Skip to main content

How To Fix The 12 Most Common Presentation Mistakes

 

Today brings a must-read book for anyone who makes presentations at work, a club, a non-profit, or to any group of individuals the presenter wants to persuade to take action. 

The book is, Presentation Ready, by Terri L. Sjodin, one of America’s leading experts on persuasive presentations. Her specialty is blending communications theory, field research, and practical sales experience to help professionals and non-professionals become more polished and persuasive presenters. 

When you read the book, you’ll discover the 12 common sales presentations mistakes and you’ll learn why the mistakes happen, why the mistakes are damaging, and how to avoid the mistakes. Presentation Ready is divided into three sections: 

  1. Building your case – the foundation of your persuasive arguments and content.
  2. Leveraging creativity – How your persuasive message resonates with listeners (storytelling, visual aids, structure, curiosity)
  3. Honing your delivery – Your unique style, movement, personality, and ability to execute effectively. 

“This book is formulated for the busy professional,” explains Sjodin. “The book’s material will help you quickly evaluate challenges in your presentations and make simple corrections that can expand your influence and generate better outcomes.” 

One of my favorite parts of the book is where Sjodin teaches how best to use visual aids in your presentations. She explains that: 

  • Visual aids energize your listeners and help them understand your points faster.
  • Visual aids are for the benefit of listeners, not a crutch to help presenters get through their own content.
  • A visual aid is intended to show something visually that you can’t verbally express in the same way.
  • Don’t rely on your visual aids to do all the work. Place them strategically and tie them to a specific purpose within your presentation. 

Sjodin also cautions presenters from using word redundancy and filler words and using too much industry jargon or acronyms. Finally, she adds that, “Whether your next presentation is three minutes of 30 minutes, that’s not a lot of time, and brevity is your friend. Ultimately, it’s not about the specific time allowed but rather making the most of the time you have."

Be sure to make good use of the helpful forms toward the end of the book, especially the Presentation Outline Worksheet. 

Terri L. Sjodin 

Today, Sjodin shares these insights with us:

Question: Of the 12 most common mistakes made when making a presentation, which one challenges the most people and why? 

Sjodin: Great Question! The answers will be different depending on if you’re coming from the perspective of the Presenter or the Listener. The top confessions from Presenters are: “Winging It” and “Being Overly Informative Versus Persuasive.” However, Listener observations identify “Being Boring” as being the highest ranked challenge.  

There are lots of reasons why, but the biggest takeaway here is that we don’t always see ourselves with the same perspective that we see others.  

Question: If an eager learner wants to improve their presentation skills but doesn't have time to tackle correcting all 12 mistakes, which one or two should they first concentrate on? 

Sjodin: That’s a tricky question because the answer will be different for each person. The goal would be for the reader to do a self-assessment and identify which of the mistakes are most problematic for them. As they explore each mistake in the book, they might think, “that’s me,” or “that’s not me.” That’s okay. Start by addressing the mistakes that are most pertinent for that situation and focus on improving in those areas.  

Questions: So many presenters default to PowerPoint as their presentation tool. What are the pros and cons of using PowerPoint? 

Sjodin: Visual aids can significantly enhance a presentation when used effectively. They are not designed to be a crutch to help get a person through their content. Remember, you are the star and the visual aids are the bit players. They are there to enrich the message and say something visually that you cannot communicate in the same way verbally. Tragically, most presentations are dominated by text and bullet points and do not visually create a wow factor.  

Question: You've likely heard that presenting is reported to be more feared than dying for many people. What couple tips do you give to a person who is fearful of presenting? 

Sjodin: Nervous feelings are natural. A speaker can feel vulnerable and feel the pressure of delivering the message and producing results. Remember the old saying, “No pressure, no diamonds.” Preparation and practice are the keys to managing nervous energy. Take a deep breath, visualize yourself delivering a successful presentation, and use your voice for good. Don’t worry, just do your best and keep moving forward. 

___

Sjodin is the founder of Sjodin Communications and is a New York Times bestselling author, award-winning speaker, and consultant for Fortune 500 Companies. She is a frequent guest on radio and television talk shows and industry podcasts throughout the country.

Thank you to the book's publisher for sending me a copy of the book.

Comments

Popular posts from this blog

The 12 Ways Marriott Practices Good Leadership And Customer Service

The next time you stay at a Marriott hotel look in the nightstand drawer for Marriott's booklet that highlights its milestones and tells the Marriott story. In the booklet, you'll find the following 12 ways that Marriott practices good leadership AND customer service : Continually challenge your team to do better. Take good care of your employees, and they'll take good care of your customers, and the customers will come back. Celebrate your people's success, not your own. Know what you're good at and mine those competencies for all you're worth. Do it and do it now. Err on the side of taking action. Communicate. Listen to your customers, associates and competitors. See and be seen. Get out of your office, walk around, make yourself visible and accessible. Success is in the details. It's more important to hire people with the right qualities than with specific experience. Customer needs may vary, but their bias for quality never does. Elimin...

Don't Delay Tough Conversations With Your Employees

If you have an employee who needs to improve his/her performance don't delay the tough conversation with them. If you don't address the issue right now, the employee has little chance to improve, and you'll only get more frustrated. Most employees want to do a good job. Sometimes they  just  don't know they aren't performing up to the required standards. Waiting until the employee's annual performance appraisal to have the tough conversation is unhealthy for you and the employee. So, address the issue now. Sit down with your employee in a private setting. Look them in the eye. First, tell them what they do well. Thank them for that good work. Then, tell them where they need to improve. Be clear. Be precise. Ask them if they understand and ask them if they need any help from you on how to do a better job. Explain to them that your taking the time to have the tough conversation means you care about them. You want them to do better. You believe they can do better. ...

