Hey, Robin. I'd like to say hi to everybody, but everybody comes in at one time. Let me see. Hi. Jodi, how you doing? Hey, Stacy. Robert, Julio, Margaret, Ashley. Hey, Edward, Samantha, Katie, Catherine, Maria, Brianna. Thanks for joining. Sandra, Jenny, Brandy. Amy, welcome. Hey, Candace and Ruthie. Of course, Matt. Hey, Heather, Maria, Andrea. I got to give it all to you, Robin. It's okay, Robert, as long as you're getting some good information. Make sure you all, in the chat, do a quick introduction. Where are you representing? If you don't mind, location. Could be your role. Aloha, Amy. Love that. Everyone. Welcome. Thank you so much for coming. Let's make sure everyone has their microphone muted. I so appreciate you all spending this next hour with me. My name is Darren. I serve as an Executive Coach, Senior Leadership Consultant with FranklinCovey, and excited to take you through this session today. Everyone is putting where they're representing in the chat. Again, I so appreciate you all being here. As we go through our time, this will be rapid-fire. Here's the thing. I want you to get a lot out of our time, thinking differently about how we give presentations. There might be one or two nuggets that you'll be able to take, not just for yourself. If you lead other folks, some of you are coming to really get the nugget to improve your presence and presentations, and some of you might be evaluating what this experience can be like in your organization. Nevertheless, number one, thank you for being here. Give me some hearts, give me some celebrations, all of that. I love to put that energy out to you all for this next hour. Ways to engage. There is a lot of us on the chat. It's over 100 so far. I always love to hear perspectives, but I know we have to move pretty quickly, so we're going to engage in the chat pretty heavily. If there's any questions, reactions that you're having to some of the concepts, feel free to drop that in the chat. Okay? Presenting for Impact. We have that subtitle, Inspire Your Audience to Action. This is all about how do we present information clearly, connect with your audience, and move them to action. Okay? Some of you are familiar with FranklinCovey, and some of you are newer to it. Whether you are new or you've partnered with us before, love to always give an overview as to who we are, what we represent, and the work that we do. When we think about the world at large, we all have access to the same data, technology, and management systems. Right? The tools that once differentiated companies are widely available and also is replicated as well. When strategies fail, it's not because of the plan or the technology. It is the human capability. We make the magic happen when it comes down to the results. That is where FranklinCovey really comes in, giving strategy the human edge. Over the last 40 years, we invested a lot in research and development, in thinking about the best ways for individuals, teams, and organizations to achieve greatness in however they choose to define it. We've impacted a lot of lives, and I'm grateful to have you all be a part of my journey as well. Where we sit. Our goal is to drive impact at scale across organizations. There's a lot of learning libraries that support scale. Great. There's consulting organizations that create high impact and strategy. Amazing. Where we sit is right in the best of both worlds. Driving a high impact at scale with unique solutions that differentiate us, but also being seen as a performance partner. How do we do that? Here's a quick snapshot. We drive performance and leader capability, developing high-trust cultures and execution excellence. What you see at the bottom of the slide are just different outcomes that we've been able to achieve with some of our partners. If you're ever curious about any other examples or evidence, we are more than happy to provide that to you. All right? Presenting for Impact. What's important about all of this, right? Every presentation is a moment. A moment where something is either won or it's lost. Sometimes that's about a decision, a deal, getting alignment on a priority. When these moments miss the mark, it's not because our thinking is wrong. It might be because the message didn't land. Presenting for Impact is designed to close that gap. Even when we think about being in the age of AI, it's our human insight that's going to bring the context and relevance to drive meaningful action. Common challenges that we hear about presentations. You might identify with one or more of these, where sometimes presentations feel like information dumps. Have you ever been in that meeting and you wonder, why are we here? What's the goal? What are the takeaways? I know I have. Andrea, you put your thumbs up. Yeah. We all know we're talented people, right? Even talented people struggle to show up confidently when the stakes are high. One or more of these might resonate with you or even your teams, and that is where our conversation really comes into play. My goal is to give you a flexible, repeatable process, develop, design, and deliver, that's going to work for any presentation. This allows for organizational impact to be real, faster decisions, stronger alignment, and also presenting in a way where you show up with strong credibility in the eyes of others. It gives your ideas the credibility that it deserves, okay? This is going to be relevant no matter if you present at work. From frontline