Some recent examples of Saunders-McDermott Consulting training programs undertaken on behalf of local government and government clients

1. OUR RECENT TRAINING
WORKSHOPS

2. MML Stakeholder Engagement &
Communications Strategy

3. Key Objectives
• To engage stakeholders to:
- build support for the Project
- build credibility for the two Councils
- generate confidence among the general community in the
Project
• To ensure relevant information is provided to the community - in a
timely, accurate, constructive manner so they can make informed and
logical decisions
• To ensure Local, State and Federal Government support - for the
Project
• To ensure appropriate processes are in place - to effectively manage
and streamline stakeholder engagement activities within Project Team

4. Supporting Objectives
• To reassure the community their issues are being taken into account - and
resolved where possible and practicable
• To ensure use of consistent messages - by all members of the Project Team
• To achieve a balance between the broader benefits of the MML Project
for the whole Central Coast community - and the concerns and issues of
affected Valley residents
• To position the MML Project in the wider context of WaterPlan 2050 - and
the general water issues on the Central Coast
• To help keep the Project on time and to budget - by achieving effective
stakeholder engagement and communications

5. Supporting Objectives (cont)
• To manage expectations of all stakeholders - involved in the Project
• To ensure honesty and integrity in what is said/ provided - to the
community and all other stakeholders
• To ensure appropriate processes are in place - to enable stakeholder
engagement activities to be effectively documented, understood, followed
through by Project Team
• To reduce multiple handling of stakeholder engagement activities - to
ensure timely and consistent outcomes
• To measure and evaluate the success of this strategy - by tracking
stakeholder attitudes and behaviour over time
• To ensure this strategy is adaptive - to meet ongoing needs and changes as
the Project progresses

6. Top Line Key Messages
• Pipeline route corridor decided for 8 of 9 Sectors - physical location of pipeline may
vary to allow for on-ground features that may need to be avoided
• Project Team continuing to work with all affected landholders - to resolve
outstanding issues wherever possible and practicable.
• Need to achieve a balance between landholder, community, environmental,
constructability, cost impacts - important to get this balance right
• MML key element of WaterPlan 2050 - the long-term strategy for Central Coast’s
water supply system adopted in August 2007 after extensive consultation to help
drought proof the region for next 45 years
• Total dam storage levels for Central Coast are only at about 29% - pipeline still very
much needed despite recent rains
• Delivering MML is a complex task - must be done right to ensure maximum benefits
and minimal impacts for all concerned

7. Optimising Our Consultation
Performance

8. It’s Not Just What You Say
• When you begin your community consultation,
you can make or break your credibility - and that
of the Project Team & two Councils in less than 30
seconds
Role of Non-Verbal Communications
• Audiences judge/interpret messages using
different criteria*:
- 7% based on the words
- 55% non-verbal communication
- 38% speaker’s vocal quality (pitch,
volume and variation
* UCLA Study - Professor Albert Mehrabian

9. Body Language/Tone & Pitch of Your Voice
• Be animated and enthusiastic - sit/stand without
being tense
• Look forward and show vitality - but don’t be
calculated about it
• Your hands control pitch, tone and speed of your
voice - feel free to use them as normal in a way
that you’re comfortable with
• Gestures underline your key words - and can
illustrate pauses in your delivery but use them
minimally to add emphasis

10. Using Non-Verbal Communications to Your Advantage
• Dress expectations vary depending on who you are - people expect you
to conform to stereotypes associated with your role, if you surprise them
you add a new dimension for them to judge
• Show you are interested in talking through eye contact, smiles, gestures -
within 10 seconds it’s either going to be working for or against you
• Always adopt a positive outlook - remember to be friendly, calm,
collected at all times
• Be firm, objective, credible - don’t be intimidated by stakeholders, try to
build rapport and empathy where appropriate
• Don’t lose your temper or get agitated - no matter how much may be
baited

11. Your Role in the Consultation Process
• YOU are the message - you personify the two
Councils, Project Team and project as a whole
• Believability = honesty = trustworthy
• Help protect/build the reputation - of the
two Council’s and project as a whole
• Help build community’s trust - in two
Councils and Project Team
• Effectively implement the MML Stakeholder
Engagement Strategy - read it, understand it,
fulfill your specific tasks/objectives

