Page 163 - How To Sell Yourself

162 How to Sell Yourself
• Vagueness.
• Disorganization.
• Unclear objectives.
• Lack of sensitivity to the needs and wants of the group.
• Running over time.
Implicit in the list is the harsh fact that the person up front must know what he or she is doing and do it well. So make your presentation with warmth, authority, and assurance.
Do it efficiently and effectively.
Do it on behalf of the audience and be responsive to its needs and interests.
This isn’t said to intimidate or frighten the newcomer, but to emphasize the need for competence in the speaking skills talked about throughout this book.
Cockiness is no less doomed to failure than a publicly dis- played inferiority complex. You have a responsibility to your au- dience to know how to do your job well and to be responsive to the people present.
If I had to select the two items that destroy most meetings, I’d choose dull presiders and lack of sensitivity to the needs and wants of the group.
Content—real meat, not watery gruel—is the substance of your presentation. The virtues of a good presentation include:
• Solid information.
• Reliable data.
• Logical organization.
• Plain language.
• Sharply etched conclusions and recommendations.
• Examples relevant to the group’s experience.
• Clear direction and purpose.
• An opportunity for the group to question and discuss
what’s been said.
• A chance for the group to get something of value for
itself.
Skill and style—the way you present yourself and your ideas— is no less important than what you have to say. The way you speak,