contributors all the way up to senior leaders, we want to turn everyday presentations into a tool for clarity, connection, and most importantly, results. There's different feelings and emotions that come up when people know that they have to give a presentation. It's a range of them. I'm going to show you a few moving images, some GIFs. I want you to think about which image resonates with you the most when you think about when you have to give a presentation. All right? Some of you may feel like A. Okay? Maybe you feel like B. Some of you might feel like C. Some of you may feel like D. I want you to drop in the chat, which image resonates with you the most when you think about-- I see a lot of Bs. A, for sure. I will admit, I do this for a living, you all, every day, and sometimes I'm like A. I may be B, once it gets going. When a question comes, I'm like C. Depending upon the energy of the room, it can be like D. Yeah. Here's the thing. We know that presentations can be a common source of stress and anxiety. It brings up all kinds of feelings. Let's say all of those get to exist, right? This is the human side of the work that we do. Sometimes the feelings can be reflective of a mindset that makes us more nervous than what we need to be. Some of these statements might resonate with you. That you might forget your points. Some people feel as though, "I'm not a presenter. I'm not a natural presenter," or, "I don't know where to start." All of these different thoughts get in the way of us strengthening our effectiveness in how we show up in these moments, and I want to address some of these in this quick hour that we're going to be with each other. Our overall goal, to build your skills and confidence so that you can deliver engaging presentations that will inspire your audience to action. If this is Presenting for Impact, when we think about the word presentation, we may have different concepts as to what that is. We might be aligned. I want you to drop in the chat, what is a word that you would use to define presentation? It doesn't have to be a polished definition. It could be words by association. Thanks, Amy. Inform. Mm-hmm. Raise the opportunity. Exchange. Dialogue. Deliver. Sharing. Delivery of a speech. Love it. A lot of communication. All right. All of you are in the same family. No one is wrong. As you see the different perspectives, if I say, "Go improve your presentation," you might be thinking about it in different ways. All right? I want to offer a definition that's going to ground our time. As you read it, I want you to think about, how does it challenge how you see a presentation in the first place? The way we want to define it. A presentation is a story about the value of your idea, product, or service. Okay? I'm going to draw a line in the chat, and I want you to think about, how does this definition challenge how you think about presentations? Just put that thought in the chat. How does it shift your thinking? Yeah, getting aligned. Ooh, someone put a new squirrel Karen. Not about me. Mm-hmm. Makes it more interesting. Yes, Kimberly, more approachable. I always say, people love a good story. Have you ever been on the edge of your seat when someone was telling a story and you're like, "Wait, what happened? What did they say? What's next? What do you need me to do?" Right? People are locked in when they hear a really good story. Yeah. Our job as presenters is to help people change the way they look at things, and thus their attitudes and behavior. Between information and action is a mindset shift. Mark, I would love to hear what you have to say, but for the sake of time, if you can drop your question or thought in the chat, that'll be really, really great. Okay. Between information and action is a mindset shift. Right. As we think about this, there's two fundamental principles that I want you to consider as you're giving future presentations here, and that is clarity and connection. This is going to underlie all effective communication, and that's whether you're sending an email, you're leading a meeting, or giving a presentation. When these things are imbalanced, there's going to have implications to the effectiveness and the outcomes of your presentation. If you don't have connection or clarity, then we lose our audience. They're confused and disengaged. If you have clarity without connection, we can inform them, but they might understand the content, but they won't care about it. Okay. If you have connection but not clarity, then we amuse the audience. They'll leave without the understanding and the information that would get them to do what you need them to do. All right. The last piece, which is where we want to inspire, we bring high clarity, strong connection. The audience understands the message, they feel something about it, and they're compelled to act. That is where we start to change how people think so that they can make the choice to do whatever it is we're asking them to do. Okay. With those principles of clarity and connection in mind, I'll take you to the three-step process. Develop is about the story. We develop a powerful story, then we design the experience using clear, appealing visuals that support the message, and then we deliver in an authentic and an engaging way. Each part of this process have different practices, okay? I want to talk to you about them a little more as we go through our time. To make this very practical, I want you to think about a topic that you