{"id":2073,"date":"2020-10-22T16:07:30","date_gmt":"2020-10-22T16:07:30","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/?post_type=chapter&#038;p=2073"},"modified":"2024-08-30T22:24:35","modified_gmt":"2024-08-30T22:24:35","slug":"making-a-presentation-for-a-meeting","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/chapter\/making-a-presentation-for-a-meeting\/","title":{"raw":"Making a Presentation for a Meeting","rendered":"Making a Presentation for a Meeting"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Objectives<\/h3>\r\nCreate a presentation intended for a business meeting.\r\n\r\n<\/div>\r\nWhat\u2019s considered an effective (that is, persuasive) presentation structure hasn\u2019t changed fundamentally over the centuries. In his analysis of dramatic structure in the\u00a0<em>Poetics<\/em>, Aristotle identified a play as having three parts: a beginning, a middle, and an end. The story begins with a \u201ccomplication\u201d (problem), ends with an \u201cunraveling\u201d (resolution), and follows a logical sequence of events from beginning to end. Hollywood screenwriters use the same structure and dynamics. Screenwriter, producer, and author Syd Field, whom CNN called \u201cthe guru of all screen writers,\u201d translated this simple, three-step structure into numerous books and workbooks, including the bestsellers\u00a0<em>Screenplay: The Foundations of Screenwriting\u00a0<\/em>and\u00a0<em>The Screenwriter\u2019s Workbook<\/em>.\r\n\r\nIn a business context, a good presentation is an effective presentation. That is, a good presentation achieves its intended outcome. Clearly, in order to achieve a specific outcome or objective, you need to know what it is. So, prior to crafting the drama (in word or slide), you need to hone in on three things:\r\n<ul>\r\n \t<li>The purpose of your presentation<\/li>\r\n \t<li>Your audience<\/li>\r\n \t<li>Your (one) message<\/li>\r\n<\/ul>\r\nFor a review of these elements, refer to\u00a0<a href=\"https:\/\/courses.lumenlearning.com\/wm-businesscommunicationmgrs\/chapter\/whats-my-presentation-about\/\">What\u2019s My Presentation About<\/a>.\u00a0Once you\u2019re clear on those points, let\u2019s proceed.\r\n\r\nTo build our presentation, we\u2019ll use presentation expert Nancy Duarte\u2019s interpretation of the classic three-part story structure illustrated in Figure 1. For additional perspective on this structure, watch her\u00a0TED Talk, \u201c<a href=\"https:\/\/www.ted.com\/talks\/nancy_duarte_the_secret_structure_of_great_talks\" target=\"_blank\" rel=\"noopener\">The Secret Structure of Great Talks<\/a>,\u201d or read her <em>Harvard<\/em> <em>Business Review<\/em> article, \u201c<a href=\"https:\/\/hbr.org\/2012\/10\/structure-your-presentation-li\" target=\"_blank\" rel=\"noopener\">Structure Your Presentation Like a Story<\/a>.\u201d\r\n\r\n[caption id=\"attachment_2074\" align=\"aligncenter\" width=\"600\"]<img class=\"wp-image-2074\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/5348\/2020\/10\/22160647\/persuasivestorytelling_newupdate-1024x511-300x150.png\" alt=\"A chart showing the stages of persuasive storytelling. The chart starts at the bottom, labelled What Is. The chart goes up to the top, labelled What Could Be, then back down. It goes up and down four times, ending at the top. \" width=\"600\" height=\"299\" \/> Persuasive story structure (Duarte, \u201cStructure Your Presentation Like a Story,\u201d 2012).[\/caption]\r\n\r\n<div class=\"textbox key-takeaways\">\r\n<h3>To Watch: Nancy Duarte, \"How to tell a story\"<\/h3>\r\nIn this short video,\u00a0presentation expert Nancy Duarte talks about the importance of storytelling in a business context.\r\n\r\n<iframe src=\"\/\/plugin.3playmedia.com\/show?mf=5470215&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=375&amp;video_id=9JrRQ1oQWQk&amp;video_target=tpm-plugin-ucdypkb4-9JrRQ1oQWQk\" width=\"800px\" height=\"450px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe>\r\n\r\nYou can view the <a href=\"https:\/\/course-building.s3-us-west-2.amazonaws.com\/Public_Speaking\/transcripts\/NancyDuarteHowToTellAStory_transcript.txt\" target=\"_blank\" rel=\"noopener\">transcript for \"Nancy Duarte: How to Tell a Story\" here (opens in new window)<\/a>.\r\n\r\n<\/div>\r\n<h3>The Beginning<\/h3>\r\nThe story starts with \u201cWhat is\u201d\u2014the current state. Describe this baseline state in a way that is recognizable to the audience, allowing you and the audience to get in sync. With this base level of agreement, your audience will be more receptive to your proposed change.\r\n\r\nThe second step is to introduce \u201cWhat could be.\u201d The gap between what is and what could be adds tension and drama to your story and largely determines the significance of your presentation. If there\u2019s no conflict, no proposed change, what\u2019s the point of the presentation?