Show Time! by Elizabeth P. Tierney

Author:Elizabeth P. Tierney
Language: eng
Format: epub
Publisher: Oak Tree Press

Once you have asked and received answers to the questions listed in Chapter 5, it is time to collect the data that you will need for the talk itself to make your point or points clearly, accurately and convincingly. It may require interviewing, researching or analyzing. And, rest assured, you will accumulate more information than you need. Unfortunately having gathered that precious data, some speakers are reluctant to let go, so they include all of it in the finished product. The result is information overload, or ‘waffle.’ Instead, with the precise subject and purpose in mind, sift through the material you have, eliminating what may be tangential or charming but irrelevant for your objective.

Select only what establishes the context and supports your arguments for the position you are espousing. If you have material on the construction of the Omaha plant, the subject, and you have data on the one in Nashville, be brave and file the Nashville information for a future talk.

How you initially organize your thoughts is up to you. Some people make lists of bullet points or write random notions. Others prefer to make an outline. Still others write headings and group relevant ideas under each one. Putting your thoughts together for a talk is the same as organizing your ideas for a written report; so select whatever method works well for you. What is important is that you go through the process and create a preliminary structure.

Remember you are constrained by the necessity of relying on your verbal clarity. There is no next paragraph or appendix for the reader to read, or to reread for that matter. You are also constrained by the time you have to discuss your subject. Look at your material and prepare a draft, selecting only what keeps you on target.

Having asked all the preparatory questions, you should have a good idea about the audience’s level of knowledge about your topic as well as their frame of reference, so decide what technical terms you need to use or define and how much background is essential. Suppose you plan to discuss the results of a recent safety audit. If your preliminary questioning establishes that your audience already knows about the audit, you may only want to devote a few sentences to the rationale for the audit and description of the auditors. You can focus on the findings and the subsequent implications or recommendations.

Of course, it is more difficult to gauge what is essential to include in a talk when you have a diverse group coming from different departments or backgrounds. What may be old hat to financial people may be new to those in R&D or vice versa. Their perspectives on issues may be varied; seek a balance that meets the needs of both groups. Sometimes the best way is to acknowledge orally the degree of diversity. This could be as simple as, “Although most of you are familiar with, some of you may not, so let me clarify ….”

You know what the subject is and why you are talking about it.

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