have coming up. Just use any topic for the sake of our time. Like someone used a topic before, in a quick session where they wanted to convince their spouse to let them go to a concert. That's what they used for our time. I want you to think about just something in mind that you can use to ground the framework and use some of the concepts. Okay. You're going to see in some of the slides where it says Presentation Planner. You don't have a Presentation Planner. That's kind of reserved if we were together in a full day or multi-day session. I want you to think about whatever topic that you're working on to be manageable in scope. Okay. Let's jump right into the first part of the framework. Develop your story. Okay. We start developing a story before we open any presentation software. A lot of people go straight to outlining or just dropping. Anybody does that, just open a PowerPoint and just start typing in it? Does anybody do that? Give me a thumbs up or a heart if you do that when you're developing presentations. I know I am guilty. The thing is, it's efficient, but here's the key piece. We want to think about effectiveness. Prioritize effectiveness over efficiency. Keep that in mind as we're going through our time. When we start dropping content in the slides, that comes from a limiting mindset. By limiting, I don't mean bad or wrong, but it's going to impact the effectiveness of the presentation. My presentation is the information I need to share. It's a common but limiting mindset. Remember, what is our job as presenters? To help people change the way they look at things, thus their attitudes and behavior. We need to shift our mindset that allow us to do that. My presentation is a story my audience wants to hear. Right in the chat, I want you to think about what impact does this mindset shift have on how you see a presentation already? Quick thought in the chat. Go ahead. What do you notice in this shift? Yes, Heather. Focus on the audience. When we think about the presentation, we center ourselves. These are the points that I want to make. This is what I want everybody to know. That's not wrong, but when we start to center the audience, now we're going to start to prioritize what's the most relevant information that's going to resonate with the audience. Why a story? All right. Walking through key points is an agenda. It's not a presentation, right? We want to invite them to care. I'll tell you a story about this. All right. Right in the chat, I want you to think about how much would you pay for this felt mouse? Put a number in there. Little felt mouse. You see the size of it. $5, $3. Okay. Okay. Let me tell you the story about this mouse. This was a part of a Significant Objects project, and that was an experiment to measure the power of stories. This mouse was purchased for $0.50, and then they relisted it for sale with a story about how the mouse brings good luck. After they relisted it, the mouse sold for $62 after that. Okay. That's 124 times the original cost, you all. When they did that with more items, they sold $129 worth of thrift store items for more than $3,600. All right. Why do you think that happened? Why did that happen? Yes, Heather. Meaning, right? Someone mentioned, I love this phrase. Brandy, you said, "Sold the story, not the product." Right? It probably wasn't even selling the story, it was sharing the story, and then the product sold itself. That's the key piece there. Okay. If we think about stories, we've been telling stories since the beginning of time, right? We all have gotten stories from we were little kids about passing down legacies, right, memories to continue. Stories got us excited, empowered, inspired, right, as we're going through phases in life. We want to think about how can we use stories to make our ideas more valuable and compelling. That's where the three practices really come into play. Let's dive into practice one, make your audience the main character. Okay. What do we mean by this? In every story, there's a character that wants something, but something is in their way. Okay. I want you to imagine your audience as your main character, and we're going to ask ourselves three simple but powerful questions. What do they want more than anything as it relates to your topic? What are the barriers in their way? Barriers could be people, mindsets, resources, all right, competing priorities. How will your message help them overcome it? The first two questions help you understand your audience's challenge or goal. The third question is intended to help you position your message so it resonates with your audience. Thinking through some of these questions, that helps us shift our thinking from what you want to say to what your audience needs to hear. If we're able to do this is going to build empathy, right? Like we care. Relevance and also that connection. Once we think about those three questions, we also want to consider what do you want your audience to do, know, and feel as a result of their time that they're spending with you? As we think about do, knowing, feel, think about the future state. All right. At the end of the time, what do you want them to do differently? What action are you looking for them to take? For them to take that action, what information do they need to know about it, and how do you want them to feel? What emotion do you want to inspire? This trio here is simple but powerful. This will be your compass to guide the design, the