\r\n\r\nLet\u2019s say you\u2019re an analyst on the new product development team of a retailer known for exclusive, trend-forward \u201chouse\u201d branded products. Your company\u2019s reputation and revenue depend on consistent introduction of new consumer-product goods. Marketing and distribution are key strengths, but new-product performance is off, revenue is below expectations, and the company\u2019s stock price recently fell 30 percent. Within your company, R&amp;D (research &amp; development) is strictly an insider\u2019s game; any ideas or innovations that weren\u2019t developed in-house are blocked. The problem is, you can\u2019t innovate fast enough\u2014or with enough market demand accuracy\u2014to meet financial and stock market expectations. You and the other analysts on your team have been tracking innovation trends and successes and you think the answer is opening the R&amp;D works to outside ideas and innovations. Here\u2019s how you might lay out your presentation:\r\n<ul>\r\n \t<li><strong>What Is:<\/strong>\u00a0We missed our quarterly earnings numbers, largely due to a failure to meet our innovation success targets over the last six months.<\/li>\r\n \t<li><strong>What Could Be:<\/strong>\u00a0Initial data suggests we could get back on track by modifying our R&amp;D model to incorporate external innovations.<\/li>\r\n<\/ul>\r\n<h3>The Middle<\/h3>\r\nThe bulk of your the presentation is developing the contrast between what is and what could be in order to set up your proposed resolution of the conflict or challenge. The objective is also to establish the validity of your arguments so your proposed call to action is perceived as a logical, ideally inevitable, conclusion of the conflict.\r\n<ul>\r\n \t<li><strong>What Is:<\/strong>\u00a0We currently bear the full cost and risk of developing new products and our innovation success rate\u2014the percentage of new products that meet financial objectives\u2014is running 25 percent below target.<\/li>\r\n \t<li><strong>What Could Be:<\/strong>\u00a0Sourcing promising innovations from outside the company could reduce R&amp;D costs and risk while also increasing our innovation success rate.<\/li>\r\n \t<li><strong>What Is:<\/strong>\u00a0Our R&amp;D process is taking so long that we\u2019re missing trends and losing our market-leading brand reputation.<\/li>\r\n \t<li><strong>What Could Be:<\/strong>\u00a0We could license or buy promising innovations for a fraction of the cost it would take to develop them from scratch and leverage our marketing and distribution strengths to claim shelf and market share.<\/li>\r\n \t<li><strong>What Is:<\/strong>\u00a0Our below-plan performance and new-product pipeline is costing us political capital with executive management, and we\u2019re at risk of losing budget and\/or layoffs.<\/li>\r\n \t<li><strong>What Could Be:<\/strong>\u00a0Adopting an open innovation culture would allow us to create partnerships that leverage our strengths and drive revenue, regaining a position of value within the company.<\/li>\r\n<\/ul>\r\n<h3>The End<\/h3>\r\nTo craft a powerful close, heed Duarte\u2019s advice and avoid a list of bullet point to-dos. Your objective here is to achieve resolution of the conflict introduced at the beginning, to issue a call to action that inspires your audience to support your vision of what could be a state Duarte refers to as the \u201cnew bliss.\u201d\r\n<h3>Call to Action<\/h3>\r\nTo recover our position of a source of revenue and brand value, we need to start working to build a culture and networks that support open innovation and accelerate the development of new products, regardless of the source of the idea.\r\n<h3>New Bliss<\/h3>\r\nOur ability to drive value secures our position and reputations in the company and in the marketplace and pays off in employee stock value and profit sharing.\r\n\r\nThe new bliss articulates the proposed and desired future state\u2014incorporating the WIIFM, what\u2019s in it for me\u2014that motivates your audience to buy into and work to support the required change.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/a3d7b5d8-879a-4bc3-a650-ce2b6f32704c\r\n\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Objectives<\/h3>\n<p>Create a presentation intended for a business meeting.<\/p>\n<\/div>\n<p>What\u2019s considered an effective (that is, persuasive) presentation structure hasn\u2019t changed fundamentally over the centuries. In his analysis of dramatic structure in the\u00a0<em>Poetics<\/em>, Aristotle identified a play as having three parts: a beginning, a middle, and an end. The story begins with a \u201ccomplication\u201d (problem), ends with an \u201cunraveling\u201d (resolution), and follows a logical sequence of events from beginning to end. Hollywood screenwriters use the same structure and dynamics. Screenwriter, producer, and author Syd Field, whom CNN called \u201cthe guru of all screen writers,\u201d translated this simple, three-step structure into numerous books and workbooks, including the bestsellers\u00a0<em>Screenplay: The Foundations of Screenwriting\u00a0<\/em>and\u00a0<em>The Screenwriter\u2019s Workbook<\/em>.