ted how to make a great presentation

"However, as soon as the audience figures out that you’re reading the text, it reads ahead of you because it can read faster than you can speak. The result is that you and the audience are out of sync.”

Kawasaki goes as far as saying that many presenters use small fonts because they haven’t memorized their presentations well enough. His solution? Use a font no smaller than 30 points.

“I guarantee it will make your presentations better because it requires you to find the most salient points and to know how to explain them well,” Kawasaki writes.

Note: Using a font size of 30 and above in your slides is also beneficial for audience members who have visual impairments.

9. Show your passion.

Have you noticed that it’s quite easy to spot when someone is actually excited about the topic they’re presenting — as opposed to someone who doesn’t care?

That’s because passion can’t be faked.

You can spend months getting the outline, words, and delivery right for your speech, but if you aren’t fascinated by what you’re presenting, the audience will catch on. You can’t expect people to be enthusiastic about your presentation when you aren’t excited yourself.

Showing genuine passion for your topic fosters a sense of intimacy between you and your audience. Your listeners will catch the “excitement bug” from you and become interested in what you have to say.

Pro tip: Before you give a presentation, take awesome time to remind yourself why the topic is so fascinating to begin with. When you know why, you’ll be able to pass on that energy to your listeners.

10. Develop stage presence.

The first time I had to give a speech, I was eight years old, and the speech was directed to my elementary schoolmates. My heart was beating so fast, and my hands were shaking.

When the time came, I stood in front of the crowd, stared at some tree in the distance, and reeled off the entire speech without moving a muscle.

My stage presence was zero. Nothing.

If you’re reading this, chances are, you’re not in elementary school, and you’re about to give a serious presentation. While standing stiff as a board with your arms stuck to the sides of your body won’t cut it, you don’t need to do too much either.

In his piece, Chris Anderson, TED Talks’ curator, wrote, “Getting the words, story, and substance right is a much bigger determinant of success or failure than how you stand or whether you’re visibly nervous. And when it comes to stage presence, a little coaching can go a long way.”

According to Chris, the biggest mistake people make with their stage presence is moving their bodies too much.

"People do this naturally when they’re nervous, but it’s distracting and makes the speaker seem weak. Simply getting a person to keep his or her lower body motionless can dramatically improve stage presence.”

Pro tip: If walking around the stage comes naturally to you, you can do that. If not, it’s best to stand still (not stiffly) and rely on hand gestures for emphasis.

11. Engage with the audience.

Earlier, I mentioned that you can start off your presentation by asking your audience questions. Well, the engagement shouldn’t stop there; it should continue throughout the entire presentation, however long it is.

There are many ways to engage with your audience. The most common method is to ask questions they can easily answer. How many of you have experienced this? Can you raise your hand if you’re familiar with this situation?

You can ask direct questions to your audience members to explain a point. Or you can use a person from the audience (whose name you should know) to illustrate a situation or an idea.

12. Practice, practice, practice.

Reading your entire presentation from a slide deck is a recipe for disaster. Slide decks (and other visual aids) are meant to be complementary, which means you’ll have to memorize the bulk of your speech.

“The only way to give a relaxed talk that sounds like it isn't rehearsed is to rehearse it a lot,” says Dr. James Whitehead, the CEO of My Green Window .

“When you can relax a little and rely on muscle memory to do most of the talk for you, you will be able to enjoy the experience and build a more positive relationship with the audience through your body language and clear pronunciation.”

Dr. Whitehead is right. Practice makes perfect. After writing out your presentation speech, you’ll need to practice continually until you know the speech inside out.

There are several ways to practice your speech, including:

• In front of the mirror (it’s cliche, but it works).
• Doing mock presentations to your friends and family.
• Rehearsing your presentation with your colleagues.

Pro tip: Choose a quiet place to memorize your speech so you can concentrate. If you’re rehearsing in front of others (friends, family, colleagues, etc.), ask for honest feedback. You’ll know where to improve. You can also time your presentation so you’ll know how long it’ll take you to deliver it.

Bevy’s talk encompasses all the elements of a great presentation, starting with her opening line, “I am a late bloomer.”

This is a strong start because it’s hard to imagine that Bevy Smith, a prominent TV personality and business professional, didn’t achieve success early in life.

Throughout her presentation, Bevy shared personal anecdotes with the central idea that you can be whatever you want to be, no matter how old you are.