development, and delivery. Knowing and feeling together create the mindset shift to get people to doing. Okay. Once we think about the future, we then think about the current. Okay. What are they currently doing? What do they currently know about the topic? How do they currently feel? What I want you to do, I want you to take this next minute. It's a quick-fire stream of consciousness. Think about your topic in mind, I want you to consider these three questions. What do they want more than anything? What's in their way? How will your message help them overcome it? Also, what do you want them to do, know, and feel from a future state and current state? Okay. I'm going to give you one minute of quick-fire reflection there. One more minute. All right. It's okay if you don't have it all written out. Giving you the framework for you to go back and start to apply this, okay? Let's go to practice 2, set the stakes. This is where we think about what's in it for the audience. Why should they listen to your message? How can you help them? For an example, give you a scenario. I want you to imagine you're presenting a new initiative to your leadership team and asking them for resources for the initiative. Okay? Those leaders, we want to position them as the main character of your story. Your purpose is helping them with their goal or challenge. We want to get clear on the purpose of your presentation with a story synopsis. Here's a format. What we're saying is our presentation will help whoever the audience is with whatever challenge or goal that they have with whatever solution that you're suggesting. Okay? Without this synopsis, we might go into the presentation thinking our goal is to demonstrate how much we need the additional resources. When someone comes to you and say, "Hey, Robin, I need some money for this program." We don't have it. It's immediately a no. Anything that costs money. Here's a piece that we want to consider is, if I give you this, what's in it for the organization, the team, for our results? Everybody wants to understand the WIIFM. What's that stand for? Heather, I saw you mouth it. What's in it for me? For sure. Here's a piece. I want you to think about this sentence as your promise to your audience. We want to design it in a way that it shows that we understand their needs and what you can offer them. Once we get clear on that, we want to structure the journey. There's many ways to structure the body of your presentation. Here are some suggestions. Okay? Three big ideas is the most popular one, and the examples I'm going to show you is going to be reflective of more so of that piece of it. I find that a lot of people combine different structures. All right? Think about this as like this is the big story arc, and then there's going to be little stories that I'm going to give you some insight on as well. Okay? The three big ideas is beginner friendly and is very flexible as well. Also we remember things in threes. Okay? When we have our structure, the next part of this is a brainstorming. All right? What's the value of brainstorming when it comes down to your presentation? Just put a quick thought in the chat. We have a lot. New ideas. It makes me think how we get our best ideas after the presentation. Anybody notice that? Our best ideas. Once we click in, we're like, "Oh, you know what? I wish I would've said this." What brainstorming allows us to do is expunge our brain from all the clutter. The noise. That we're documenting it, so that at the end, we're not like, "Oh, this would've been a better point." The other thing is it is non-judgmental. We're not evaluating the points. The brainstorm is really just expunging all of the thoughts. I want you to consider two different processes here in your brainstorm, and this is reflective of the three big ideas, is that we're brainstorming all of our key points. I'm just going to show you this just for a FYI. Okay? List of ideas. You don't have the presentation plan, but think about brainstorming every idea that is in support of your message. We're not saying what is the best idea or even the least effective idea. We just are honoring the fact that the idea exists. Okay? I want you to write whatever sheet of paper you have, brainstorm. Non-judgmental, non-evaluative. We're just taking stock of all of the data that we have. Anything that's in support of your story synopsis. From that big list, we want to see whatever the commonalities are amongst those ideas, and that is where the three buckets really come into play. Okay. That's something I want you to put an asterisk next to and come back to that so that we know if we're using three big ideas, brainstorm first. Brainstorm everything out, look for themes and commonalities. Okay. All right. Once you have three big ideas, we structure them in a state, support, and signal. Okay. Where stating is really about what is the point that you're trying to make, right. That's in a brief sentence. The support, evidence, data, stories, anecdotes. I'll talk about how you include that in a second. The signal is letting your audience know that you're about to transition to the next point. Let's say, for example, if I have a key piece, I may say, "Now that I've laid out the vision for this plan, now let's get into the budget." All right. What that allows people to do, because people are very much writers. They take bullets. They also circle and then do lines. It gives people the space to be able to do that, okay. And