Unit 6 Goal-setting

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Secondly, are you presenting to a group from the same or from different countries? And adjust your language so that everybody can understand.

If possible, visit the room where you’ll be giving the presentation beforehand and organize it precisely to your own requirements. Check you are familiar with the equipment, re-arrange the seating, and try to make yourself feel comfortable and relaxed in it.

So once you know who you are presenting to and where, you’re ready to start preparing what exactly you are going to say. OK?

Stage one – is the opening – that all-important first few moments that can make or break the presentation. Then stage two, a brief introduction about the subject of your talk. Then three, the main body of the presentation. And four, the conclusion, which should include a summary of your talk and your final opinion or recommendations. Finally, the question and answer session.

Now the most important stage is the opening minute or so and I’d suggest that people memorize it exactly as if they were actors. Write down the opening with all the pauses and the stress clearly marked, and then record it, listen to it, and practice it again and again. This is so important because if it’s properly done, you not only get the audience’s attention immediately, but you feel confident during what can be the most frightening part of the presentation. After that, you can start using your notes.

So the first step is to write those notes. Write the whole presentation out just like an essay. Then select the key points. But read the full version over and over again until it’s imprinted on your mind. The next step is to buy some small white postcards and write no more than one or two of the key points or key phrases onto each one.

Now visual aids, like overhead transparencies, are very important of course. But most people put far too much information on them. Don’t – because it’s difficult to read and it bores the audience. Limit yourself to a maximum of five points on each.

Remember to turn off the projector when you are not actually using it. And don’t talk to the machine, or the transparency, which again, lots of people do. Face the audience at all times.

Finally, remember that it’s not just what you say. How you say it is just as important. Quite unlike meetings and negotiations, a good presentation is very much a performance.

2. Presentation

Good morning, everyone, thanks for coming to my presentation. I know you are very busy, so I’ll be as brief as possible. OK then, I’m going to talk about the new chocolate bar we’re putting on the market, the StTropez premium bar. I’ll tell you about the test launch we carried out in the south west of England a few weeks ago. My presentation is divided into three parts. First I’ll give you some background about the launch.

After that, I’ll tell you how we got on and assess it’s effectiveness. Finally, I’ll outline our future plans for the product. If you have any questions, don’t hesitate to ask.

Right, let’s start with the background to the launch. As you know, StTropez is a mint and nut bar with a distinctive taste. It’s been thoroughly tested in focus groups and special attention was paid to packaging. It’s wrapped in a metallic foil. The colors

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are rich, strong, to give high visual impact. OK everyone? Yes, Johan, you have a question…

So, that’s the background. Right, let’s now move on to the test launch. How successful was it? Well, in two words, very successful. If you look at the graph, you’ll see the bar’s actual sales compared with forecast sales. Quite a difference, isn’t there?

The sales were over 20 % higher than we predicted. In other words a really good result. Well above our expectations. The sales show that the pricing of the product was correct. And they show that as a premium line, the StTropez bar should be successful nationwide. To sum up, a very promising test launch. I believe the bar has great potential in the market.

Right, where do we go from here? Obviously, we’ll move on to stage two and have a national advertising and marketing campaign. In a few months, you’ll be visiting our sales outlets and taking orders, I hope, for the new product. Thanks very much. Any questions?

Unit 7 Motivation and performance appraisal

1. J – James Broadacre, P – Pamela, M – Melvin

P – James, in your illustrious career, you’ve had a better run for your money than most. A lot of luck?

J – I can’t dispute that. Though, in fact I’d say that I’ve been both lucky and happy.

M – So, what precisely do you put your success down to?

J – I guess it’s always been my philosophy to find out what I get satisfaction from. P – And presumably also what you get enjoyment from?

J – Absolutely right.

M – So, tell us your secrets!

J – Well, during my working life there are certain questions that I’ve asked myself, mainly when I felt dissatisfied.

P - Dissatisfied with yourself?

J - Let’s say dissatisfied with my life – professional and personal. And the answers have given me a new direction or objective.

M – So, what are the questions?

J – Obviously, early in my career the key questions were about money. For example, did I want more? And if the answer was yes, then I took steps to get it – either by persuading my boss that I was worth more or by moving on. First of all, money was a prime motivating factor for me.

P – So what was next in your hierarchy of needs?

J - Well, next and certainly on a par with money was recognition. Were others valuing me for my efforts? And, if the answer was no, then it was time to redress the balance so that I could get the esteem that I felt I deserved.

M- Therefore, If I follow your arguments, you’d put recognition as high as money?

J – Certainly. And after that came the whole area of responsibility. I needed more and more of a challenge. Not just for the sake of a challenge, but because I genuinely thrived on taking on additional responsibilities and making damn sure that things went right and carrying the can if they went wrong. Of course, with more responsibility came the need for more support. It goes without saying that these

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days winning teams are made up of a wide range of professionals with a wide mix of talents. In brief, that is what I went for. Responsibility with support.

P – Well, there is no doubt that you put together a winning team at Rubicon.

J – Yes, it certainly was. Undoubtedly the most talented group of individuals that I ever worked with. We shared the same philosophy both on the job and off it. And it worked like magic.

M – James, I’ve always thought that your time at Rubicon was the pinnacle of success. J – I’d go along with that. In fact, by the end of the Rubicon era I’d achieved most of

my ambitions. And what I needed was more time for outside interests. In passing, I should say that my wife, who has been a loyal supporter throughout and a rock of strength, thought that it was time for me to spend some time outside of professional meetings. And so, I started to get on with a whole range of interests – things I’ve always dabbled with but never quite managed to master, like a four iron, for example, or a good novel.

P – Was it hard for you to stop being at the center of power?

J – Not in the least. It was exactly what I wanted: more time for outside interests. Another thing I needed was longer vacations. In general, other guys take it for granted that you take two weeks out to recharge your batteries. Well, I guess my batteries had been recharging themselves fairly healthily up till then. However, needs change. I needed a break, vacations, time to evaluate the next step.

P – So, are we going to see James Lee Broadacre bowing gracefully out of public life? J – Not at all. As I said before, need change. And my philosophy has always been to

get the balance right. I’m now at the point where I’ve got the space I need to do things I want to do. In short, I’m totally satisfied with my life up to now.

2.Pam talks about herself

Well. I suppose what I’ve always worried about is the fact that I’m not very

scientific. In fact this goes right back to my earliest memories, childhood, school and after. I have a very strong visual imagination. I see ideas rather than thinking about them or feeling them. I’m definitely very much influenced by form, shape, colors those features rather than sounds. On a personal level I see myself as a bit excitable, a little oversensitive. When I watch myself on video, I seem very nervous. I know that the others in our group think of me as a bit impulsive, perhaps even extravagant. But I help to counterbalance the others….

Pam talks about Maggie

In some ways Maggie and I are complete opposites, although I have enormous respect for her opinions. I suppose what I admire most about her is that she is so steady and systematic. For example, If I work with her on a project, she’ll approach it in a totally systematic way, you know, step-by-step analysis. And, of course, it can’t be faulted. But I just don’t operate like that. If you ask me to describe her, I’d call her unimaginative. It’s not derogatory. It’s just her character. But I’m glad that we can see each other’s strengths and weaknesses.