She spoke confidently about how, as a 38-year-old fashion advertising executive, she quit her job when she realized that she was unhappy with her life. She segued into telling uplifting stories about her 94-year-old mother, Lolly, who’d always known what she wanted and who she was at heart.

During the presentation, Bevy peppered her speech with funny quips, like calling Jay-Z a Brooklyn poet and talking about how ‘Black don’t crack’ in the segment about the literal beauty of aging. So, while she didn’t directly ask interrogative questions, Bevy still interacted with the crowd through humor.

For her closing statement, Bevy challenged the common maxim, “Be your most authentic self,” by asking thought-provoking questions like: “What if you don’t really know who you are because you’ve suppressed your inner self?”, “Who am I at my core?” and “How am I perceived — and how would I like to be perceived?”

This is the train of thought that’ll linger in the minds of the audience after Bevy’s long left the stage. That’s her call-to-action.

Throughout the entire presentation, Bevy used no slides. She didn’t move around a lot on the stage, either. Instead, she relied on the power of her voice, her gesticulations, and the substance of her speech to make the necessary impact.

And it worked superbly.

Give a Powerful and Impactful Presentation

Giving a great presentation is a daunting task, but it isn't exactly rocket science.

Quite a lot of people experience presentation jitters, but you can drastically reduce your chances of delivering a bad presentation by following the tips outlined above.

While every audience is different, a general rule is that knowing your topic in and out and practicing your speech well ahead of time will give you the confidence you need to give a great presentation.

Don’t forget to enlist the help of your friends, family, and colleagues; they can look over your slides, help you predict audience questions, and give you pointers on where to improve.

Don't forget to share this post!

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How to give more persuasive presentations: A Q&A with Nancy Duarte

Stepping onto the TED or TEDx stage — or speaking in front of any group of people, for that matter — is truly nerve-wracking. Will you remember everything you wanted to say, or get so discombobulated that you skip over major points? Will the audience be receptive to your ideas, or will you notice a guy in row three nodding off to sleep?

Presentation expert Nancy Duarte , who gave the TED Talk “ The secret structure of great talks ,” has built her career helping people express their ideas in presentations. The author of  Slide:ology  and  Resonate , Duarte has just released a new book through the Harvard Business Review:  The HBR Guide to Persuasive Presentations .

What would you say are the three keys to giving a great presentation?

The number one thing, I think, is to be audience-centric. To take the time to think through who the audience is and develop all your material from a place of empathy toward them. You’re asking them to adopt your idea, which means they may have to abandon a belief they hold as true — and that’s hard. So, know your audience — take a walk in their shoes. What keeps them up at night? How are they wired to resist your message? Most presenters are consumed with preparing their content rapidly, which makes the material about their own narrow perspective. By flipping that paradigm to an audience-centric approach, your material will resonate and the audience can feel a deeper connection to you and your material.

Number two, you need to understand your role in the presentation. So many people feel like they’re the central figure — kind of like the hero of the story — because they’re the one talking the most. But in reality, your role is that of a mentor — you should be giving the audience a magical gift or a special tool, or helping them get unstuck in some way. You have to defer to your audience. When you put your idea out there for an audience to contend with — if they reject your idea, your idea will die. You have to think of it as, “The speaker needs the audience more than the audience needs the speaker.” Then you’ll start to approach a material with your audience in mind – you’ll have more of a stance of humility than one of arrogance. That will help you create the kind of movement needed to get your idea to spread.

And then the third thing — wrap your content in story. A story serves like the sugarcoating on the outside of a pill in some ways — it just makes it go down easier. If you look at preliterate generations for thousands and thousands of years, stories would pass down for generation after generation after generation — and stay almost completely intact. Yet, a lot of people can’t remember the last presentation they sat through. So, using principles of story — the tension and release that happens in a story — that’s what will help persuade the audience toward your idea.

What do you feel like you learned from giving your own TED Talk?

I learned so much. Being the “Presentation Lady,” I knew I couldn’t suck at it. The hardest part was getting [my talk] to fit within this finite amount of time. So I trimmed and trimmed, keeping in mind that you still have to nail why this is important to the audience. I had a person coach me and point out places where I could trim. “You took too long here, and that made this part of emphasis too long.” I worked with the timer counting up until I knew I was within the time window — then what I did was work with the timer counting down so I’d know, “When I’m a fourth of the way through, I should be on this slide. When I’m halfway through, I need to be on this slide.” I created markers in my mind so I would know how I was running on time. Sure enough, I finished the talk and I had six seconds left on the clock.