12. Your Role in the Consultation Process
• Know what you want to say, how to say it -
use simple language, clear key messages
• Convey your passion - know your stuff, deliver
consistent key messages
• Project your personality and voice - be
likeable and persuasive
• Be very practiced - be yourself, present the
agreed key messages not your own views
• ‘Sell’ your message - remember YOU are the
message

13. Effectively Dealing With Questions
• Every stakeholder question is an opportunity - to deliver
a key message
• Use ‘stand-alone’ statements - supported by background
facts and figures
• Tight ‘single-thought’ responses are best - so people can
understand and remember what you said, keep it simple
?
and consistent
• Never respond to hearsay or rumour - stick to the facts
and agreed key messages
• There’s no such thing as ‘off the record’ - everything you
say is perceived as Council policy

14. What’s at Risk if We Get it Wrong?
•
•
•
•
Councils’ long-term reputation and credibility
Blow out in Project timeframes and budgets
Continuing fractious relationships with impacted landowners
Loss of general Yarramalong Valley support
X
• Loss of general Central Coast community support
• Negative/critical media coverage
• Concerns/criticism/lack of support among elected Councillors, local MPs
What Are the Benefits of Getting it Right?
•
•
•
Increased likelihood of meeting project timeframes and budgets
Smoother approvals process
Easier easement acquisition
√
• Less challenging construction phase (from a community interaction perspective)
• Support from general Central Coast community, impacted landowners (even if it’s
grudging acceptance at best)
• Support among elected Councillors, local MPs, media, other stakeholders

15. Some Tools For Improving Your
Performance

16. Key Message Delivery:
• Keep it simple - don’t try to deliver too many at one time
• Use supporting documents - to help provide additional facts/figures
• Deliver them in an appropriate manner - learn to style-flex to suit your
audience
• Avoid technical jargon or ‘Council’ speak - can lead to confusion and/or
misinformation
• Ensure you only use the agreed key messages - same words and phrases
every time, reiteration is not repetition

17. When & How to Share Information
• Draft documents are NOT for public consumption - only when they’re
approved by PCG and/or Councils should they be shared
• Some documents will always be ‘commercial in confidence’ (therefore NOT
for public consumption) - this classification will be decided by PCG, Project
Director and/or Councils
• Final documents must be publicly shared on an equitable basis - not given
to just some stakeholders
• Project Director/PCG will decide when documents are to be shared - not
stakeholders who’ve requested them within a certain timeframe
• Information provided by stakeholders must NOT be shared with other
people (outside of the Project Team) - breaches their privacy, undermines
their trust in Project Team

18. What to Say When You Don’t Know
If you should know:
• Apologise for not having the required detail to hand (take question on
notice)
• Formally record request in an appropriate manner
• Work with stakeholder engagement team to co-ordinate a response
• Do not agree to a requested timeframe for a response (it may take longer to
find the required information)
If you shouldn’t know/are not authorised to comment:
• Never bluff, guess or speculate
• Explain you’re not an expert in a particular area/specific process
• Formally record the request in an appropriate manner,
• Work with stakeholder engagement team to co-ordinate a response

19. Building Rapport & Empathy
• Consultation is not just about listening - it’s about gathering, sharing and
responding to information (creating a two-way process)
• If you’re too empathetic - you risk creating expectations the Project Team/
Councils may not be able to fulfill
• If you create too much rapport - you may put yourself in a difficult position
when decisions are made which stakeholders may not agree with
• The key is to create a win:win situation by:
- Taking on board, listening to, acknowledging information stakeholders
want to share
- Providing stakeholders with the information they need to make an
informed decision about how they will behave/think/respond

20. How to Deal Equitably with All Stakeholders
• Do not favour one stakeholder over another - you may visit or talk to
some stakeholders more often but you must treat them all with the same
degree of respect, integrity and courtesy
• Do not provide information to some stakeholders and not others -
everyone should have the chance to access/view the same information,
it’s up to them if they read it or not
• By providing some stakeholders with information and not others - you
risk giving people more perceived power, a louder voice than others
• If you’re seen as being unduly influenced by one stakeholder over
another - you risk undermining the credibility/integrity of the Project Team
and two Councils

