation, as are many Ted Talks speakers, who typically use one or two images, with the talk focusing around them. Audiences cannot help but listen and they are not distracted by tiny narrative squeezed onto a screen. In terms of font size, 18 point is a minimum, but go bigger depending on the size of the screen and distance from the audience. Make sure too that all spellings are correct. Put in place a “plan B” Ensure that you have a back-up plan in case the technology doesn’t work or one of the presentation panel cannot make it. Can you do the presentation without a screen? Have you prepared handouts that might help? Is there a whiteboard that you could write on with key messages? Is there someone else in the team who can seamlessly cover for an absent colleague? Failing to prepare is preparing to fail. First impressions and endings Ice breakers – a short story or anecdote at the start of a presentation – done well, can help make connections. The panel will find it hard to dislike you if you are personable and friendly, but not too familiar. Avoid colloquialisms such as calling clients “guys” or “mate” if you don’t know them well. Plan for a meaningful ending, summarise key points, highlight what might need to be addressed next and end with an assured smile and a thank you. Top tips Plan, prepare and practise your performance (without reading notes) Start well and end well, and address the task and questions set Try to use graphics as well as or instead of bullet points Enthusiasm, clarity and integrity speak volumes, and do not forget to smile Have a plan B in case of IT failure and – regardless of whether you win or lose – always learn If you are worried or concerned about doing presentations, talk to someone Two’s company, three’s a crowd If you are part of a group, think about roles. You may not always have a choice, but sending five or six people into a business presentation is generally unwise, as trying to get each to speak in a short period can make for a potentially disjointed or discordant presentation.  Clients also like to think that some, if not most, of the presenters will be the ones doing the job, or at least will keep a watching brief on it. Handouts In most cases, do not hand out your presentation in written form before you start – the recipients will simply read it. If they get bored, they will definitely read it.  If you must, then leave them with a brief summary at the end – including some images of you/your team, along with contact details. How you speak and where you look Your language, style and tone of voice should align with your audience, as well as the place and size of the room provided. Some people are naturally good at this, while others must practise even getting the volume right.  What might sound to you like a six or seven on your voice control might be coming across as a three or four and not audible. Take care not to use filler words like “um”, “basically” and “like”. In terms of your gaze, ensure that you are not looking: at the PowerPoint slide (unless highlighting something); at your colleagues; at the back wall; out of the window; or at your feet. Looking at your audience, as well as appropriate body language and dress, are important and will be noticed. Smiling from time to time is also important, particularly at the outset and in closing. If you are unsure about the dress code for a pitch, dress up rather than down and polish your shoes: people notice and form judgements. Preparation and support Remember too that being ready for a presentation starts the day (and evening) before the presentation itself. A good night’s sleep will stand you in good stead, as will a nutritious meal. On the day, whether presenting to academic staff or clients, your audience will not want you to fail or fall apart. Most people have empathy for a presenter. They want to hear what you have got to say in explaining a way forward, the answer to a problem or how to maximise an opportunity. If in a university or work situation you are really worried and nervous about presenting and it really is something that you cannot face doing, it is essential to talk to your tutor or manager and share your concern. Adjustments or alternative approaches might be possible. They are there to help and support you. Persuasion Peter Thompson in his 1998 book Persuading Aristotle: The timeless art of persuasion in business, negotiation and the media, distilled the great philosopher’s thoughts on the challenge. To be persuasive, presentations should be: clear, logical and reasoned; passionate and enthusiastic (but this doesn’t mean overacting); and ethical and trustworthy.  Any two without the third will leave the client unconvinced. Questions and answers Finally, be prepared for questions and have more than one person in each group ready to answer should an assigned colleague fail to respond or not fully answer the question.  Anticipate likely questions and have a considered response; this looks professional and shows that you have prepared. Think about and prepare some questions that you might ask the client given the opportunity. Questions about issues not addressed elsewhere should help to inspire confidence that you are covering all angles.  Conversely, asking self-evident, misplaced or naive questions might do the opposite and undo an otherwise successful presentation. When it’s over If it goes well, you can breathe a sigh of relief. Sometimes, however, we might not make the grade or get the job through bad luck or being inadequately prepared. But, in the words of one professional squash player, a match should always result in “win or learn”.  Ask for feedback if you do not win the job or get the grades you hoped for and learn from it.  As the actor George Clooney said: “Failure teaches you everything – you learn nothing from success.” Tim Garratt is chief executive at Blackstar Advisory and Paul Collins is MFS editor and a senior lecturer at Nottingham Trent University Photo © Product School/Unsplash