It was a great experience for me because I hadn’t gone through it myself. I’d coached people through it but — wow — to actually be a victim was interesting. I learned the power of rehearsing. If you rehearse really, really, really well — it looks improvisational. Some people rehearse to a point where they’re robotic, and they sound like they have memorized their presentation and didn’t take it to the next level. Going from sounding memorized and canned to sounding natural is a lot of work.

So, the classic advice for stage fright is to imagine the audience in their underwear. What do you recommend people do to calm their nerves?

I don’t usually get nervous, but when I got on [the TED] stage, I was nervous because it’s pretty high stakes. I recommend doing some breathing exercises — breathe in as deep as you can, and then take a couple more big gasps. Then, release it really slowly. That calms my heart down. But my favorite piece of advice isn’t my own — it’s from a guy named Nick Morgan. He said, “What you need to do right before you walk on stage is think of someone that you love dearly.” Doing that, I felt the chemistry in my whole body change. My shoulders relaxed and my heart melted. That feeling of affection makes your body calm itself down. That’s a really great way to stop stage fright.

What is the best way to start creating a presentation?

My best advice is to not start in PowerPoint. Presentation tools force you to think through information linearly, and you really need to start by thinking of the whole instead of the individual lines. I encourage people to use 3×5 note cards or sticky notes — write one idea per note. I tape mine up on the wall and then study them. Then I arrange them and rearrange them — just work and work until the structure feels sound. And from that sound structure, you start to fill it in using a presentation tool.

[For visuals], I think people tend to go with the easiest, fastest idea. Like, “I’m going to put a handshake in front of a globe to mean partnership!” Well, how many handshakes in front of a globe do we have to look at before we realize it’s a total cliche? Another common one — the arrow in the middle of a bullseye. Really? Everyone else is thinking that way. The slides themselves are supposed to be a mnemonic device for the audience so they can remember what you had to say. They’re not just a teleprompter for the speaker. A bullseye isn’t going to make anyone remember anything. Don’t go for the first idea. Think about the point you’re trying to make and brainstorm individual moments that you’re trying to emphasize. Think to the second, the third, the fourth idea — and by the time you get to about the tenth idea, those will be the more clever memorable things for the audience.

One thing that is really different about giving a TED Talk is the fact that you know it will be filmed. How do you think about the difference between live presentations and ones that will exist on video?

On stage, it feels really awkward to do large movements because — normally in life — we’re talking to someone in a more intimate setting and moving your arms really big feels melodramatic. But on the stage, you have to move your body in really big gestures. It feels awkward at first if you’re not used to it, so you have to kind of close your eyes and get used to it. Say things and move largely. Take big bold steps forward, big bold steps backward. You have this grand stage and people don’t use the space enough. I think one of the great things that Jill Bolte Taylor did was how she used her body. Her arms stretched all the way up when she talked about nirvana. Then she when she talks about her whole soul feeling constricted, she brings her hands down and folds her arms down in front of her. She’s using her body as a prop. That’s an important way to create meaning.

Also, with video, a tech rehearsal is important. Your audience on video is exponentially larger than the people in the room. So by familiarizing yourself with the cameras, you can at least look in that general direction. You know how you’re supposed to look around the audience — look and hold for five seconds, look and hold for five seconds? You should look at the camera as if it’s a human. Get used to seeing that circular lens as a face. Feel like it’s a person you’re talking to, because that audience on camera needs to feel like they’re there and that you’re looking right at them.

To me, presentations are the most powerful device. You can’t really name a movement that didn’t start with the spoken word. TED was once this exclusive, amazing event where ideas were exchanged, but you’ve moved to treating presentations as a media type. You guys have been so refined at it, that what it’s done is created a movement. What TED has done is made a platform for introverts, for scientists, for inventors — to share their ideas in a way that’s clear and appeals to a broad audience so that their ideas spread and get adopted. It’s completely changed how people present. It’s created this desire to be excellent in communication.