21. Issues Management
• Efficient recording and sharing of information is vital - data cannot be
accessed if it’s only in your head, make sure its recorded in TRIM and
Consultation Manager, adhere to the protocols/processes for dealing with
issues
• If you’re concerned about something tell someone - don’t wait until it
becomes an issue, the sooner it’s highlighted, the quicker it can be dealt
with especially if it can have a significant impact on the Project
• Provide as much detail as possible - we rely on people in the field to
provide an accurate record of the behaviour, attitude, response of
stakeholders and if these are changing/progressing/deteriorating
• We’re currently developing an MML Issues Management Kit - will include
record of contact sheet for use in the field and constantly updated Key
Messages, Q&As etc

22. Political Challenges
• Council elections - tend to bring out ‘electioneering’ antics
• Stakeholders lobbying local MPs/Councillors - can generate third party
queries
• Ongoing issues between Councils and NSW State Government -
increases risk of Project getting caught in cross fire (Tillegra Dam, Central
Coast Water Authority)
• Provision of Federal Government Funding for the Project - means MML
remains firmly on the national political radar
• Required approval/ongoing liaison with Government agencies – means
MML remains firmly on the State political radar

23. Protocols & Processes
Correspondence, Media, Government,
Land Access

24. Role of Stakeholder Engagement Team
• We can provide expert stakeholder engagement and communications
advice/ help - to make your lives easier
• Because we write for a living - we can Plain English your technical, legal,
statutory documents and position information in the most positive,
effective manner to achieve the desired stakeholder engagement
outcomes
• We understand what makes people tick - we are experienced in helping
change people’s attitudes and behaviour, we will work with you to
produce effective responses (verbal and written) to stakeholder
enquiries/to engage stakeholders
• We can anticipate likely stakeholder questions - and help develop the
right key messages to achieve our agreed stakeholder engagement and
communications objectives

25. Role of Stakeholder Engagement Team (cont)
• We’re the guardians of ensuring all project documents are consistent -
from a design and content consistency perspective
• Because we’re former journalists - we can effectively manage and
leverage the media
• We have more than 5 years experience in water issues on the Central
Coast - so have good insights into the broader ‘water picture’
• We have specific State/Federal Government relations experience - so
can provide expert guidance during the approvals and liaison process
• Because we’ve worked for the two Councils for more than 5 years - we
understand their unique processes and protocols, we also know the latest
Council policies and decisions

26. Wyong Shire Council Half Day
Media Training Slides

27. Managing The Media
Media Skills Coaching Workshop

28. So What Do You Know Already?
• How did the media get in touch with you?
• What was the objective of the interviews you’ve done
to date?
• What did you tell the media during these interviews?
• How did you prepare for these interviews?
• Who did you go to for help before these interviews?
• Did you meet the media’s deadlines for these
interviews?
• How did these media interviews go?

29. Lets Start With the Basics

30. Did You Know?
When you begin your media
interview, you can make or break
your credibility and that of WSC in
less than 30 seconds

31. Did You Know?
It’s not just what you say…
but how you say it.

32. Did You Know?
• Audiences judge/interpret messages using different
criteria:
- 7% based on the words
- 55% non-verbal communication
- 38% speaker’s vocal quality (pitch,
volume and variation
UCLA Study – Professor Albert Mehrabian

33. Your First Port of Call

34. WSC Communications Team
• Central point of contact for the media
• Can help you prepare
• Understand how the media operates
• Have many years of experience
• Know the individual journalists
• Can anticipate the likely questions
• Can develop the right key messages
• Know the political environment
• Know the latest council policies and decisions

35. What You Need to Do

36. Think Before You Speak
• Read the newspapers/listen to local radio - to
know what WSC is saying to gain some context
for your interview
• Don’t just talk to the media because they ask
you - think about whether you’re the right
person to comment
• Don’t commit to doing an interview – until
you’ve spoken to the Communications Team
• Make sure you’re as fully informed as possible -
on the topic you’re being interviewed about

