Making Compelling Presentation Openers

Remember,for a presentation to be really compelling,it must appeal to the two types of minds we find in all audiences: left brainers (seeking facts, straight to the point) and right brainers (looking for creativity visionaries, seeking options). Our pressing need is to capture the audiences attention when it’s highest , this being at the start. Your cover slide must therefore have a title that captivates the attention of the audience immediately. How then does one find a starting title that appeals to both left and right brainers? Simple,use two titles or to be more precise, a title and a subtitle. Lets look at an example?
You are presenting a proposal on new sales promotion mechanics that would allow for more efficient results on these schemes. Your audience comprises Finance people (left brainers) Marketing people (right brainers) and Sales people. What would be a compelling opener for your cover slide?

Seamless, Successful and Profitable …A New Era in Sales Promotions.
A proposal for the implementation of a new Sales Promotions Framework.

The first title is the compelling statement that hooks the audience, particularly the right brainers. The subtitle provides the more regular statement in a language that also appeals to the left brainers in the audience. Something for everyone and so everyone is hooked.
Use the compelling opener approach to create added impact for your presentations ……!

Feedback as a communication tool

Remember, our last nugget dwelt on achieving intended results through effective communication. What then is feedback and what is the relevance of feedback to effective communication?
Feedback is the breakfast of champions, an essential communication element specifically concerned with the improvement of performance. As a communication tool, feedback repels the use of generalisations in communication and allows for specific examples of observed situations and behaviours only. Good feedback is never imposed, it is best when solicited for by the party requiring the information. Feedback therefore results in effective two-way communication when properly deployed.
The importance of feedback in building communication bridges cannot be over emphasized. Its objectivity and timeliness provides the opportunity to participate, reflect on learning and improve. Cultivate a feedback culture to make your communication style relevant and effective today……………………….

Communicating Effectively

Remember, it is not sufficient for an information to be heard and understood. The higher communication standard is when we set out to use communication in achieving intended results. It is only then are we certain, that we have communicated effectively. This approach informs the choices, styles and format that we use to achieve our intended goal. We become more sensitive to what precisely is required to win over our audience, using the appropriate words, tone, body language and expressions. .
In achieving effective communication results, there are four areas of emphasis:
1. Drive clarity and understanding by reducing the use of ‘Complex words’ rather, adopt a consistent use of ‘Simple’ words.
2. Adopt active listening skills and use open and closed questioning styles to promote mutual understanding.
3. Develop strong ‘non-verbal communication’ skills, to create an encouraging environment for open communication in all your sessions.
4. Use Feedback and Coaching communication styles to achieve performance enhancing results , in the required situations.
Dial up the results you get from your communication by practising these effective communication tools……Today!.
Next week, we will touch on Feedback as an essential Communication tool.

The Most Provocative Question in Leadership

Remember: Our ultimate strength as effective leaders can be measured in our ability to inspire our team.Inspiration distinguishes people transactions,from people relationships,builds a willingness ladder rather that of imposition and projects leader confidence and assurance. Building Inspiration creates a robust transition from managing and directing to leading and supporting.

Will people follow you if they did’nt have to? This remains the most provocative and critical leadership question that draws the line between the inspirational and the situational leader.While the direction of the situational leader effects a compliance and followership that maybe unwilling yet unavoidable,the inspirational leader displays a commitment that fosters relationships.
Steve Jobs illustrated this when he said: “Management is about persuading people to do things they dont want to do,while leadership is about inspiring people to do things they never thought they never thought they could”.

Leaders who go from good to great realize that direction may establish authority,but team inspiration builds winning relationships that delivers great results.

Drive your results by leading an inspired team today………………….

The Six Thinking Hats

Remember, last week we introduced the six thinking hats and shared with you the import of these on our ability to think through issues in six different ways , when we use the hats. What exactly are these colours and what do they represent:
The White hat drives discipline and direction and spurs the thinker into objectivity and clarity of information. White Hat thinkers look for the “underlying facts”
The Red hat provides a legitimization of feeling and emotion as a critical thinking tool. Red Hat thinkers use their “gut feel” as a key thinking aid.
The Black hat is a hat that specifically concerns itself with negative assessments, risks, faults and dangers. Black Hat thinkers are consistently checking for “what could go wrong?”
The Yellow hat is a positive and constructive hat that speculates and seeks opportunities. Yellow Hat thinkers are consistent in looking for the “positives in any situation”.
The Green hat that allows for creative thinking, growth and a provocation that takes away the usual thinking pattern. Green Hat thinkers are therefore conditioning themselves to “think outside the box”.
The Blue hat serves to organize the thinking processes ,monitoring and enforcing discipline to ensure that good process rules have been observed. Blue Hat thinkers are therefore “methodical” in their approach to issues.
By using all six different hats, a multi facetted thinking culture is established , providing a more robust basis for the generation of broad , rich solutions to the diverse challenges we come across in the workplace.