When you look at even how businesses communicated in the ’30’s, ’40’s and ’50’s — they were so much clearer and well-crafted. I recently went to the Stanford Library and I got a bunch of old GE Board meetings from, like, 1957. And I thought, “These are so beautiful!” Their presentations referenced history, they quoted things, they crafted their words in such a beautiful way. Then PowerPoint entered into the mix and suddenly there wasn’t any desire to craft anymore. I think TED Talks have brought the desire for the craft back.

Your new book is from the Harvard Business Review. Is it intended for someone who is in business, or for anyone?

All of my books are for anyone who has an idea that they need to communicate! I loved working with Harvard Business Review and I think because of the publisher, business professionals may be more interested in this book. But anyone with an idea can benefit from it. It’s a guidebook, so that people can think, “Oh, I need to know how to do this specific thing. I’m going to go get this book and find that one thing.”

Want more advice on giving talks? Our curator Chris Anderson is writing the official TED guide to public speaking —to be published by Houghton Mifflin Harcourt in spring 2016. Titled Talk This Way! , it will be packed with insights on what makes talks work.

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How to build a TED Talk-worthy presentation

If you’ve experienced the challenge of developing and/or delivering an important presentation to a good-sized audience, there’s a chance you hoped it would go as well as a TED Talk—those incredibly well regarded presentations first popularized by the TED Foundation in the mid 2000s. TED Talks are often considered the “Everest” of engaging, informative presentations. Killing it on the TED stage is significant.

So with the intention of acting as your presentation sherpa, this article offers 8 steps to give you the best chance of building and delivering a TED Talk-worthy presentation.

TED Talks. People listen.   ‍

TED is a nonprofit with a mission to “spread ideas.” It began as a one-off conference (on technology, entertainment and design) in 1984—eventually evolving to a point where it launched an audio and podcast series called TED Talks .

From the history page on their site:

“ The first six TED Talks were posted online on June 27, 2006. By September, they had reached more than one million views. TED Talks proved so popular that in 2007, the TED website was relaunched around them, giving a global audience free access to some of the world’s greatest thinkers, leaders and teachers.”

As a result of their success and popularity, TED Talks have inspired many other presentation-centric activities and events—such as conference keynotes and investor fundraising “demo days.”

What makes a TED Talk?

TED presenters arrive from all walks of life, and although their TED Talks span a wide range of topics, they all share a few characteristics:

• 18 minutes or less. This is a TED rule, initiated by their founder, Chris Anderson, and also backed by scientific research . The basic premise is 18 minutes is long enough to do the job, but short enough to avoid having your audience begin to lose interest.
• A big idea, worth sharing. Again, straight from TED. But expecting to deliver a compelling presentation that relays several meaty ideas in under 20 minutes is wishful thinking. By focusing on a single, compelling concept—you ensure maximum impact and can more successfully communicate key points.
• Large audience, sizable venue. One-to-one, or one-to-few presentations delivered in a meeting or conference room play by different rules. We’re not addressing those here.

8 steps to the TED Talk mountain top

TED Talks are so well done they can almost seem magical. But it isn’t wizardry that makes them so compelling. In fact, there’s a formula you can follow—8 steps that will allow your presentations to deliver similar impact:

Step 1: Know your audience

This is fundamental for maximizing the success of any communication. In order to relay your “big idea” in the most effective way, you need to understand what your audience knows and cares about. Then tailor your presentation appropriately.

If you’re presenting to a new or relatively unknown audience, there are some quick ways to gather intel—such as researching and reading an applicable Reddit thread, or having a quick conversation with someone who’s more familiar.

Step 2. Scout your venue

As a general rule, the background of your slides should match the room in which you’re presenting. It’s not uncommon for large venues to be darkened so the visual focus is on what’s on stage. In some instances, however, stage environments can be illuminated or even a specific color or color theme. Matching slide backgrounds to the specifics of your venue can be very effective—allowing eyes to be drawn to the presentation’s content, not the full outline of the slides themselves.

Keep audience viewing angles and distance in mind as well. You want them on the edge of their seats, but not because they’re leaning forward and squinting to try and make out your tiny words.

Step 3. Think about your presentation as a whole

Your presentation is a story. It should flow from start to finish, and you should understand the primary points you want to make along the way. Look for the “big opportunities” and use your slides to truly highlight them. Not every slide should “Wow!” Some should be supportive and lead up to your key points—just like scenes in a movie plot. If every slide (or every scene) is intense, nothing will stand out. Outlines, index cards or sticky notes can be helpful at the early stages when you’re planning the arc of your story.