37. Think Before You Speak
• Remember you’re representing WSC - in everything
you say and do
• Be believable - if you want people to perceive you as
honest and trustworthy
• Convey your passion - about the subject you’re
commenting on
• Know your stuff - by ensuring you’re fully informed
and have read/understood all of the available
background data

38. What You Need to Do

39. Know What You’re Going to Say
• Deliver consistent messages - or risk being
misunderstood/misquoted
• Meet the media’s deadlines - failing to turn
up/ring the media back is fatal
• Present WSC’s views - not your own
• Aim is to build WSC’s reputation/credibility - as
well as increase the community’s trust in WSC as
a professional, committed local government
organisation
And remember during the
interview you personify WSC

40. Know What You’re Going To Say
• Use simple language - in particular clear
key messages, examples that will resonate with the
community
• Project your personality - as well as your voice and
passion for what you are talking about
• Be likeable - as well as persuasive and professional
at all times
• ‘Sell’ your message - you must do this for both
proactive and reactive stories

41. And Remember…
The consequences of what you
say – a ripple of controversy
started by you could end up being
a tidal wave for WSC

42. The Rules of Engagement:
What to Say & How to Say It

43. How Will You Know You’re Prepared?
• Be clear what you’re being interviewed about - and why ,
make sure you’re the right person for he job
• Read all supporting media releases - as well as FAQs, Council
meeting minutes etc
• Spend time preparing - with the WSC Communications Team
and on your own
• If you’re unsure - ask those burning Qs of the WSC
Communications Team
• If you’re still uncomfortable - tell the WSC Communications
Team why as early as possible

44. What Key Messages Should You Use?
• Work with the WSC Communications Team - to identify
the right key messages
• These may have already been prepared - and included
in a supporting media release
• If not talk to the team and work together to agree
what you should say - and understand why
• Review what questions you may be asked - and test
whether your key messages answer these questions

45. Key Message Development
Exercise

46. What’s Your Interview Strategy?
• You need an interview strategy: a
credible methodology for effectively
responding to difficult questions and
communicating your key messages

47. What’s Your Interview Strategy?
The media is looking for
a good story
Make It a win-
win encounter:
CONFLICT! a good story
that benefits you
You want to get your
message across

48. What’s Your Interview Strategy?
Pursue your Don’t just
Be prepared ‘survive’ the
own agenda
interview
Talk in Don’t be Never repeat
audience intimidated by negatives
benefit terms interviewer

49. Dealing with Difficult Media
Questions

50. How Should You Handle Questions?
• See every question as an opportunity - to deliver
WSC’s key messages
• View each question as an invitation - not a threat
• Broaden the questions out - most media tend to ask
very specific questions
• Acknowledge the question - to help establish your
credibility, reduce the risk of you appearing to be
hiding something, the community’s trust in WSC
being eroded

51. Handling Difficult Questions
Exercise

52. Tools to Help You Perform Well
as a Media Spokesperson

53. How Do You Get Back on Track?
• Use specific techniques to get back on track -
when you get put under pressure, asked
questions you’re not able to answer
• These are simple expressions to enable you to
change tack - and get back to where you want to
be
• They allow you to take control - of the interview
and the questions you’re being asked

54. So What Are Transition Statements?
‘But the key point here
is…’
‘yet on the other
hand…’

55. So What Are Transition Statements?
‘let me just remind
you…’
‘but let’s just look at
the facts…’

56. So What Are Transition Statements?
‘the real issue however
is the question of…’
‘on the contrary, I
would say…’

57. So What Are Transition Statements?
‘despite your
comments, the facts
remain…’
‘in reply, I would point
out…’

58. How Do You Get Your Point Across?
• You need to keep reiterating - your key messages
• Don’t assume by stating your key messages once -
they’ll be printed or broadcast
• Reiteration is not repetition - it’s about making your
point in a variety of different ways
• It’s up to you to sell your message - the media have
their own agenda
• And remember don’t try and deliver more than 3 key
messages – during an interview

59. How Do You Avoid Red Herrings?
• Never fall for ‘Red Herring’ questions - these are
anything that’s not relevant to the interview
• Side-step them - and ‘transition’ the interview back
to your key messages/your agenda
• Keep the interview ‘on track’ - by remaining focused
and concentrating on your interview strategy

