5 Proven Steps of Giving Presentations
Whether it is a formal presentation to a large audience or an informal briefing, knowing your audience is vital to your presentation preparation and helps you to relate it to them. Here are a few steps to making the actual presentation.1. Remember to use examples from everyday life or from past events to make your point quickly understandable. These examples will immediately strike an accord with your audience and hence getting their attention. But do not let examples overshadow your presentation.2. Do not forget, your audience may have come from different walks of life. Each of them has different interests and different levels of understanding on your topic. Strive to address the needs of the entire audience, not just a select few.3. Learn to ascertain audience responses that show whether and how much they like your presentation. Make mid course corrections to the tone of your presentation if necessary. At certain point in time you can engage them, tell a joke, or ask a question to lift their moods or get their attention back.4. Extemporaneous presentation goes a long way to make it interesting as this obviously eliminates the 'report reading style' and gives your presentation a natural touch. This "facade" exudes a sense of confidence and credibility with the audience. You can use note cards if necessary, so that you do not forget them.5. Using Body Language Effectively. Make eye contact with members of the audience. Make gestures like hand waving, nodding and voice. Using body language in this way helps to break the monotony of a possibly long speech.

Values-Based Leadership Has Huge Pay-Offs
"Baldwin occasionally stumbles over the truth, but he always hastily picks himself up and hurries on as if nothing had happened." — Winston Churchill, English statesman and prime ministerA number of studies that have shown over the years that companies with "high standards of ethical behavior," "shared values," or who are "socially conscious" have much higher than average performance. That's because when a team or organization identifies and lives its core values:• There's a sharp focal point and context for culture change or renewal.• They shape organization structure, define the use of power, and determine the degree of participation, shared leadership, or autonomy of teams.• Teams are strengthened and collaboration is improved. James Kouzes and Barry Posner found, "leaders who establish cooperative relationships inspire commitment and are considered competent. Their credibility is enhanced by building community through common purpose and by championing shared values. In contrast, competitive and independent leaders are seen as both obstructive and ineffective."• Managers are less likely to contradict each other and confuse people in their organizations. Management teams can "sing from the same sheet of music" in caring for the organization's context and focusing everyone on the improvements that really matter.• Everyone makes more consistent choices according to a shared hierarchy of values.• There’s a deeper source of spirit and passion renewal to draw from during continual change and constant improvement.• People feel less helpless and more hopeful, even if the organization has been having performance problems. They feel they can better predict and influence what happens to them, their teams, and the organization.• People spend less time playing political games and guessing what the "real reasons" are for management's actions. Everyone knows what to expect from each other and what behavior is and isn't acceptable.• Trust, toleration, and forgiveness levels increase.• Morale, pride, and team identity is enhanced.• People in the organization are either excited or repelled by the alignment with their own principles and beliefs. They reinforce the values by supporting them or leaving.• Hiring, promotion, reward and recognition, performance management, measurement and feedback, and skill development decisions and priorities are much clearer and more consistent.• Customers, suppliers, and other external partners know what to expect.• Rules and policies can be reduced and changed to treat people as responsible adults.Well-grounded, shared values that are alive and thriving in teams and organizations can do all of the above and more. Now here's the big BUT — most organizations, management teams, and managers have a major gulf between what they say and what they do. Since they confuse their aspired behavior with their actual behavior, they don't recognize their own rhetoric-reality gulf. Sometimes they point to the declining work ethic as a reason for the inconsistent behavior on their team or in their organization.But that is often a cop-out. The desire for doing meaningful work, being part of a winning team, and making a difference in our jobs has been on a steady incre