visualize their notes and their thinking. I mentioned the journey, right. There's the overall arc. In any journey, there's little stops on the way. This is where storytelling come, we get deeper in it within the overall arc. Smaller stories such as personal experiences, it could be examples and anecdotes. I'm going to show you a video from a storytelling expert of the importance of this, and I want you to start to think about how does this help you think about how you might elevate your presentations and integrate storytelling. Okay. Hmm. I am often hired by companies because they need a story to tell, and one of my favorite stories is about this scientist named John. John and four other scientists were going to a conference to give talks and get leads to sell their products. They hired me to help them. John's company sells 18 different specialized tubes, so customers can pick the one they need, and it's ready to go right away. It costs more, but it's much less of a hassle. His competition all manufacture one tube that needs to be retrofitted for different purposes. John goes into the conference, he doesn't present any data about any product or why it's the best around. Instead, he talks about grocery shopping. He explains how each member of his family has wildly different requests. Every Saturday morning, he makes a totally ridiculous shopping list and trudges to the store. The worst part, he says, is the apples. His family can't agree on apples. His daughter wants Fun Delicious. His son wants Cosmic Crisp. His wife always needs four to six different types of apples based upon what she's making. He has to bring a Sharpie and label all the plastic bags. It takes him 15 minutes just to get the apples. He tells that story on stage. He tells the audience, "Our company is like me. I believe my family deserves all the apples, so I'm willing to spend the time to make sure they get exactly what they want. Our competitors say, 'Here's a McIntosh. It doesn't matter if you want to make juice or pie. It doesn't matter what taste you prefer. You get a McIntosh and nothing else. Make it work.' Our company believes you should get all the apples." That's all he does. Steps off the stage, no data. At first, the marketing director is angry with me. I sent a scientist to a conference, and he didn't present science. It's the first time that has happened. Later, we learn that John generated more leads than the other four scientists combined, all because he told a story. People forget stuff all the time, but they remember stories. If stories are so powerful, how can you find one for your presentation? Search back through your life for something that matches the theme, meaning, or message of your presentation. When I was asking John about this, he was telling me about all the choices his company offers. As soon as I heard the word choice, I knew what the theme was. I said, "John, where in your life outside of work does choice play a role for you?" Once you have your story, decide where it fits into your presentation. Are you trying to build connection with your audience, draw attention to a particular theme, or bring life to a data point? Knowing what the story is for can help you put it in the right spot. You might be thinking, "Matt, this all sounds great, but I don't have any interesting stories." You do, I promise. It can take some digging to find one that works. When you do, when a story from your life neatly fits into your presentation, that's when you can really transform your audience's thinking. Every time someone from that conference goes to the grocery store and they stand in front of the apples, they're going to think about John and John's company, and it's going to be in a positive light. All right. I want you to drop in the chat an insight from that video, something that resonated with you. How is it challenging you to think differently about the storytelling aspect? I'm going to give you an example of how this might show up. Let's say we're giving the presentation about a new initiative that's going to change how people on your teams are going to do work. We anticipate resistance, as you think about this scenario, the main theme here is change, right? What we do, we take that theme of change, then we start to ask ourselves, where was change present in your life? That can be professionally or personally. When have you been nervous about change? When have you been positively impacted by change? When you struggled with change, right? What did you notice about relationships while in change? These are different stories. Let me pause here. If everyone can put themselves on mute. Tanika, I don't know if you can find whoever that is. I know there's a lot of people on. If everyone can double-check that. Thank you. We're thinking about all these different aspects about where change is present. These are all different examples of where storytelling can be inputted. Okay? As you're thinking about this piece of structuring the journey, I want you to think about how could you use AI as a development partner, right? A suggestion, whether it's Copilot, Claude, ChatGPT, Gemini, whatever your synopsis is, whatever your brainstorming and the structure, ask AI to play a particular role. Right? A part of the audience to identify what's missing. How can you strengthen that message? Okay. Another piece of your message, because remember, we're still in developing the story, is your intro and conclusion. As you think about the