60. Why Use Stand-Alone Statements?
• You need to speak in ‘stand-alone’ statements -
don’t just give responses to questions!
• Your statements must ‘stand’ on their own - so
they’re easier for the media to edit/use
• A 30-second reply is often too long - that’s why
tight ‘single-thought’ responses are best
• Aim for the quick ‘7 second grab - every time

61. And Remember…
• Never repeat negatives
• Never respond to hearsay or rumour
• Avoid industry/technical jargon
• When you don’t know and shouldn’t know – say so,
don’t bluff
• When you don’t know and should know - commit to
getting the information to them as a follow-up action
• Remember there is no such thing as ‘off the record’ -
if you say it, they’ll run it

62. So How Does it All Work Together?
Question/Invitation
Acknowledge/Answe
r CREDIBLE
LINK
Topic Transition
Message Reiteration

63. How You Know if You’ve Done Well?
Remember: a successful interview
is when you have said what you
wanted to say – many times over!

64. Dealing with Different Types
of Media

65. Different Media Types - Radio
• Face-to-face or down-the-line
• Enunciate/diction - be understood
• Use bullet-pointed key messages - no more than 3
per interview
• Keep your answers succinct - tight thought
responses, stand alone statements
• Avoid making aural distractions
• Most interviews will be minutes in length
• Radio interviews are all about informative, newsy
‘grabs’

66. Different Media Types- Newspapers
 Face-to-face or down-the-line
 Use bullet-pointed key messages - no more
than 3 per interview
 Think about your quotes - what will they ‘look
like in print’
 Plan for the headline you want - avoid the
headline you don’t want
 Remember print interviews can be much
longer - and more tricky

67. Different Media Types- Newspapers
 Print media means there’s a permanent record of what
you said - for everyone to see
 Use other tools to help put your input in context -
such as media releases, background briefing by WSC
Communication Team
 If you can’t answer their questions or don’t have the
information to hand – get the WSC Communications
Team to follow up after the interview
 Talk to the WSC Communications Team about photos -
if you think it would help put the story in context

68. Summary

69. Presentation Skills Workshop
Your Trainer Today:
Janet Saunders

70. What today is all about….
To change how you feel about presenting
To dissolve those fears you may have about
interacting with your audience
To provide you with a strategy to achieve a
win-win situation

71. Lets Start With How You
Influence People

72. So lets get started….
When you begin your presentation,
you can make or break your credibility
and that of the Project / RTA in less
than 30 seconds

73. The reason for this is…..
It’s not just what you say, but how
you say it…..

74. How your audience will respond….
• Audiences judge/interpret messages using different
criteria:*
- 7% based on the words
- 55% non-verbal communication
- 38% speaker’s vocal quality (pitch,
volume and variation
* UCLA Study – Professor Albert Mehrabian

75. How your audience processes information...
• Audiences receive / process information in different
ways:
- some prefer ‘visual’ – such as pictures and
diagrams
- some prefer ‘words’ – such as letters, websites,
newspaper articles
- some prefer ‘verbal’ – such as presentations at
meetings, during 1-on-1 briefings
- some prefer a mixture of all three
• It all depends on their ‘personality profile’

76. So how do you shape up?....(1)
Do you:
• Look like fish out of water
• Are robotic, corporate and scripted
• Fail to ‘connect’ with the audience
• Move in a stiff, wooden manner
• Present intellectually, not emotionally
• Lack passion and humanity
Then maybe you are a mediocre speaker!

77. So how do you shape up?....(2)
Do you:
• Know the content, inside out
• Earnestly acknowledge questions
• Use your key messages to answer questions
• Use simple words and memorable phrases
• Tell interesting and relevant anecdotes
• Speak naturally and passionately
Then maybe you are a good speaker, or….

78. So how do you shape up?....(3)
Do you do all of those things naturally as well
as:
• Convey your passion
• Know your stuff
Are you:
• Very practiced
• Act yourself
If so then you are truly a great speaker!

