Use Mathematical and Statistical language:
The distribution ...
A standard deviation..
The X-axis , Y-axis ...
Of ststistical significance..
Its a function of ...
The common denominator here is...
Stochastic..
Deterministic..
Non-Deterministic..
Probabilistic..
Marginal increases..
Marginalised..
Towards zero..
Friday 27 November 2009
Monday 23 November 2009
How do I make my presentations alive and Fresh?
There is a way to break through the wall and establish the direct human connection that is so vital for effective delivery of your message: Customize. Get to know your audience.
Talk Sharp and Snappy as if you are really excited about the topic. Don't over do it or your listeners won't be able to keep up. Think Seth Godin. You don't to cover ALL the content you wanted , it's more important that it is sharp & snappy than comprehensive. People sleep with TOO MUCH GIVEN TOO SLOW!
Direct Reference. Refer to one or more members of your audience by name. If you can, mention a well-known fact or figure about the person or the person’s company or market. “Just before the presentation, I was chatting with Linda whose company has just experienced …”
Mutual Reference. Refer to individuals, companies, or organizations familiar to your audience. “You know what I mean…” "You are probably familiar with" "You know what I mean when I say"
Back-, Forward-, and Cross-Reference. If you are part of a larger agenda with other speakers, refer to preceding or following speakers and their content. “Earlier today, you heard Steve tell you…” or “Later on today, you’ll hear Bill talk about…”
Contemporize. Refer to relevant events in the news on the day of your presentation. “This morning’s Wall Street Journal has an item about…”
Localize. Refer to the venue of your presentation. “Right here in this city, there are a number of companies that …”
Graphics. Display the current date and location on your first slide. Wherever you can, insert the logo or brand identity of a company in the audience.
Talk Sharp and Snappy as if you are really excited about the topic. Don't over do it or your listeners won't be able to keep up. Think Seth Godin. You don't to cover ALL the content you wanted , it's more important that it is sharp & snappy than comprehensive. People sleep with TOO MUCH GIVEN TOO SLOW!
Direct Reference. Refer to one or more members of your audience by name. If you can, mention a well-known fact or figure about the person or the person’s company or market. “Just before the presentation, I was chatting with Linda whose company has just experienced …”
Mutual Reference. Refer to individuals, companies, or organizations familiar to your audience. “You know what I mean…” "You are probably familiar with" "You know what I mean when I say"
Back-, Forward-, and Cross-Reference. If you are part of a larger agenda with other speakers, refer to preceding or following speakers and their content. “Earlier today, you heard Steve tell you…” or “Later on today, you’ll hear Bill talk about…”
Contemporize. Refer to relevant events in the news on the day of your presentation. “This morning’s Wall Street Journal has an item about…”
Localize. Refer to the venue of your presentation. “Right here in this city, there are a number of companies that …”
Graphics. Display the current date and location on your first slide. Wherever you can, insert the logo or brand identity of a company in the audience.
Tuesday 3 November 2009
How do I do well in the office?
Know your Strengths - Core Competencies:
We all have a personal toolkit — know yours and how to use it.
Whatever your “special talents” are, hone them and let them help define your personal brand.
Bolster you strengths with Strengths of others:
Know what you need to bring success to your role. Buddy up with people you can bring those skills - techies, negotiators, political animals, etc..
Play the political game:
It’s about teamwork, but know who is and isn’t on your team. I too hate office politics. And avoid them at all costs. But ignoring their existence is not only careless, but possibly counterproductive.
Know who has the boss’ ear, who the players are, and who could take or leave you.
We all have a personal toolkit — know yours and how to use it.
Whatever your “special talents” are, hone them and let them help define your personal brand.
Bolster you strengths with Strengths of others:
Know what you need to bring success to your role. Buddy up with people you can bring those skills - techies, negotiators, political animals, etc..
Play the political game:
It’s about teamwork, but know who is and isn’t on your team. I too hate office politics. And avoid them at all costs. But ignoring their existence is not only careless, but possibly counterproductive.
Know who has the boss’ ear, who the players are, and who could take or leave you.
How can I increase my persuasivness through touch?
Handshakes:
In business, touch is the quickest way to establish personal rapport. A study on handshakes found that people are twice as likely to remember you if you shake hands with them.
Touch Effect:
show support, sympathy, or gratitude adds the personal warmth to our communication.
Make the touch light and short, only long enough to establish a positive, nonverbal signal; limit contact to the HANDS, ARMS, SHOULDER BACK.
Compliance Effect:
Touch the shoulder if sitting, back of upper arm if standing when asking for a favour.
Research shows that a touch as short as one fortieth of a second will increase that other person's willingness to help.
Comminication Credibility:
Touch the listener on the forearm to add emphasis to key parts of what you're saying. Because touch is used most often when we believe strongly in what we're saying, touching can subconsciously enhance your credibility.
Start paying attention to the amount of touching that's acceptable in your organization's culture. Notice who the touchers are and the positive or negative responses they get. You may be amazed to discover how much touch plays a part in your daily work life.
In business, touch is the quickest way to establish personal rapport. A study on handshakes found that people are twice as likely to remember you if you shake hands with them.
Touch Effect:
show support, sympathy, or gratitude adds the personal warmth to our communication.
Make the touch light and short, only long enough to establish a positive, nonverbal signal; limit contact to the HANDS, ARMS, SHOULDER BACK.
Compliance Effect:
Touch the shoulder if sitting, back of upper arm if standing when asking for a favour.
Research shows that a touch as short as one fortieth of a second will increase that other person's willingness to help.
Comminication Credibility:
Touch the listener on the forearm to add emphasis to key parts of what you're saying. Because touch is used most often when we believe strongly in what we're saying, touching can subconsciously enhance your credibility.
Start paying attention to the amount of touching that's acceptable in your organization's culture. Notice who the touchers are and the positive or negative responses they get. You may be amazed to discover how much touch plays a part in your daily work life.
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