How To Find General Operating Grants
How to Find General Operating FundsGeneral operating money is certainly one of the more difficult categories of funding to secure, mostly because it’s a lot less appealing to the funder. Let’s face it, paying rent is not nearly as sexy as helping people fulfill their potential as human beings. However, there are unrestricted grants out there, if you know where to look.My first suggestion would be to look at your current list of donors: they are always your best prospect list for future gifts. Look for those that have been consistent givers with whom you have built a relationship, who have a deep confidence in your programs already. Supporters who have granted your requests regularly and easily in the past may have the ability to give more if asked. Some of these supporters may already give general operating gifts; others may need a bit of gentle convincing. Do your homework and review their giving guidelines before making your request.Secondly, you should always write operating costs into program grants when possible. Most foundations understand that extra programming leads to increased indirect costs (e.g. electricity, rent, computer use, etc) and expect to see this line in the budget. Depending on the funder, you may write anywhere from 2%-20% of indirect costs into a program budget.Thirdly, if you don’t already have a larger fundraising plan, now is the time to make one. Funding your organization with grants alone is very risky because their funding comes and goes with the whims of the economy. In the stock market slump between 2001-2003, many foundations cut back or eliminated grant gifts altogether. A good fundraising plan should be diversified and incorporate income from corporations, individuals, and income-generating projects as much as possible, as these funds are unrestricted.Finally, if all else fails and you are still looking to grants for these funds, there are indeed foundations that grant such requests. They are limited in number, and the competition is stiff, so it’s a good idea to start with those in your local area. A few examples:Sobrato Family Foundation: http://www.sobrato.com/foundationShubert Foundation: http://www.shubertfoundation.org/JP Morgan Chase: Meet the Composer Grant :http://www.meetthecomposer.org/programs/jpmorganchase.htm

Is Your Vision for Your Business Built on Bedrock or Sand?
Have you ever wondered why some business owners seem so calm and steady, while others are in a constant state of worry and panic?Surprisingly, the difference between these two scenarios has nothing to do with the operation of the business-it is the vision of the owner.Your vision for your business provides the foundation for its success, or failure.Without a strong vision, your business will be buffeted by the winds and storms of life, and end up either precariously perched, or crashing down.So, how can vision have such a profound effect on the success or failure of a business?And what is a vision, anyway?Working with small business owners over the last ten years, I have watched numerous businesses crash like the proverbial house built on sand.A small percentage of these businesses have grown into successful, thriving enterprises.Why?What is the secret to a successful business?The successful business owners I have worked with over the years had widely different backgrounds, education, and temperaments.In fact, they did not, as a group, seem any different than the much larger group of struggling business owners.But over time, I began to spot the one difference that was the key to their success.They had a vision for their business, and everything they did was in line with that vision.For some, it was simple. "What do you do?" I would ask."I sell metal." or "I just grow trees." they would answer.Many times, their vision was encapsulated in just a few words.But their vision did not falter, and their strong sense of who and what they were seeped into every aspect of their business.Struggling business owners, on the other hand, always seem to lack a strong sense of purpose.In fact, they would often complain over and over again about how they just didn't know what they were doing."I'm just trying to get through the day." they said.The first step to a successful business is your vision.You must spend some time with yourself, figuring out what you truly want out of life.Your vision must be in line with your personal needs, and you must focus your business vision to meet those needs.If your daily business activities do not mesh with who you are and what you want, you will constantly be struggling within yourself.You will lack purpose, and that lack of purpose will invade your business like an infestation of termites in your home.You don't have to have a complicated vision, just one that is in line with who you are.In fact, the more complicated you make things, the less likely you will succeed.Clarifying your vision is like building your foundation on bedrock.When you know what you want, your sense of purpose and sense of self provides exactly what your business needs to succeed.Your vision is the bedrock to the strong, successful business you were meant to own.

