| One of the major problems experienced by | | | | know our options. Will lunch be delayed by 15 |
| presenters involves the time; not enough time, | | | | minutes if we stick to time? Should we run for 25 |
| too much time and running out of time. The | | | | minutes and not the planned 40 minutes? Does |
| difficulty is that when time becomes a problem | | | | the organizer want us to make up time? All of |
| we suffer -- and sometimes we go to pieces. | | | | these scenarios should be considered. And if the |
| Presentation timing problems cause anxiety and | | | | organizer wants us to save some time, then we |
| stress for a presenter. We end up giving the | | | | have to be prepared to do so -- without |
| wrong impression to the presentation audience | | | | sacrificing the core purpose of our presentation. |
| and we need to fix the problem. | | | | It's a raw situation. But it's a situation that is very |
| There are 5 key planning steps that we have to | | | | common. Our content editing skills might need to |
| consider for any presentation: | | | | be used very quickly -- we should be ready to |
| | | | drop some material in the middle. Our beginning |
| 1. Time to plan. As presenters we are responsible | | | | and conclusion should not be touched at this point. |
| for being at an event and making a presentation | | | | 5. Tangent time. As a last note we have to |
| at the right time, on the right day and on the | | | | consider the potential scenario where the |
| right subject. That's something we can do with | | | | organizer asks us to fill a conference agenda for |
| planning. We have a lead time before the event in | | | | longer than initially planned. This might not seem |
| which to do our research, prepare our content, | | | | as hard as it first appears -- because we should |
| build outlines, consider themes and share notes | | | | always plan for tangent time. This is the time that |
| with the organizer. And we have to be ready and | | | | we feel can be given over to explore some |
| rehearsed on the day at the appointed time. | | | | content in more detail if we sense that the |
| 2. Plan to time. We are ultimately responsible for | | | | audience requires it. If our content is clearly |
| sound timekeeping. Whether it's a Board room | | | | working with the audience we might have the |
| presentation, a sales pitch, a PowerPoint | | | | opportunity to go into more detail than we had |
| presentation or a conference room address we | | | | previously anticipated. So with our prior |
| owe it to the organizers and the audience to start | | | | investment in tangent time material (stories, |
| and finish on time. This shouldn't be problematic. | | | | anecdotes and sub-points) we should be able to |
| We have already rehearsed, and dress rehearsed. | | | | work this into our main presentation -- thus |
| 3. Run to time. Actually running to time can be a | | | | meeting the organizer's needs. |
| different matter. But we are familiar with the | | | | Presentation timing does not need to be a |
| subject and our built-in outline should keep us to | | | | problem. And it certainly should not impact our |
| time. We aim to stick to the outline, to stick to | | | | professional performance as a speaker. We have |
| the stories we had planned to tell and stick firmly | | | | the time to plan and we use the time wisely. We |
| to the major presentation points. Our breathing | | | | know the time slot available and we plan to fill it. |
| and pausing techniques must be followed -- and | | | | Our rehearsal techniques ensure that we do run |
| we can finish to time. | | | | to time and finish when we should. Our planning |
| 4. Planning quick time. The challenge is typically | | | | and preparation mean that we are ready if asked |
| when we start our presentation late because of | | | | for a shorter presentation - and we can achieve |
| an untoward delay earlier in the event. If an earlier | | | | that politely and professionally. And finally our |
| speaker over runs their allotted time or if the | | | | investment in research means that we have the |
| Board room discussion goes on longer than | | | | material to extend our presentation should that be |
| planned. In such circumstances we have to speak | | | | needed. A presenter's time is there to be |
| with the organizers very smartly. We have to | | | | managed -- we just have to do it. |