Step 4. One concept per slide (okay, maybe two)

To successfully make a point, you need your audience to be able to focus in and “get it.” So instead of asking a single slide to carry the load of relaying multiple concepts, put the second (or third or fourth) on their own slides. It can even make sense to relay a single concept across multiple slides. This allows the speaker to spend more time on it without losing momentum.

In some instances, you may be starting with a recycled slide your presenter happens to love—although you can see it’s relaying too many things. In such a case, ask the presenter to literally present the slide to you, and listen for the one (or maybe two) key messaging concepts they’re trying to relate. Build the new slide content to support those, and put everything else in the speaker notes.

Working with a client to distill a keynote’s story down to a few big, clarified points can be difficult work. But if we’re successful, the result is truly transformative. David Mack Co-founder, SketchDeck

Step 5. Minimalize

The slides are there to support your presenter—not to steal the show. The focus should be on speaker. Think single graphics and/or few words over phrase. Think phrase over sentence. Sentence over… (don’t even THINK about multiple sentences). You don’t want the audience to start reading, and stop listening.

The slide content is supporting the message, not relaying it. Everything on your slides should be meaningful. No placeholders, watermarks, headers or footers. If you haven’t determined this already, using your standard company presentation template probably isn’t a good idea. (Looking for an event or presentation specific presentation template? SketchDeck can help with that!)

Step 6. Maintain top quality

This is a premium presentation, and it needs to look and feel that way. No grainy photos, watermarked stock images, family snapshots, placeholder text or clip art. Just. Don’t. Do it. This is a day for Tiffany’s, not Target.

Step 7. Consider motion

Videos and animation can add a different and engaging dimension to your presentation. If done well, they offer a level of cinematic drama that can enhance the magic of a live performance.  But keep the previous steps in mind if you go this route. Every visual element needs a reason to be there. Everything must help tell the story.

Step 8. Get a great presenter

The reality is a speaker can make or break a presentation. A bad presenter can ruin a perfect presentation. And as much as it pains us to write this, a great presenter doesn’t really need slides (see Step 5 above). Therefore, if you’re presenting, practice—ideally in front of someone who will be brutally honest. You should also consider hiring a coach.

SketchDeck recommends taking the presentation to a small, controlled audience a week or so before the event to see how it delivers. Not only is it a great practice opportunity, it allows time for last minute adjustments.

And most importantly, hear feedback and adapt accordingly. If you’re not the presenter, ask whoever is to do the same. Great presenters are not born. It takes work, and the vast majority of that work is done before a speaker steps on stage.

It usually takes me more than three weeks to prepare a good impromptu speech. Mark Twain

The big day

The audience is rapt… pin drop silent. Elegant slides flip in perfect timing behind your delivery. You pause—at just the right point—confidently adjusting the cuffs of your black turtleneck.

“They’re mine,” you think. And you’re right.

Fired up to blow away your next audience? So are we. SketchDeck would love to partner with you to help make your next presentation TED Talk-worthy.

Additional resources

https://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks

https://synapsiscreative.com/5-best-slide-decks-tedx/

https://blog.ted.com/10-tips-for-better-slide-decks/

Rob Lewczyk

• Originally published on January 30, 2020

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How to Create Your TED Talk: An 8-Step Process

by Jezra on March 9, 2017

First, A Little Background on TED

The TED conference (which stands for  technology, entertainment, design ) began life in 1984 as a yearly and very expensive conference where industry leaders and creative types gathered to exchange “Ideas Worth Spreading.”

Back then, it was all about the live experience, and speakers were expected to bring some quirky spontaneity to the stage.

But fast forward more than 30 years, and TED has become an institution, spawning countless local “TEDx” events, putting hundreds of speeches online each year, getting millions upon millions of views, and changing the way we all think about public speaking!

So, What  IS  a TED Talk?

According to Chris Anderson, the owner and global curator of TED, every TED talk starts with an idea :

“You have something meaningful to say, and your goal is to re-create your core idea inside your audience’s minds.” —from TED Talks: The Official TED Guide to Public Speaking

Anderson calls this idea “the gift in every great talk.” Your idea may:

• Be common-sense (“Every kid needs a champion”) or counter-intuitive (“The way we think about charity is wrong”)
• Describe a scientific breakthrough (“How bacteria talk”) or your own experience (“I am the son of a terrorist, here’s how I chose peace”)
• Motivate people to action (“We need to talk about an injustice”) or greater self-awareness (“Your elusive creative genius”)

But in every case, your TED talk will begin with an idea.