intro, we want to consider these questions. Okay? What's in it for them if they act on it? What's at risk if they ignore your message? For the close, we restate our purpose, our promise, reiterate your key points, invite them to take action. Okay? That's developed your story. We have our mindset shift, I took you through the three practices that helps us center the audience so that we show that we care and that we're able to connect with them and provide them with clarity when it comes down to what you're looking for them to do differently. Okay? Once we do that, we are ready to design the experience. This is about bringing the presentation to life with clear and appealing visuals and an engaging design. Okay? There's a limiting mindset. Visuals help me remember my key points. All right? Remember, we are centering the audience, we want our visuals to help support the story. When we have this mindset, we design more effectively. I want to show you an example. This text explains photograph of Earth, right, taken by an astronaut from the surface of the moon. This is very descriptive, but the description doesn't have the same emotional impact than the actual photo. All right? This is going to apply whether you want your audience to have an emotional experience by viewing the photo, or you're just explaining a new work process. Visuals are still very powerful. If I want to get clarity on how my team is structured, I have everybody's name. This is accurate for sure, but could be hard to follow. Right? Illustrated chart just makes it more appealing. Now, as we think about designing the experience, we want to leverage these three practices. The template, leverage your organizational template, create your slides, plan the experience. I'm going to go right into create the slides because the bottom line on number one, we want to use our organizational template for sure. Right? We know that having a template does not necessarily mean that people may not design it effectively. As we think about some design principles, I want you to consider what annoys you about this slide here. What's wrong with it? Karen, I saw your face. Yeah. Very much makes you cringe, right? Here's a piece. You don't have to be a designer to know that this is too busy. You don't have to be a designer to simplify it either. Right? Think about the transition from this to this. There is a key principle here, which is to simplify. Simplification. I want to play this next video about the importance of this and give you some advice on how to design effective slides for your presentation. [Presentation] [Presentation] [Presentation] The main idea here that really stood out to me, one slide, one idea. Okay? The thing to keep in mind, how do you decide what ideas need to show up on a slide? Okay? As you think about that, the slides are in service of your stories. Each slide should move the story forward. Okay? We're asking ourselves, what is the main point? That is just the big idea there. Another way to consider is that'll create what we call a hierarchy. That's the arrangement of all the text and visuals so the audience can instantly see what's most important, what supports it, and the order to read it. For example. What's the main point of this slide, y'all? We have not a clue. What's funny is the clue isn't even in it. Right. Yeah. When we think about hierarchy, remember, most important thing at the top, then it filters down. We make it easy for the user to understand the big idea and what supports it. Now, when we think about what goes on the slide, you have different types of slides that you all leverage. Slides with text, images, and data. I'll take you through this really quickly. Slides with text. How many of you have seen this? When I think about this, think about when you cook or when you have a dish and you're trying to season it. I'm from New Orleans, y'all, so I'm very big on seasoning, right? If you do one extra pinch of salt, it kind of overpowers the dish, right? Just the whole flavor and the essence of it goes away. I want you to think about that with text on a slide, right. You give too much, it just ruins the experience. We want to do it with less salt, okay? Less seasoning there. We can still get a flavorful experience. Text slides with images. The importance, simplicity. Let's say this organization, we don't need to put every image we have on one slide. If one picture is worth a thousand words, think about five or six images. What does that create? I want you to consider, what would you do to improve the slide, right? If you want to show all of them, that's okay. Create more slides. I promise you're not going to run out of slides. Get more slides. That's okay. Think about what is centered in this. Yes, Abby, thank you for mentioning that. Abby put, "Poor design accessibility." Oh, I wish. We don't have time to get into colors and whatnot, which I think is a very under-discussed thing. Here, when we think about these images, these support the business, right? From what perspective? This is showing everything that we do. Okay, not wrong, that centers the business. Remember, the slides are in support of your story. If we're centering the audience, what is the impact of the work that we do? One powerful image is better than five or six that are just okay. Even if you notice on this one, the words change from "We specialize in home heating and cooling," which centers the business, and this phrase centers the audience. We have slides