79. How to share information – your role! (1)
• During your presentation you personify the Project / RTA
• It’s also vital that you are believable - which will translate into
honesty and trustworthiness
• You must also be yourself – be an original
• Know what you want to say – and how to say it, use simple language
• Project your personality – and voice
• Be likeable - and persuasive, ‘sell’ your message
Remember YOU are the message

80. How to share information – your role! (2)
It’s vital:
• You deliver consistent messages
• Provide information that resonates with the audience - or
they’ll fill the information vacuum themselves
• Present the RTA’s views - not your own
• You’re focused on building the Project / RTA’s reputation,
as well as
• Building the audience’s trust in the Project / RTA

81. Simulated Presentation 1

82. Preparation Is The Key

83. Understand why you’re presenting…..
Work with your Community Liaison Advisers
to understand:
• What’s the objective of the presentation?
• What are the current attitudes / likely reaction of the
audience?
• How do you want to change these and why?
• Is the first time you have presented to this audience?
• If not, what has changed since you last presented to this
audience?

84. Know what you want to say….
Work with your Community Liaison Advisers to:
• Select your key messages - choose 3 as a maximum
• Ensure they are clear and easy to understand – ensure they
will resonate with the audience
• Anticipate the ‘worst’ possible questions - the audience are
likely to ask
• Ensure your key messages are able to answer these questions
- effectively, honestly and succinctly

85. Key Message Development
Anticipating Questions

86. The Rules of Engagement:
What to Say & How to Say It

87. Knowing if you’re ready…..
• You’ve agreed to give the presentation
• You know your key messages
• You understand the audience
• You’ve anticipated the likely questions
• You’ve worked out your answers
• You’ve rehearsed your key messages
• You’re dressed for the part
• You’re ready!

88. Your presentation strategy….
• You need a credible
methodology for effectively
responding to difficult questions
and communicating your key
messages

89. Overcoming a fundamental conflict….
The audience wants to
hear the key messages
they desire
Your role is to
deliver a ‘win-
CONFLICT! win’ encounter
for everyone
You want to get
across the Project /
RTA’s agreed key
messages

90. Ensuring you take control….
Pursue your Don’t just
Be prepared ‘survive’ the
own agenda
presentation
Talk in Don’t be Never repeat
audience intimidated by negatives
benefit terms the audience

91. Dealing with questions….(1)
• Every question is an opportunity - to deliver the
Project / RTA’s key messages
• View each question as an invitation - not a threat
• Most ‘difficult’ stakeholder questions are quite
specific – try to broaden the content of your response
if you can’t provide a detailed answer

92. Dealing with questions….(2)
• To be credible - you must acknowledge the question
first
• Otherwise you will come across as avoiding the
question
• People who avoid questions look as if they’re hiding
something
• This risks eroding the community’s trust in the
Project / RTA

93. Transitioning out of difficulties….(1)
• You need a technique to get you back on your track –
back to your agenda
• The best way is to use simple expressions that enable
you to change tack – to get you back to where you
want to be
• This type of transitioning allows you to take
directional control – of your presentation and Q&A
session

94. Transitioning out of difficulties….(2)
‘But the key point here
is…’
‘yet on the other hand…’

95. Transitioning out of difficulties….(3)
‘let me just remind
you…’
‘but let’s just look at the
facts…’

96. Transitioning out of difficulties….(4)
‘the real issue however
is the question of…’
‘on the contrary, I would
say…’

97. Transitioning out of difficulties….(5)
‘despite your comments,
the facts remain…’
‘in reply, I would point
out…’

98. Why you need to reiterate....
• Reiteration is not repetition
• Reiteration is making your point - in a variety of
different ways
• Don’t assume by stating your key messages once
they’ll be heard – or understood
• Remember, reiteration is not repetition

99. Making your presentation work….(1)
Question/Invitation
Acknowledge/Answer
CREDIBLE
LINK
Topic Transition
Message Reiteration

100. Making your presentation work…(2)
A successful presentation is when
you’ve said what you wanted to
say – many times over!

