Presentations: Surviving Worst-case Scenarios

Technology

Unless you are using your own equipment, make sure that your presentation will work on what is provided.

• Have you checked that you can load your presentation onto the computer (does it have a CD drive, for example)?
• Is the computer running the same software version that you use? You may be able to run newer presentations under older versions of PowerPoint, for example, but extra features (such as animations or links to other applications) may not work. Check that they do.
• If you need to link to the Web, can you get Internet access?
• If you’re using a projector, is it a relatively new one? Older ones may be dim and/or have fewer colors and poor resolution.
• Are there enough power outlets, of the right kinds and in the right places? Will you need extension cords or extra plug sockets, or do you need to rearrange the room?
• Do the connections between different pieces of equipment—from the computer to the projector, for example—work properly?
• If at all possible, run your presentation through from beginning to end in situ.

Other equipment

• Make sure you have spares of everything you might need—backup disks, spare bulbs, spare batteries, extra hand outs, pens, and so on.
• Check that any lectern or stand and microphone are at the right height for you.
• Confirm that people will be able to hear properly from all parts of the room, particularly if you are using a sound system that may need adjusting.
• Have a spare copy of your notes in your briefcase, stapled together and numbered so you cannot get them mixed up.
• Familiarize yourself with how to operate all the lights, air conditioning, heating, and so on.
• Make sure you know where all the amenities are—coffee rooms, restrooms, reception areas, phones, for example—not just for your own information, but so that you can answer if asked by an audience member.

Be prepared! If you are presenting on home turf, do a practice run-through the day or a few hours before your presentation, so you can check everything mentioned above. If you are presenting elsewhere, get in touch with your contact at the venue to find out as much as you can about what equipment is available and what you will be expected to bring. Arrive at the venue in plenty of time to practice there too.

Arrange the seating sensibly

There is nothing worse, when presenting, than facing an audience that is scattered all over the room or, even worse, huddled into the back rows of seats leaving a great gulf between you and them. Even the greatest speaker will have difficulty building energy or creating rapport in such circumstances. There are ways you can prevent such a situation from arising.

• If at all possible, find out how many people are coming and put out just enough seats, plus a couple of extras. Arrange them in an arc facing you.
• If you have no idea of, or control over, the numbers attending, tape off the back row of seats and put a “Reserved” sign on them. Once the front rows are full, remove the sign and let the last arrivals sit at the back.

Think about the staging

A few other tips for staging the presentation will also help things run smoothly and enable you to engage with your audience.

• Make sure you do not stand with your back to a window, or you will appear as a silhouette to your listeners.
• Check that you have a place—such as a table—to put your papers, notes, handouts, briefcase, and anything else you have with you.
• If you need to darken the room, make sure you know where light switches are and how curtains or blinds close.
• Try sitting in different parts of the room to check that all members of the audience will be able to see properly.
• If possible, make sure nothing—such as a desk or table—is between you and your audience. Psychologically it will act as a barrier, and you will have to work that much harder to create rapport.

Deal with disruptions

Interruptions can put you off your stride, so take preventive action before your presentation begins.

• Be sure to book the room well in advance—you do not want another group arriving at the same time expecting to have a meeting there.
• Arrange for any phones in the room to be forwarded elsewhere for the duration.
• Put a sign on the door to stop people from barging in unintentionally.
• Check that no regular interruption is planned, such as a fire drill. If there is, plan a break around it, or at least tell the audience what will be happening beforehand.
• Fill the seats from the front, as described in the previous section; this has the added benefit of preventing late arrivals from walking all the way to the front and climbing across other people to find a seat.
• If the presentation is likely to be a long one, make sure you schedule well-timed breaks—preferably on the hour, every hour. This helps to eliminate surreptitious escapes to the restroom, and maintains people’s concentration.

You cannot expect to eliminate all kinds of interruption, so the golden rule, if you are interrupted, is to acknowledge it rather than trying to carry on regardless. If you pause and laugh while a jet plane thunders overhead, for example, the audience will probably laugh too, and the episode will actually work to your advantage by creating a bond between you.

You find you have 20 minutes instead of the hour you planned on

Talking quickly is not the answer! Decide quickly what proportion of the 20 minutes each part of your presentation should take. Is there any section that could be omitted altogether? Then keep your eye on your watch as you speak and limit yourself to the key point in each portion.

A vital member of the audience has to leave before you have reached your key point

Say, for example, the finance director, who has ultimate say over whether his company buys your products, tells you he has to leave early. This could be disastrous if you do not follow the old rule regarding presentations: tell people what you’re going to tell them, tell them, and then tell them what you told them. If you followed this rule when you created your presentation, you will not get caught out.

• Always mention your main point and major supporting points within the first few minutes of any presentation.
• If you use slides or overheads, always have one that contains the main point and the supporting points.
• If, however, you have made the mistake of saving the best for last, ask the decision maker politely for a moment to summarize. Then state, in one sentence, the single point you want the decision maker to remember and, if you have the opportunity, the two concepts that best support that point.

It is always worth considering contingencies when you create a presentation. What would you leave out if your time were halved? What would your key messages be if you had five minutes to tell someone about them?

The concealed objection

For example, “How come the price is so high?”

• Do not get defensive.
• Ask the questioner to clarify the objection. For example, “What makes you feel that the price is too high?”
• Put it in perspective. For example, “It’s only a few cents more expensive than its nearest rival…”
• Give the compensating benefits. “…and the quality is much higher, so it’s actually a better value for the money.”

The test question

The test question is designed to test your knowledge. For example, “What are the research findings on side effects for the new drug?”

• Do not try to bluff.
• Call on an expert colleague if one is present.
• If you do not know, say so—but promise to find out later, make a note, and then keep your promise.

The display question

This type of question is often intended to demonstrate the questioner’s own expertise.

• Play along and do not hesitate to acknowledge how clever they are publicly. “Of course you’re right—I didn’t mention it, simply because I thought it might be too technical for this occasion.”

The challenge question

The challenge question usually indicates that you have trespassed on someone else’s area of expertise.

• Back down immediately, concede all territorial rights, and perhaps consult their opinion. “I’m sorry, I meant the transport policy in the Orange County, not the whole state—which of course you know more about than I do. Would you say it’s the same across the board?”

The defensive question

This question tends to mean that something you have proposed is a threat to the questioner. For example, “Do you really think it is a good idea to let managers train their own staff?”.

• Try to question the questioner. “Could you explain your concerns further, perhaps?”
• Throw the question open to the floor…do other people feel managers are unqualified to train their staff?
• If it is not within your authority, refer the questioner to someone who can provide answers.

The question you plan to discuss in detail later

• Provide a brief answer, then say that you plan to cover the subject properly later.
• Do not ask the questioner to wait until you reach the point at which you originally intended to discuss the subject, or everyone will focus on the unanswered question instead of listening to you.
• In a meeting setting or small presentation, do not ask people to keep their questions for the end. Doing so suggests that you do not have enough confidence to deal with interruptions.

If nothing else, making sure that you know your topic and remaining calm will usually be enough to deal with most questions that you might face.