<\/p>\n<p>In a business context, a good presentation is an effective presentation. That is, a good presentation achieves its intended outcome. Clearly, in order to achieve a specific outcome or objective, you need to know what it is. So, prior to crafting the drama (in word or slide), you need to hone in on three things:<\/p>\n<ul>\n<li>The purpose of your presentation<\/li>\n<li>Your audience<\/li>\n<li>Your (one) message<\/li>\n<\/ul>\n<p>For a review of these elements, refer to\u00a0<a href=\"https:\/\/courses.lumenlearning.com\/wm-businesscommunicationmgrs\/chapter\/whats-my-presentation-about\/\">What\u2019s My Presentation About<\/a>.\u00a0Once you\u2019re clear on those points, let\u2019s proceed.<\/p>\n<p>To build our presentation, we\u2019ll use presentation expert Nancy Duarte\u2019s interpretation of the classic three-part story structure illustrated in Figure 1. For additional perspective on this structure, watch her\u00a0TED Talk, \u201c<a href=\"https:\/\/www.ted.com\/talks\/nancy_duarte_the_secret_structure_of_great_talks\" target=\"_blank\" rel=\"noopener\">The Secret Structure of Great Talks<\/a>,\u201d or read her <em>Harvard<\/em> <em>Business Review<\/em> article, \u201c<a href=\"https:\/\/hbr.org\/2012\/10\/structure-your-presentation-li\" target=\"_blank\" rel=\"noopener\">Structure Your Presentation Like a Story<\/a>.\u201d<\/p>\n<div id=\"attachment_2074\" style=\"width: 610px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-2074\" class=\"wp-image-2074\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/5348\/2020\/10\/22160647\/persuasivestorytelling_newupdate-1024x511-300x150.png\" alt=\"A chart showing the stages of persuasive storytelling. The chart starts at the bottom, labelled What Is. The chart goes up to the top, labelled What Could Be, then back down. It goes up and down four times, ending at the top.\" width=\"600\" height=\"299\" \/><\/p>\n<p id=\"caption-attachment-2074\" class=\"wp-caption-text\">Persuasive story structure (Duarte, \u201cStructure Your Presentation Like a Story,\u201d 2012).<\/p>\n<\/div>\n<div class=\"textbox key-takeaways\">\n<h3>To Watch: Nancy Duarte, &#8220;How to tell a story&#8221;<\/h3>\n<p>In this short video,\u00a0presentation expert Nancy Duarte talks about the importance of storytelling in a business context.<\/p>\n<p><iframe loading=\"lazy\" src=\"\/\/plugin.3playmedia.com\/show?mf=5470215&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=375&amp;video_id=9JrRQ1oQWQk&amp;video_target=tpm-plugin-ucdypkb4-9JrRQ1oQWQk\" width=\"800px\" height=\"450px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe><\/p>\n<p>You can view the <a href=\"https:\/\/course-building.s3-us-west-2.amazonaws.com\/Public_Speaking\/transcripts\/NancyDuarteHowToTellAStory_transcript.txt\" target=\"_blank\" rel=\"noopener\">transcript for &#8220;Nancy Duarte: How to Tell a Story&#8221; here (opens in new window)<\/a>.<\/p>\n<\/div>\n<h3>The Beginning<\/h3>\n<p>The story starts with \u201cWhat is\u201d\u2014the current state. Describe this baseline state in a way that is recognizable to the audience, allowing you and the audience to get in sync. With this base level of agreement, your audience will be more receptive to your proposed change.<\/p>\n<p>The second step is to introduce \u201cWhat could be.\u201d The gap between what is and what could be adds tension and drama to your story and largely determines the significance of your presentation. If there\u2019s no conflict, no proposed change, what\u2019s the point of the presentation?<\/p>\n<p>Let\u2019s say you\u2019re an analyst on the new product development team of a retailer known for exclusive, trend-forward \u201chouse\u201d branded products. Your company\u2019s reputation and revenue depend on consistent introduction of new consumer-product goods. Marketing and distribution are key strengths, but new-product performance is off, revenue is below expectations, and the company\u2019s stock price recently fell 30 percent. Within your company, R&amp;D (research &amp; development) is strictly an insider\u2019s game; any ideas or innovations that weren\u2019t developed in-house are blocked. The problem is, you can\u2019t innovate fast enough\u2014or with enough market demand accuracy\u2014to meet financial and stock market expectations. You and the other analysts on your team have been tracking innovation trends and successes and you think the answer is opening the R&amp;D works to outside ideas and innovations. Here\u2019s how you might lay out your presentation:<\/p>\n<ul>\n<li><strong>What Is:<\/strong>\u00a0We missed our quarterly earnings numbers, largely due to a failure to meet our innovation success targets over the last six months.<\/li>\n<li><strong>What Could Be:<\/strong>\u00a0Initial data suggests we could get back on track by modifying our R&amp;D model to incorporate external innovations.