101. Why you must avoid ‘Red Herrings’….
• Ensure you never fall for ‘Red Herring’ questions
• These are anything that’s not relevant to your
presentation - or the Project
• You can side-step these and ‘transition’ your
presentation / Q&A session - back to your key messages
• This will ensure your presentation / Q&A session
remains ‘on track’

102. Importance of ‘Stand-Alone’ statements’….
• Try to speak in ‘stand-alone’ statements
• Be careful not to waffle - when responding to questions
• Where possible provide ‘statements’ that can be easily
remember
• Remember a 30-second reply is often too long
• Focus on responding with tight ‘single-thought’ answer and
phrases

103. How to deal with negatives….
• Never repeat negatives
• Never respond to hearsay or rumour
• Avoid industry/technical jargon
• When you don’t know, say so - don’t try to bluff
• Remember there’s no such thing as ‘off the record’

104. The Rules of Engagement:
How to Project

105. Effective impression management….(1)
• First impressions are always right
• Dress expectations vary - depending on who you are
and what your perceived role is
• People expect you to conform to the stereotypes -
associated with your role and title
• If you surprise an audience – you’ll be adding a new
dimension for them to judge you by

106. Effective impression management….(2)
• Non-verbal communication is critical
• By achieving effective impression management - you’ll
give yourself an advantage
• That’s why you must show you are interested in
talking to people - through you eye contact, smiles and
gestures
• Within 10 seconds – you’ll know if it’s going to work
for or against you

107. Leveraging your body language….(1)
• Be animated and enthusiastic – which means standing or
sitting without being tense
• Look forward, show vitality - but don’t be calculated about
it
• Your hands control pitch and tone – as
well as the speed of your voice
• Gestures underline your key words – they can also help
illustrate pauses in your delivery
• But use them minimally - to add emphasis
• If you need to, practice in front of the mirror!

108. Leveraging your body language….(2)
• Shaky nerves can be a problem
• Some people fear speaking more than dying!
• Nerves can be controlled with practice – and a positive mindset
• Preparation can overcome a lack of confidence
• Be confident – maintain good eye contact, have a strong voice
with resounding tones
• Be sincere - smile, have your palms open and facing upwards
• Show enthusiasm and interest – through your tone of voice, by
leaning your head forward, by the way you stand

109. Dealing with the unexpected….
• Challenges you may face include:
- technology not working
- difficult stakeholders such as the media turn-up
- audience is more hostile than expected
- audience is much smaller an anticipated
• Important to remain calm no matter what happens
• Demonstrate your leadership skills - and take charge of the
situation
• Remember to keep your audience fully informed – as to what is
happening
• Never let things get out of control

110. Ensuring you have a positive attitude….(1)
• Always adopt a positive outlook
• Be friendly – as well as calm and collected
• Be firm and forceful – as well as objective and credible
• Don’t be intimidated by the audience –
or the environment /atmosphere
• Never lose your temper - or get agitated
• Never say ‘I can’t comment/answer that’

111. Ensuring you have a positive attitude….(2)
• It’s okay to feel empathy - but not to the
point of appearing weak or under pressure
• Demonstrating leadership is not
aggressive – it’s assertive
• Don’t be afraid to remind people that
personal attacks on you – are not
acceptable
• Always be courteous – but not to the point
where people are able to bully or intimidate you

112. Working with your colleagues….
• If you have to work as a ‘tag team’-
ensure you have an effective partnership plan
• Agree your specific roles – prior to
commencing your presentation
• Agree beforehand - who’s going to answer
which questions
• Ensure you have a Plan B - for handling the
unexpected

113. All That’s Left is One
Final Check

114. If you’re ready, you will….
• Know your presentation • Remember not to bluff
• Know your facts • Ensure you take control
• Be focused on the agreed • Ensure you don’t miss opportunities
objectives to reiterate your key messages
• Understand the audience • Challenge untruths
• Have identified your key • Avoid buzzwords
messages • Be concise
• Remember that If you don’t • Be yourself
know – say so • Avoid personal opinion
• Have anticipated the questions • Avoid emotional responses
• Rehearsed your presentation • Handle the unexpected, AND
• Look the part • Assume you’re the star, because you
• Be ready to turn negatives into ARE!
positives

115. Your Questions
Answered

116. Simulated Presentations
2&3