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And whether or not your talk actually builds a model of your idea in your listeners’ brain — Anderson takes that literally, and research on “neural coupling” backs him up — your TED talk exists to communicate this idea to your listeners.

That is your talk’s one and only goal.

Other Qualities of Successful TED Talks

In TED’s secret to great public speaking (an eight-minute video that’s worth watching), Anderson offers three guidelines for creating your TED talk:

• Focus on one major idea

Ideas are complex things; you need to slash back your content so that you can focus on the single idea you’re most passionate about , and give yourself a chance to explain that one thing properly… Everything you say [should link] back to it in some way.

• Give people a reason to care

Stir your audience’s curiosity. Use intriguing, provocative questions to identify why something doesn’t make sense and needs explaining. If you can reveal a disconnection in someone’s worldview , they’ll feel the need to bridge that knowledge gap.

• Build your idea with familiar concepts

Build your idea, piece by piece, out of concepts that your audience already understands … A vivid explanation… delivers a satisfying ah-hah! moment as it snaps into place in our minds.

These are important best practices, but they don’t tell you what to  do  to create a TED talk.

For that, try this…

8-Step Process for Creating Your TED Talk

Step 1. find an idea you want to share.

To hone in on your idea worth sharing, it can be useful to ask yourself things like:

• What’s one assumption I’d like to challenge?
• What’s a belief of mine that has changed, and why?
• What does everyone miss when they think about my area of interest or expertise?

And remember, you’re looking for an idea . As Jeremey Donovan says in How to Deliver a TED Talk ,

…an idea is not a theme, a general truth, a platitude or a big goal. “Everyone wants to feel included” is not an idea, it’s a general truth. “Empowering women” is not an idea, it’s a topic.

Step 2. Develop an unexpected and/or catchy way to state your idea

If your idea can be stated in a catchy way, listeners will pay more attention and remember it more easily. Here are some examples (with more conventional versions of the same idea in parentheses):

• We can solve malnutrition now (vs. Malnutrition is a problem that is finally, in our day and age, able to be resolved by advances in science.)
• Almost dying saved my life (vs. A near death experience created the motivation for me to face and overcome problems that otherwise would have slowly killed me.)
• Never, ever give up (vs. Cultivate the ability to commit without wavering; it’s an essential component of your lifelong success.)

Step 3. Collect anything and everything that relates to your idea

To re-create your idea in the minds of your listeners, you’ll need vivid examples, illustrations, stories, facts, questions, comments, etc.

So take a few days to notice anything and everything that relates to your idea, and collect these materials by writing them down, taking photos, recording your thoughts as sound files, etc.

Examples of things you might collect include:

• a snippet of conversation
• a quote you heard in high school
• a story that relates to your idea
• a fact, or cluster of data that supports it
• a metaphor or analogy that helps explain it
• a personal moment in your relationship with the idea
• a physical object that will help your audience understand it (here, my client Erika Frenkel presents an anesthesia machine )

Basically, anything that comes to your mind at this stage should be collected.

And don’t worry yet about which materials will end up in your talk.

You can’t collect  things and evaluate  them at the same time, so just collect for now; you’ll have a chance to evaluate later.

Step 4. Start imagining how you might open and end your talk

While it’s too soon to choose your opening and close, it’s not too soon to start playing with ideas for these important parts of your talk.

An effective way to begin any speech (not just a TED talk) is to grab your audience’s attention — often with a human interest story, a surprising statistic, an unexpected observation, or a thought-provoking question.

There are probably some great attention-grabbers in the material you collected for Step 3. Pick one that you particularly like, and flag it as a possible  opening for your talk.

As for the close , you’ll probably want to end your talk in a positive, forward-looking way . This is often done by:

• calling the audience to action;
• painting a hopeful picture of the future; and/or
• “paying off” (finishing, resolving) a story or discussion that has run through your talk, so that listeners get a sense of closure.