Job Interviews - Will Practice Help?
Like any skill set, interviewing takes practice to be successful. Many professionals feel that their work experience and skills will speak for themselves in an interview, this is false. The experience and skills on a resume will get a person short listed, but the interview is a means of selling yourself to a potential employer in-person. We have seen numerous interviews end quickly when the candidate can not answer questions clearly, can not provide examples from previous work experience and talk about his/her resume. The premise behind being successful in the interview is being prepared.What is the most common type of interview?Behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. Behavioral interviewing is usually 55% predictive of future past job behavior, while traditional interviewing is only 10% predictive. Behavioral-based interviewing provides a more objective set of facts to make employment decisions than other interviewing methods. Traditional or “open ended” interview questions ask you general questions such as "Tell me about yourself." The process of behavioral interviewing is much more probing and works very differently.Employers use the behavioral interview technique to evaluate a candidate's experiences and behaviors so they can determine the applicant's potential for success and best fit. The interviewer identifies job-related knowledge, skills and abilities that the company has decided are desirable in a particular position. For example, some of the common competencies include:* Problem solving* Communication and Interpersonal skills* Team Building* Decision Making* Leadership* Organization* Technical or job related skillsThe employer then structures specific questions aimed at determining if the candidate possesses the desired characteristics. Questions (often not even framed as a question) typically start out: "Tell us about a time..." or "Describe a time ..." Many employers use a rating system or checklist to evaluate selected criteria during the interview.It's difficult to prepare for a behavior-based interview because of the huge number and variety of possible behavioral questions you might be asked. The best way to prepare yourself with a small arsenal of example stories that can be adapted to many behavioral questions.Use examples from internships, education, projects, activities, team participation, community service, hobbies and work experience etc. Remember the interview is a time for you to mention all your special accomplishments/milestones, whether personal or professional. Also, wherever possible, quantify your results. Numbers always impress employers.Remember that many behavioral questions try to get at how you responded to negative situations; you'll need to have examples of negative experiences ready, but try to choose negative experiences that you made the best of or -- better yet, those that had positive outcomes.To cram for a behavioral interview right before an interview can be difficult and stressful. Take time to review your resume, practice with a friend or family member, and seek professional help such as coaching or on-line courses (provided by HR in Motion). Practice

Getting Below The Truth Line
Let’s suppose your prospect says, “The price is too high.” Is that really what she or he means, thinks or feels? How about, “I need to think this decision over?” Are they really saying they need to think it over, or is there something more going on beneath the surface? How about, “I want to talk with some additional suppliers before I make my decision?”All of these comments, as well as many others, have one thing in common. They are statements that the prospect makes that may not be either the truth or a reflection of what is really going on in the prospect’s mind.Thousands of sales will be lost today because salespeople accept and believe these statements as truth. Maybe they are and then again maybe they aren’t. How do you know?You must learn to get beneath the truth line in every conversation or sales presentation. You must learn how to bring the real issues, questions or concerns to the surface so you can address them. If you don’t, you will not be dealing with the real objections or resistance that can cause yet another blown sale.Traditional sales training asks you to use a variety of clever techniques to ‘overcome’ these objections or sales resistance. I would rather you change your paradigm and see these statements and others like them not as sales objections, but unanswered questions or concerns in the deep recesses of the prospect’s mind.Let’s go back to the previous three examples. What is the prospect really asking or what could they be thinking when she or he says the price is too high? – Why should I pay so much? Can I afford it. I don’t have good enough credit to buy it. Can I get it cheaper somewhere else? If I pay this much, will it satisfy my needs or problems? You haven’t convinced me it is worth what you are asking me to pay.How about the second one, “I need to think it over”? What could he or she be really asking or saying? – I don’t have the authority to make the decision myself. Should I get someone else involved in this decision? What if I buy it and it doesn’t work, how will I look to my boss, customers, etc.?And, the last one, “I need to shop around.” What could they be saying or really asking or thinking? – It’s your turn. See if you can come up with your own answers.A technique I have used for years when I am getting information that I am not convinced is the truth or is just a cover for something else is, “In addition to that (whatever he or she told me), is there anything else that could get in the way of our doing business together now?The rationale for this question is: 1) I am not challenging their opinion, view or statement. 2) I am accepting whatever they are saying (not necessarily agreeing with them, but accepting the words for the time being) 3. I am positioning myself to determine what else might be going on (below the truth line) that might stand in our way. Notice I put a trial close at the end of the question rather than just asking the question.The purpose for this technique is to send the message to the prospect or customer – give me everything you have now that will prevent us from doing business together. (Remember, the information you don’t get early in the sales process can hurt you later in the sales process.) I still have to successfully deal with al