Problem Solving and Creative Thinking

Remember, the Yoruba proverb that says ‘okunrin meta’ invokes a concept of one person having the ability of three people. This concept is magnified in the principle behind De Bono’s six thinking and problem solving styles. In his model, a problem solver takes on the ability to be six people in one, by being able to think through a problem from six different thinking dimensions. These dimensions are characterized across six colour styles that symbolise the different attitudes that premise our individual problem solving and creativity.
Harnessing this tool gives one the capability to become a six person individual think tank, transforming your ability to analyse issues and create solutions from six different dimensions.
Next week, we will touch on what these colours are, and thereby providing you with insights as to what your own natural thinking style may be.
Look forward to receiving an immersion into a powerful tool that transforms you into an incredible thinker and powerful problem solver.

What is my Ethical Standard?


Remember……………..Lawrence Kohlberg’s 6 stages of Moral Reasoning are grouped into 3 levels: Stage 1 –Pre Conventional Morality, Stage 2 – Conventional Morality and Stage 3- Post Conventional Morality. Over the last two weeks, we looked at the 2 stages in level 1. Now we move into level 2,Conventional Morality. Unlike level 1 where ethical decisions are made due to fear of consequence or a relative benefit/consequence analysis, at level 2,ethical decisions are made due to a desire to conform to a societal definition of right or wrong. It is important to note that the need to conform to a societal standard becomes the incentive for the individual to adopt moral positions that are now based on right and wrong. While this may be based on the individuals innate sense of right or wrong, we still end up with an ethical decision due to this conformist desire. This is why this stage is known as the Good Boy/ Good Girl orientation. Next week, we will look at the second stage of level 2 Conventional Morality which is known as Law Order Orientation.

What is my Ethical Standard?

Remember: When our ethical actions are based on the relative impact of a consequence versus a gain, then we have entered the second stage of morality development; Instrumental Relativist Orientation.


At this stage, we consider our actions based on our assessment of the impact of the worst consequence, relative to the benefit of the unethical action .  Where the benefit is preferable, we will then make the unethical decision, because we have determined that the consequence is minor, relative to the benefit we will gain.


For example :. Bode is determined to attend Vivian’s birthday party and the only way he could achieve this, is to sneak out from school, which is a suspension offense. He weighs the benefit of going for a popular friend’s party on his social image, versus a possible consequence of being suspended if caught. Bode may yet end up going for the party, thereby making an unethical decision, because he sees the social benefit outweighing the suspension consequence.


Identify your moral development stage to ensure you are making the right ethical choices………….Today!


What is My Ethical Standard?

Remember: Our reaction to ethical dilemmas is primarily determined not by our sense of right or wrong, but where we are on Lawrence Kohlberg’s three levels of morality development. This week, we will examine the import of the first level;Pre- conventional Morality Development. At this level, we exhibit two reactions to any ethical dilemma. The first; stage 1, deals with the fear of consequence being the motive for an ethical decision, as opposed to a sense of right and wrong.

Let’s look at an example:

Kunle  is newly promoted into the treasury department. He now has access to the company safe. He is tempted to temporarily use some money from the safe to pay off an urgent loan. Kunle decides not to take the money, therefore presenting himself as a person with high morals? Not exactly.  Kunle has not taken the money due to the fear of being found out and the impact that would have on his career. This is the typical behaviour at  stage 1 of moral development.  Our actions at this stage look ethical, but our motives are not.  Look forward to our discussion on stage two, next week.

Avoiding Task Procastination

Remember: Procastination is the bane of Time Management. Ever had a task to do and you just don’t seem to know where to start from? Well, one reason why you may tremble at the thought of beginning such tasks is because you are looking at the task in its totality. When you break down such a seemingly huge task into small chunks however, it becomes easier to deal with mentally.

This is where the Five Minute Method comes in! How does it work? The next time you have a task to do that you’re dreading or can’t seem to find the time for, take five minutes at the end or beginning of the hour and get started on it.

The Five Minute Method is especially useful in curbing procrastination as it provides a definite time to get started on things you may have been putting off for long. This is effective both for simple chores like cleaning off your desk or setting up your planner for the next day and big tasks such as writing a proposal or planning your presentation.

What task have you been postponing till now? Apply the Five Minute Method to disintegrate that seemingly huge task… … …Today!