With your provisional opening and close in mind, you’re now ready to…

Step 5. Put the rest of your materials in a reasonable order

The middle of any speech is tricky, and a TED talk is particularly so, because TED talks can take just about any form you’d like.

So to tackle this part of your TED talk, take the materials you’ve collected and shuffle them until you find a good arrangement. To do this, you can:

• Create a high-level outline (leave out most of the detail, just arrange the big points or elements)
• Write each element (story, comment, observation, fact) on a 3 x 5 card and physically shuffle them to see different possible orders. (You can do this on a table, or digitally, by creating one slide per element and shuffling them with PowerPoint’s “slide sorter” feature)
• Use sound (speaking out loud) instead of writing to put your talk elements into different sequences (Ask: Does it sound right if I tell that story first, then give the fact? How about if I give the fact first, then tell the story?)
• Try any other method that works for you.

How will you know when the order is good?

Keep in mind that your goal is to create an understanding of your idea in the minds of your audience members , and try to arrange your explanations, comments, and stories in a way that leads to that goal. (You’ll get to test this on real people in Step 7.)

Trust your instincts: If something seems out of place to you, it probably is. Try moving it to a different part of your talk or even skipping it, and see if that works better.

And don’t expect to find the best organization for your talk the first time you try, because that almost never happens!

Step 6. Talk your way to a rough draft of your script

This is where your “speaking plan” becomes a “speech.”

Take your outline or list of ordered elements and talk about each item in turn.

When I’m writing a speech, I like to literally talk it out loud and type up what I’m saying as I’m saying it — but you can also use your computer’s voice recognition software to capture your words, or talk into the voice memo feature on your phone (this used to be called “dictating”) and type up the sound file later.

Why  record yourself talking  instead of just writing out the speech?

Because most of us get all formal and stiff when we write, and the ideal for a talk is that it sounds like you’re…  talking !

And here’s a hint:

As you do this step, pay particular attention to the way different elements (materials) that you’ve used in your talk are connected.

If, for example, you tell me that:

• The river flooded, and
• Some people moved out of the neighborhood…

I’ll want to know: Did people move  because  the river flooded? Did most people stay even though  the river flooded? Did the river flood  after  people had already moved?

When you spell things out clearly, people will form a clear picture of your point.

Step 7. Try out your Ted talk draft on a volunteer listener

The point of this step is to get feedback on how to improve the structure and clarity of your draft.

Ask someone you trust — a smart 10-year-old is perfect — to listen to your talk.

Read it to them (because you haven’t finalized, let alone memorized, it yet), and then ask them:

• Did I explain my idea clearly?
• Was there anything in my talk that you didn’t follow?
• Was there anything you didn’t understand?
• Did anything seem out of place?
• Did I lose your interest anywhere?

If your listener wants to discuss the 6,000 facts you left out, or how your talk should really be about X instead of Y, gently lead them back to these questions.

The point is not to  change  your talk. The point is to  improve  it’s effectiveness.

Step 8. Repeat the following steps as needed

• Based on your listener’s feedback, make changes that will improve your draft. But don’t get carried away editing; if it ain’t broke, don’t fix it! (And keep your old drafts in case you want to go back to something you did earlier; I number mine v1, v2, v3, etc.)

2. Practice delivering your new draft out loud.

3. Try out your new draft on a volunteer listener, get their feedback , and repeat these steps as often as needed until your talk has taken a satisfying shape.

And finally…

There’s no better time to start working on your talk than now. Even if your schedule is crammed, you’re better off working for a few minutes each day than leaving everything to the last minute!

And as you work this process, remember that perfection isn’t possible.

So instead of striving for perfection, prepare carefully, take your best shot, and try to  relax .

Your audience is going to love this talk — and you deserve to enjoy it, too!

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What It Takes to Give a Great Presentation

• Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

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16 Ways to Dramatically Improve Your Presentation Skills From 16 Powerful TED Talks

Want to deliver better presentations learning by example -- especially from outstanding ted talks -- can sometimes be the best way to learn..

You may not be delivering a TED Talk , but still. You want to captivate your audience. You need to captivate your audience. (Here's looking at you, Colonel Jessup .)

But you're worried that you don't have the skills.

That's okay. There are a number of ways to instantly improve your speaking skills . It's all about preparation and practice --and using some of the following tips.

