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Manage Yourself, Difficult Participants... / 205 participants worked hard and we made the best of a very difficult situation. On the third day of training, it was announced that Michelin would donate $1 million to the American Red Cross disaster relief fund, supply unlimited technical support to keep all rescue and recovery vehicles running, and donate a quarter of a million new tires to aid in the rescue and recovery efforts. At this, everyone in the room felt proud to be associated with Michelin. There was something that their company was doing that was concrete and tangible. It also helped us focus on the work at hand. I was surprised that the course evaluations were as good as they had always been. There was, however, one particular piece of feedback that I will always cherish: “A special note of ‘Thanks’ and a big ‘well done’ too for recognizing the impact of the bombings on Tuesday’s class and for having the professionalism and skills to not only salvage the course, but to make it worthwhile.” Master Presenters have the seasoned judgment to know when to recognize that there are circumstances that are affecting the participant’s ability to learn. They have also learned how to deal with these types of situations as sensitively and tactfully as possible. They also know when to ask for feedback from the group that will aid in making the best decision possible about if and how to proceed. At this point, you have developed a dynamic presentation, have done your homework so you know your audience, developed superior organization, and made your presentation memorable, actionable, and transferable. You have also practiced so much that you know your presentation cold. You have also mastered how to deal with yourself, difficult participants, and difficult situations. You are now miles ahead of most presenters. However, there is still one critical difference between you and the Master Presenters we have interviewed in this book. The Master Presenters we interviewed don’t stop here. They constantly engage in the process of total quality improvement, and that is the subject of our next strategy.
206 / THE SEVEN STRATEGIES OF MASTER PRESENTERS STRATEGY 7 Total Quality Improvement The future belongs to those who prepare for it. —Ralph Waldo Emerson It takes time to get [it] right. I don’t want it to look anything but accomplished and if I can’t make it look that way, then I’m not ready yet. —Fred Astaire The world’s best manufacturers have developed an excellent reputation based on Total Quality Improvement. Master Presenters have also developed their presentations and their reputations by using Total Quality Improvement. In this chapter you will learn how to take your presentations to the next level by maximizing the benefits from practice sessions and salient feedback. You will also learn how to develop the deep structure of your presentation and how to develop command (stage) presence—all of which are designed to lead the way to becoming a Master Presenter. 206
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Franklin Lakes, NJ
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Brad dedicates this book to his thr
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CONTENTS Foreword by Ted Corcoran,
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FOREWORD 7 Foreword / 7 Ninety-eigh
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PREFACE 9 Preface / 9 More than $6
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INTRODUCTION 11 Introduction / 11 P
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Introduction / 13 pitchman on telev
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Introduction / 15 Just as astronome
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Introduction / 17 4. Caring 5. Dyna
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Introduction / 19 Strategies of Mas
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Introduction / 21 the superman or s
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Introduction / 23 how they got to b
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Introduction / 25 How Master Presen
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Introduction / 27 8. How effective
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Know Thy Audience / 29 It was, afte
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If so, what did you learn? What are
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Know Thy Audience / 33 When using t
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Know Thy Audience / 35 Brad found t
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Know Thy Audience / 37 library—li
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2. The Experience Level of the Audi
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Know Thy Audience / 41 said that it
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Know Thy Audience / 43 the group an
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Know Thy Audience / 45 was receivin
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Prepare Outstanding Content / 47 ST
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Prepare Outstanding Content / 49 Li
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Prepare Outstanding Content / 51 It
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Prepare Outstanding Content / 57 of
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Simulations Prepare Outstanding Con
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Prepare Outstanding Content / 77 wi
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Prepare Outstanding Content / 81 Pr
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Use Superior Organization / 83 1. A
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Use Superior Organization / 85 mill
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Use Superior Organization / 87 now:
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Use Superior Organization / 89 Figu
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Step 2: Develop Goals and Objective
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Use Superior Organization / 93 Tran
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6 Types of Transitions Use Superior
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Use Superior Organization / 97 have
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Use Superior Organization / 99 well
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Use Superior Organization / 101 spe
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Use Superior Organization / 103 Ed
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Develop Dynamic Delivery / 105 STRA
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Develop Dynamic Delivery / 107 2. U
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Develop Dynamic Delivery / 109 reme
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Develop Dynamic Delivery / 111 4. A
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Develop Dynamic Delivery / 113 this
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Develop Dynamic Delivery / 115 For
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Develop Dynamic Delivery / 117 fran
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Develop Dynamic Delivery / 119 have
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Develop Dynamic Delivery / 121 8. U
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Develop Dynamic Delivery / 123 it.
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Develop Dynamic Delivery / 125 You
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Develop Dynamic Delivery / 127 how
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Develop Dynamic Delivery / 129 both
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EXERCISE 4-9 Develop Dynamic Delive
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Develop Dynamic Delivery / 133 cred
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Develop Dynamic Delivery / 135 You
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Make It Memorable, Actionable, and
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EXERCISE 5-2 Make It Memorable, Act
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The Power of Lifelong Learning / 25
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The Power of Lifelong Learning / 25
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The Who’s Who of Master Presenter
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References / 265 Dawson, Roger. Sec
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References / 267 Safire, William an
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1. 2. 3. 4. The Master Negotiator
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1. 2. 3. 4. The Master Negotiator
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Checklists / 273 _____ Cables and w
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CHAPTER NOTES 275 Chapter Notes / 2
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Chapter Notes / 277 9. Kotter, John
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Chapter Notes / 279 13. Broad, Mary
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action plan, developing, 163 action
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Hanson, Mark Victor, 22, 91 Harris,
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Slight Edge Technique, 14, 23 SMART
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McRae and Brooks Seminars: Helping
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