<\/li>\n<\/ul>\n<h3>The Middle<\/h3>\n<p>The bulk of your the presentation is developing the contrast between what is and what could be in order to set up your proposed resolution of the conflict or challenge. The objective is also to establish the validity of your arguments so your proposed call to action is perceived as a logical, ideally inevitable, conclusion of the conflict.<\/p>\n<ul>\n<li><strong>What Is:<\/strong>\u00a0We currently bear the full cost and risk of developing new products and our innovation success rate\u2014the percentage of new products that meet financial objectives\u2014is running 25 percent below target.<\/li>\n<li><strong>What Could Be:<\/strong>\u00a0Sourcing promising innovations from outside the company could reduce R&amp;D costs and risk while also increasing our innovation success rate.<\/li>\n<li><strong>What Is:<\/strong>\u00a0Our R&amp;D process is taking so long that we\u2019re missing trends and losing our market-leading brand reputation.<\/li>\n<li><strong>What Could Be:<\/strong>\u00a0We could license or buy promising innovations for a fraction of the cost it would take to develop them from scratch and leverage our marketing and distribution strengths to claim shelf and market share.<\/li>\n<li><strong>What Is:<\/strong>\u00a0Our below-plan performance and new-product pipeline is costing us political capital with executive management, and we\u2019re at risk of losing budget and\/or layoffs.<\/li>\n<li><strong>What Could Be:<\/strong>\u00a0Adopting an open innovation culture would allow us to create partnerships that leverage our strengths and drive revenue, regaining a position of value within the company.<\/li>\n<\/ul>\n<h3>The End<\/h3>\n<p>To craft a powerful close, heed Duarte\u2019s advice and avoid a list of bullet point to-dos. Your objective here is to achieve resolution of the conflict introduced at the beginning, to issue a call to action that inspires your audience to support your vision of what could be a state Duarte refers to as the \u201cnew bliss.\u201d<\/p>\n<h3>Call to Action<\/h3>\n<p>To recover our position of a source of revenue and brand value, we need to start working to build a culture and networks that support open innovation and accelerate the development of new products, regardless of the source of the idea.<\/p>\n<h3>New Bliss<\/h3>\n<p>Our ability to drive value secures our position and reputations in the company and in the marketplace and pays off in employee stock value and profit sharing.<\/p>\n<p>The new bliss articulates the proposed and desired future state\u2014incorporating the WIIFM, what\u2019s in it for me\u2014that motivates your audience to buy into and work to support the required change.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_a3d7b5d8-879a-4bc3-a650-ce2b6f32704c\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/a3d7b5d8-879a-4bc3-a650-ce2b6f32704c?iframe_resize_id=assessment_practice_id_a3d7b5d8-879a-4bc3-a650-ce2b6f32704c\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-2073\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">All rights reserved content<\/div><ul class=\"citation-list\"><li>Nancy Duarte: How to Tell a Story. <strong>Authored by<\/strong>: Stanford Graduate School of Business. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/9JrRQ1oQWQk\">https:\/\/youtu.be\/9JrRQ1oQWQk<\/a>. <strong>License<\/strong>: <em>Other<\/em>. <strong>License Terms<\/strong>: Standard YouTube License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":161083,"menu_order":11,"template":"","meta":{"_candela_citation":"[{\"type\":\"copyrighted_video\",\"description\":\"Nancy Duarte: How to Tell a Story\",\"author\":\"Stanford Graduate School of Business\",\"organization\":\"\",\"url\":\"https:\/\/youtu.be\/9JrRQ1oQWQk\",\"project\":\"\",\"license\":\"other\",\"license_terms\":\"Standard YouTube License\"}]","CANDELA_OUTCOMES_GUID":"cefa8ff9-0a6b-4556-924c-1c616b0f04dd, 18c966d0-47a5-459e-894f-6a7c0c6e17bb","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-2073","chapter","type-chapter","status-publish","hentry"],"part":2026,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapters\/2073","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/wp\/v2\/users\/161083"}],"version-history":[{"count":13,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapters\/2073\/revisions"}],"predecessor-version":[{"id":4828,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapters\/2073\/revisions\/4828"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/parts\/2026"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapters\/2073\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/wp\/v2\/media?parent=2073"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/pressbooks\/v2\/chapter-type?post=2073"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/wp\/v2\/contributor?post=2073"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-publicspeaking\/wp-json\/wp\/v2\/license?post=2073"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}