with data. I know we're in very much a data-informed world. Data visualization is a big thing. Have you seen this? Okay. I know when I see it, I'm naturally nosy, and I'm looking at things that I'm probably not supposed to be. Again, the slide is not designed to draw my attention in the key point. We want to consider what charts might match your message. What might be the best use of that, right? Going from this chart, sometimes there's a different visual that can better articulate that point. The other consideration that I want you to think about is in your approved tool. Yes, Duanna, living in New Orleans. I'm from New Orleans. I'm originally, and I'm here. I don't know if you hear it in the accent. We're able to leverage partner with AI to think about what is the best type of visualization that you can use. In your approved tool, I want you to think about using a dataset and asking it to advise as to what might be the most effective visual. Okay. The last thing I'll highlight is with data in general, we don't want to lose the aspect of storytelling. Okay. Remember, we have to connect to the audience, and I'll give you an example. In this data point, we have the chart. All right. I could say from this, "The new employee culture initiative was a success. Our employee satisfaction scores increased by 12%, and 80% of program participants felt a stronger connection with their colleagues than before the program." Yay. That's great to hear. Right. Here's a key piece. The numbers don't have emotional resonance, and we need people to care. I want you to imagine telling a story about that data point. Example, I may say, "Employees love the new gardening club, and I snapped this photo of them growing peas. Just last week, one of the participants told me she'd reach out to a colleague in a program to get lunch and talk about mentorship. They're not just growing vegetables. They're now cultivating relationships." That's a story behind a data point. We can highlight the data, but what's the meaning that we're bringing to it? Okay. This is going to apply no matter what type of visuals that you're using, okay. It's not just presentations. The last piece is planning the experience. Here, I just want you to consider, are you in person, virtual, hybrid? We know that how we engage needs to be different, and we need to be inclusive in that. It's easy to give a presentation in person, hybrid has shifted the game and how we think about engaging. We tend to focus on one group. The proximity bias shows up. We design and engage based off of who we see or who we are closer to. Questions are a big piece that we want to consider. As you think about questions are a way to engage. When you have them might be different. Sometimes after each key point, maybe you hold them until the end, whatever it is, we want to communicate what that is and plan for the questions as well. Okay? All right. That is design the experience. The last piece that I'm going to review with you is deliver your presentation. We talk about authenticity here, I'm going to show you this video about two types of speakers. Just drop in the chat anything that shows up in the video that you hear that resonates with you or what does it make you think about. With a spotlight speaker and a lighthouse speaker. [Presentation] [Presentation] [Presentation] Right. The limiting mindset with delivering the presentation, I need to have certain qualities to be a good presenter. All right. Our effective mindset, you already have what you need to be a great presenter. The practice is connect authentically, manage stress, rehearse for purpose. We're really going to focus on the connect authentically, because that means something different to each of you, right? The best presenters doesn't necessarily have to be the most outgoing, the enthusiastic, however you define charisma. I like to say the best idea doesn't always win. The clearest idea wins, right? There's some energies. With someone, we say extrovert or introvert, right? I think both are effective at giving presentations. Where this is really about how do we draw connection, right? There's some speakers that I know are not what they would define as extremely charismatic, but they're so grounded and calm in their presence, it actually centers the audience, right? It allows the audience to focus on them and the words that they're saying. How do we connect authentically? We speak naturally with conviction, right? Let passion shine through, and that can mean something different for each of you, engaging with the audience. Now, the tools that we have for this, we all have access to it. Voice, face, and gestures. Now, here's a key piece. When we think about all three of these, I'm not talking about using all three. It's thinking about how might you leverage them to elevate the presentation. We want to take into account just different abilities as well. There's learning differences that impact one or more of these tools. Totally okay. We're just thinking about how might we leverage it in a way that feels natural and authentic to you. Okay? When we think about managing stress, people fear public speaking more than they fear natural disasters, enclosed spaces, needles, and flying. All right? As you think about your fears, we have what we call name it, tame it, and reframe it. Okay? You all could do this together, but I'm highlighting this activity because it is proven to work. We want to name the emotion that we're feeling. Taming