Presenting To Win: The Art of Telling Your Story by Jerry Weissman

Amazon link: Presenting to Win: The Art of Telling Your Story, Updated and Expanded Edition

See notes on presentations and The Power Presenter

Named by FORTUNE Magazine as a "Must-Read" "Jerry Weissman makes the challenge of producing and delivering effective presentations delightfully simple. Read it and benefit!" Tim Koogle, Founding CEO, Yahoo!

"A great read for all of us who have ever struggled with any aspect of our public speaking skills. Presenting to Win contains the same timeless techniques that helped me [18] years ago." Jeff Raikes, former President, Microsoft Business Division, Microsoft Corporation, and CEO, Bill and Melinda Gates Foundation

"Jerry is The Man when it comes to making great pitches. If your pitch doesn't get a whole lot better after reading this book, something is wrong with you." Guy Kawasaki, Managing Director and Chairman, Garage Technology Ventures, and bestselling author of The Art of the Start

"Presenting to Win is the shortest path to applause for any presenter. It will be your bible for the PowerPoint Age. It's loaded with easy actions and real examples that really work. I've used them. I know." Scott Cook, Founder, Intuit

Thirty million presentations will be given today. Millions will fail. Millions more will be received with yawns. A rare few will establish the most profound connection, in which presenter and audience understand each other perfectly!discover common ground! and, together, decide to act.

In this fully updated edition, Jerry Weissman, the world's #1 presentation consultant, shows how to connect with even the toughest, most high-level audiences … and move them to action!

He teaches presenters of all kinds how to dump those PowerPoint templates once and for all and tell compelling stories that focus on what's in it for the audience.

Weissman's techniques have proven themselves with billions of dollars on the line. Thousands of his elite clients have already mastered them.

Now it's your turn! What you must do to tell your story

• Focus before Flow: identifying your real goals and message
• The power of the WIIFY: What's In It For You. Staying focused on what your audience really wants
• Capture your audience in 90 seconds! and never let go! Opening Gambits and compelling linkages
• Master the art of online Web conferencing: Connecting with your invisible audience
• From brainstorming through delivery: Crafting the Power Presentation, one step at a time

• Contents of Presenting To Win: The Art of Telling Your Story by Jerry Weissman
  • Foreword to the Updated and Expanded Edition
  • Preface: What's Past Is Prologue
  • Introduction: The Wizard of Aaahs
    • The Mission-Critical Presentation
    • The Art of Telling Your Story
    • A New Approach to Presentations
    • The Psychological Sell
    • Company Examples: Cisco Systems * Microsoft
  • Chapter One: You and Your Audience
    • The Problem with Presentations
    • The Power Presentation'
    • Persuasion: Getting from Point A to Point B
    • Audience Advocacy
    • Getting Aha!s
    • Company Examples: Network Appliance * Luminous Networks
  • Chapter Two: The Power of the WIIFY
    • What's In It For You?
    • WIIFY Triggers
    • The Danger of the Wrong "You"
    • Company Examples: Brooktree * Netflix * Luminous Networks
  • Chapter Three: Getting Creative: The Expansive Art of Brainstorming
    • The Data Dump
    • Managing the Brainstorm: The Framework Form
    • Brainstorming: Doing the Data Dump Productively'
    • Focus Before Flow
    • Company Example: Adobe Systems
  • Chapter Four: Finding Your Flow
    • The 16 Flow Structures
    • Which Flow Structure Should You Choose?
    • Guidelines for Selecting a Flow Structure
    • The Value of Flow Structures
    • The Four Critical Questions
    • Company Examples: Intel * Cisco Systems * BioSurface Technology * Tanox * Cyrix * Compaq Computer * ONI Systems * Epimmune
  • Chapter Five: Capturing Your Audience Immediately
    • Seven Classic Opening Gambits
    • Compound Opening Gambits
    • Linking to Point B
    • Tell 'em What You're Gonna Tell 'em'
    • 90 Seconds to Launch
    • Winning Over the Toughest Crowd
    • Company Examples: Intuit Software * DigitalThink * Mercer * Management Consulting . Cisco Systems * Yahoo! * Macromedia * Argus Insurance * Thera Tech * Microsoft * Network Appliance' * Cyrix * ONI Systems * Laurel Elementary School
  • Chapter Six: Communicating Visually
    • The Proper Role of Graphics
    • Presenter Focus
    • Less Is More'
    • Perception Psychology
    • Graphic Design Elements
    • Company Example: Microsoft
  • Chapter Seven: Making the Text Talk
    • Bullets Versus Sentences
    • Wordwrap
    • Crafting the Effective Bullet Slide
    • Minimize Eye Sweeps with Parallelism
    • Using the Build'
    • Bullet Levels
    • Verbal Style
    • Visual Style
    • Text Guidelines
  • Chapter Eight: Making the Numbers Sing
    • The Power of Numeric Graphics
    • Bar Charts
    • Pie Charts
    • Typography in Numeric Graphics
    • The Hockey Stick Subtle?
    • Yes, But …
  • Chapter Nine: Using Graphics to Help Your Story Flow
    • The 35,000-Foot Overview
    • Graphic Continuity Techniques.
    • Presenter Focus Revisited
    • Graphics and the 35,000-Foot View
    • Company Examples: Modex Therapeutics * Intel
  • Chapter Ten: Bringing Your Story to Life
    • Verbalization: The Special Technique
    • Spaced Learning
    • Internal Linkages
    • Internal Linkages in Action
    • Verbiage
    • Company Example: Central Point Software
  • Chapter Eleven: Customizing Your Presentation
    • The Power of Customization
    • The Illusion of the First Time
    • External Linkages
    • Gathering Material for Customization
    • External Linkages in Action
    • Company Examples: Elevation Partners * Cisco Systems
  • Chapter Twelve: Animating Your Graphics
    • How Versus Why and Wherefore
    • Perception Psychology
    • Cinematic Techniques
    • Microsoft PowerPoint 2003 and 2007
    • Animation Options
    • Animation and the Presenter
    • Company Example: Microsoft PowerPoint
  • Chapter Thirteen: The Virtual Presentation
    • Anytime, Anyplace, Anyone
    • How the Virtual Presentation Works
    • Preparing for Your Virtual Presentation
    • Connecting with Your Invisible Audience
    • Creating a Winning Virtual Presentation
    • The Future of the Virtual Presentation
    • Company Examples: Microsoft Office Live Meeting. * Cisco Systems WebEx
  • Chapter Fourteen: Pitching in the Majors
    • End with the Beginning in Mind
    • It All Starts with Your Story.
    • Practice, Practice, Practice
    • Every Audience, Every Time
    • Company Example: Microsoft
  • Appendix A Tools of the Trade
  • Appendix B Presentation Checklists

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



“It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

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