Why Your Middle Managers Are So Important

The book,  Power To The Middle , shows how  managers  are the crucial link between a company’s ground floor and top brass. “Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners  Bill Schaninger ,  Bryan Hancock , and  Emily Field .  “However, new KcKinsey research reveals that this outdated perspective needs to change and that well-developed managers  are  the strategy that companies must prioritize to succeed today,” they add.  Most importantly, by the end of their book, the authors sum up their insights and provide a  playbook  that will help senior leaders let go of the command-and-control mindset that has hobbled their managers for so long.  The authors define middle managers as the people who are at least once removed from the front line and at least a layer below the senior lead...

How To Survive, Reset And Then Thrive

“Uncertainty is here to stay. Rather than seeing it as an obstacle to overcome, integrate it into your strategic approach to invigorate your high-growth potential and outperform competition under any market condition,” explains  Rebecca Homkes , author of the book,  Survive, Reset, Thrive .   “Most books aren’t honest enough about how hard it is to  reset ,” adds Homkes. Yet, resetting and leaning into change is essential. “If you are ready to embrace change as a central element of your growth strategy, this book is for you.” Homkes’ book is a timely, comprehensive, and essential read for business leaders looking to take the next step toward ensuring high growth for their companies. The book brings together more than 15 years of Homkes working directly with high-growth companies of all sizes and across a wide variety of industries.   Survive, Reset, Thrive (SRT) is a practical and innovative  interconnected three-mode approach :   Survive : Stabil...

Discover Your True North And Internal Compass

In his book,  True North , Bill George shows you how to discover your true north - your internal compass that guides you successfully through life. "Only when you discover your true north can you unlock your full potential as a leader and human being," explains George. In the book, published a couple weeks ago, George shares with you how to: Cultivate self-awareness Define your values Find the "sweet spots": of your motivated capabilities Build your support team and lead an integrated life Make the journey from "I' to "We" as an empowering leader Become a global leader Bill George George shares  profiles and stories from more than 100 leaders  who in their own words explain how they discovered their true north.  He also explains the characteristics differences needed to be a leader in the Twenty-First Century versus the Twentieth-Century. Today's leaders, he says need to be: Purpose-drive versus charismatic Globally focused versus U. S.-centri...

Why A Team Needs More Than Strong Leaders

The book,  Team Players , by leadership expert and  New York Times  bestselling author,  Mark Murphy , explains why a team needs more than strong leaders—it needs the right mix of  five roles and talents  to succeed.   In addition, Murphy reveals that the secret to extraordinary teams isn’t making everyone the same—it’s embracing and leveraging fundamental differences through those five distinct team roles. No amount of teambuilding, trust, or cohesion can overcome having the wrong mix of people in the room.   The five essential roles and talents are:   The  Director  assumes a leadership role   within the team, guiding its direction and making important, difficult, and even unpopular decisions.   The  Achiever  immerses themselves in the details of accomplishing tasks and getting things done, with a keen eye for delivering error-free work.   The  Stabilizer  keeps the team on track with meticulous...

How To Drive Your Team To Value Beyond The Ordinary

"It takes more than encouraging words to get a team thinking beyond the ordinary," explains  Jackie Barretta , author of the book,  Primal Teams . She suggests you must help team members to redefine the purpose of their work with broader and more expansive thinking. Use certain pointed questions to guide a team toward a loftier view of their purpose. Specifically, Barretta recommends you as the leader  ask the following purpose-broadening questions to encourage the team to think of providing value beyond the ordinary : What major contributions can our team make to the company's success? What do we do that makes our colleagues and customers happy? What does our work do to give our company a competitive advantage? What do we do that no one else can do? What legacy do we want to leave? What future possibilities excite us? What difference does our work make in the lives of others?

My Favorite "Moral Of The Story" Tips From Harvey Mackay

I'm a big fan of best-selling author  Harvey Mackay .  He writes about business, sales and leadership and typically ends his articles with a moral of the story. Culled from his writings of the past few years, here are some of my favorites of his  moral of the story  endings: Change your thinking, change your life. It's not enough to know how to do things - you must know why you do them. If you live in the past, you won't have much of a future. If you want to outsmart the competition, you have to outthink the competition. Don't be afraid to make a decision.  Be afraid not make a decision. What you learn on your first job will last through your last job. Minds are like parachutes - not much good unless they are open. If you can't be an expert, hire one. People have a way of becoming what you encourage them to be. It only takes a little spark to ignite a great fire. Doing the right thing is never the wrong thing to do. Mackay's best-...

How To Provide Caring Criticism

Negative feedback is part of growing as a leader -- both delivering that feedback and sometimes receiving that type of feedback. Keith Ferrazzi , CEO of Ferazzi Greenlight , a research-based consulting and training company, suggests practicing " caring criticism ," as he explained it in the Harvard Business Review . "Negative feedback can hurt, but usually it's a gift aimed at helping the recipient improve performance or avoid mistakes.  We should deliver and receive it that way," says Ferrazzi. "Use phrases like 'I might suggest' and 'Think about this'" when giving feedback. And, then Kerrazzi suggests when receiving candid feedback, that you thank the person who offered it and make clear the points on which you agree.  He's found that if you think of the person giving you honest feedback as generous, rather than critical , you become less defensive and more open to changing your behavior.

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...