Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 26;   June 28, 2006: Presenting to Persuade

Presenting to Persuade

by

Last updated: August 8, 2018

Successful, persuasive presentations involve a whole lot more than PowerPoint skills. What does it take to present persuasively, with power?

The video ended, Ginny clicked the window closed, and swiveled her chair to face Sid and Mort. Sid was staring at the screen, in awe of what he'd just seen — a master at work. Mort was gazing out the window, in thought.

Presenting to persuade"Now that presentation worked," Ginny said, "and it wasn't much different from ours."

Sid was puzzled. "Let's watch it again," he said. "I can't figure this out."

Mort returned from wherever he'd been. "I remember a presentation training from awhile back," he said. "This guy we just watched was following the same pattern they taught us. You remember, Ginny, you were there, I think."

"Right…a four-step framework, wasn't it?"

Between the two of them, Mort and Ginny reconstructed the four-step framework for presenting to persuade. Here it is:

Start with their pain
Begin by connecting the audience with the parts of their pain that you can address. This motivates them. It gives you credibility, because it proves that you've been there, too.
For example, if you're talking to a group about designing presentations, you could remind them how hard it is to achieve connection and credibility, especially when the audience doesn't really know you. You're showing them that you share their pain, and you're reminding them of the problem, too.
Feature your features
Too much emphasis
on features per se
is a common mistake
Once you've identified their pain, talk about the features of your solution, describing how those features address their pain. For extra punch, show how other solutions that lack those features might not address the pain as effectively. In other words, show how the features of your solution are both necessary and sufficient.
Feature your features, but take care to connect each one to the pain. Too much emphasis on features per se is such a common mistake that it has a name: feature-mongering.
Brag about benefits
Bragging can be hard for some of us, but people do tend to discount whatever presenters say. If you don't emphasize strengths (pre-discount) then after the discount, most of the audience will have an inaccurate picture of the value of the solution.
The benefits of the solution are direct benefits from the audience's point of view — not yours. Lower maintenance cost for future versions is not a direct benefit, but faster introduction of new capability and faster repair of design problems are direct benefits.
To find the underlying benefit of any feature, repeatedly ask yourself "So What?" When the answer to this series of questions stops changing, that answer is the end-user benefit. See "Deliver the Headline First," Point Lookout for May 3, 2006, for more.
Provide proof
Finally, give some proof that the benefits are attainable with your solution. Proof can be a demonstration, a survey, a prototype, measurements, customer endorsements, endorsements of authorities, whatever you think will work.

You'll attend many presentations over the next few months. Notice which ones have real impact, and notice which ones follow this framework. Does it work? Go to top Top  Next issue: Are You a Fender?  Next Issue

Terrific Technical Presentations!Are your presentations — technical or otherwise — all they could be? Audiences at technical presentations, more than most, are at risk of death by dullness. Spare your audiences! Captivate them. Learn how to create and deliver technical presentations with elegance, power and impact. Read Terrific Technical Presentations, a stand-alone Web site filled with tips and techniques for creating powerful performances. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Communication at Work:

Two raccoons passing a rumor alongResponding to Rumors
Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers, our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage they do.
LionManipulated Commitments
Manipulated or coerced commitment looks pretty good on paper, but it might not lead to dedicated action. When the truth is finally revealed, trouble can be unavoidable.
President George W. Bush of the United States and Crown Prince Abdullah of Saudi ArabiaSocial Transactions: We're Doing It My Way
We have choices about how we conduct social transactions — greetings, partings, opening doors, and so on. Some transactions require that we collaborate with others. In social transactions, how do we decide whose preferences rule?
The cockpit of an A340 Airbus airlinerThe Limits of Status Reports: II
We aren't completely free to specify the content or frequency of status reports from the people who write them. There are limits on both. Here's Part II of an exploration of those limits.
A review meetingReframing Revision Resentment: II
When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful.

See also Effective Communication at Work and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Domestic turkeys. The turkey has become known for lack of intelligence.Coming July 24: The Stupidity Attribution Error
In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
A happy dogAnd on July 31: More Things I've Learned Along the Way: IV
When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: Lessons in Leadership
On 14The Race to the South Pole: Lessons in Leadership December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.