it is what is the underlying belief that is there. Reframing is what is going to be true. What are we trying to achieve with this? Right? We want to name how we feel, understand the belief behind it, right, and then reframe it in a way that allows us to show up in a way that we desire. Okay? All right. Rehearse with purpose. We want to think about different ways to do that. I say there's practice, then there's rehearsing. Practicing is kind of the technical details of the message and giving it, but rehearsing simulates the environment, and we're thinking about different ways to do that. Okay? All right. I'm going to start to summarize, you all. Just FYI, I condensed two days into one hour. My hope is that you're able to get the nuggets that you need to really take and apply to yourself. Right? We develop the story, design the experience, and deliver the presentation. Remember, we're trying to inspire the audience to action. Here's what we're going to do. We're going to place a resource for you that's going to reflect a lot of what we talked about in the chat. Download that. It is a PDF that we're putting, and you will have access to as well. Okay? The other thing, I'm a firm believer we're put in each other's pathway for a reason. Let me first say thank you all so much for spending this time with me. If you're on LinkedIn, feel free, connect with me. Okay? The last piece, if you're interested in connecting with me, just learning about, because some of you might be evaluating what we've talked about today, and you might want to scale and bring us into your org, whether you're facilitating it or you're partnering with us. If you want to just continue the conversation and see how this connects to these types of objectives, let me know. Let us know, and then I'll be able to see you all again, right, if you connect with me as well. Okay? We have six minutes remaining. Yes. All right. If you have any questions, thoughts, insights, drop that in the chat. Drop that in the chat. Let's see. Ooh, that's a good one. All right, Heather said, "Can you talk why people tend to talk to the slide deck versus the audience?" Simple perspective from my lens. We talk to the slide deck because it is a sense of comfort. I've noticed in a lot of presentations, people are kind of looking back this, that, and the other, right? It's almost like a training wheel in a sense. You need it for stability, and you feel as though you need it, but then you grow out of it, but you're still using it. It gives people this sense of comfort about where they are. Okay? That's one big piece of it. The other thing is some people lean on the slide deck when there's too much information, and they're using the deck as the agenda as well. For me to know what's next, I need to make sure that I'm flowing with the slide deck as well. That's my immediate thoughts there. Yeah. Yeah. Ooh, Janine. Great. All right. "Can you talk more about giving the audience an action to leave with?" That was a part of when we developed the story, talk about the introduction and the conclusion. That conclusion of your presentation is kind of landing the plane. We reiterated the key points, restating your purpose, and what are you asking them to do? It's like the what's next here. Just like how I kind of smoothed it out on the end and landed with, "Hey, if you want to continue the conversation, let's do that." Right? Also giving you a resource to be able to use so that you can apply that as well. Okay. All right. Bianca asked if we're sharing the slides. We don't share the slides. Tanika, keep me honest here. This will be posted because we did a session before where you can get the recording, correct? Correct. Yes. Okay. All right. Yeah. All right. Someone is asking to go back to one of the slides. The one idea, one slide. Yeah, let me get to that. Oh, Tanika, let me drop that link in the chat again. I know a lot of people were asking questions. You probably lost the link there. Here you go. All right, let me click. I'm going to stop sharing here so I can get to the slide much quicker for you. Okay. And as I do that, I know I said thank you all before, but thank you all for being here, spending this hour. Intent was for you to leave at least one way to think differently. Okay, let me get to the one idea, one slide. Here we go. All right. Okay. I'm going to share my screen so that All right, you mentioned the slide before this one. Wait, let me make sure. Now, which slide before that? Was it this one? Let me know. Ooh, as the person responds, I want to make sure this is helpful. "I'm presenting someone else's very busy slides. Any suggestions?" Yes. The key question. All right? What is the most important point for whatever slide that is? That's the key piece. Here's the thing, that when you're presenting someone else's slides, it's harder to connect to it when you're not the author of it. All right? But what we can build is the understanding. Okay, the way to chunk the data. Let's see. Okay. Give me one. Was it Let's see. Was it this, Cassidy? Let me know. I want to make sure it's helpful because I wasn't sure specifically. That's the one that connects with me when it comes down to chunking the data. Oh, okay. Yeah. It probably was a video then. Yeah, it was a video. Okay. Any other questions? Thanks, Baz. All right. All right, my good people. Have a wonderful rest of your Thursday. Have a great weekend, and go and be great. Okay? All right, now. Darren, thank you.