And as a bonus, each tip is accompanied by an awesome TED Talk, so not only do you get to use some awesome speakers as role models, you can broaden your knowledge while you're at it:

1. Harness the power of genuine emotion.

Now let's look at unusual ways to instantly improve your presentations. Many speakers tell self-deprecating stories, but simply admitting a mistake is a waste if you only use it to highlight how far you've come. Instead, tell a story and let your emotions show. If you were sad, say so. If you cried, say so. If you felt remorse, let it show.

When you share genuine feelings, you create an immediate and lasting connection with the audience. Emotion trumps speaking skills every time.

2. Always have a secondary goal.

Say you're speaking to a civic group on behalf of a charity and you realize your presentation is falling flat. In response, people usually either try too hard or basically give up. If your primary goal is to land a contract and you can tell you won't succeed, shift to planting the seeds for another attempt down the road.

If you see you won't get what you really want, ask what can you accomplish? Then, when the room doesn't go your way, you can stay positive, focused, and on top of your speaking game.

3. Always give the audience something to take home.

Always provide something specific the audience can do almost immediately. No matter how inspiring your message, every audience appreciates learning a tangible way they can actually apply what they've learned to their own lives.

Inspiration is great, but application is everything: Never be afraid to say, "Tonight, think of an employee who is really struggling... and then tomorrow, do (this) and (this) to try to rescue them."

4. Don't wait to answer questions.

If a question pops up in the middle of your presentation, that's awesome: Someone is listening! So seize the opportunity. If you would have addressed the point in a later slide, skip ahead. (If you've practiced skipping around, it won't throw you.)

The best presentations feel like conversations, even if one-sided...so never ignore the opportunity to foster that sense of interaction. Never do anything to disengage your audience.

5. Fuel up wisely.

Let's start with some preparation tips. Dopamine and epinephrine help regulate mental alertness. Both come from tyrosine, an amino acid found in proteins. So make sure to include protein in the meal you eat before you need to be at your best.

And don't wait until the last minute. When you're really nervous, the last thing you may want to do is eat.

6. Burn off some cortisol.

Cortisol is secreted by your adrenal glands when you're anxious or stressed. High levels of cortisol limit your creativity and your ability to process complex information; when you're buzzed on cortisol, it's almost impossible to read and react to the room.

The easiest way to burn off cortisol is to exercise. Work out before you leave for work, take a walk at lunch, or hit the gym before a speaking engagement. (If you've ever felt more grounded after slogging through a solid workout, you now know why.)

7. Develop two contingency plans.

If you're like me, "what if?" is your biggest source of anxiety: What if your PowerPoint presentation fails, someone constantly interrupts, or your opening falls flat? Pick two of your biggest fears and create contingency plans. What will you do if the projector fails? What will you do if the meeting runs long and you only have a few minutes to speak?

The effort won't be wasted, because the more you think through different scenarios, the better you can think on your feet if something truly unexpected occurs.

8. Create a pre-presentation ritual.

Superstitions are an attempt to "control" something we're afraid of. (Lucky socks don't make an athlete perform better.) Instead of creating a superstition, create a routine that helps center you emotionally. Walk the room ahead of time to check sight lines. Check microphone levels. Run through your presentation at the site to ensure it's ready to go.

Pick things to do that are actually beneficial and do them every time. You'll find comfort in the familiar--and confidence, too.

9. Find something the audience doesn't know.

I've never heard someone say, "I was at this presentation the other day, and the guy's Gantt chart was amazing!" I have heard someone say, "Did you know when you blush the lining of your stomach also turns red?"

Find a surprising fact or an unusual analogy that relates to your topic. Audiences love to cock their heads and think, "Really? Wow...."

10. Always benefit; never sell.

Most business people assume they should capitalize on a speaking engagement to promote a product or service, win new clients, and build a wider network. Don't. Thinking in terms of sales only adds additional pressure to what is already a stressful situation. Put all your focus on ensuring the audience will benefit from what you say; never try to accomplish more than one thing.

When you help people make their professional or personal lives better, you've done all the selling you'll need to do.

11. Never make excuses.

Due to insecurity, many speakers open with an excuse: "I didn't get much time to prepare..." or "I'm not very good at this...." Excuses won't make your audience cut you any slack, but they will make people think, "Then why are you wasting my time?"

Do what you need to do to ensure you don't need to make excuses.

12. Keep your slides simple...

Here's a simple rule of thumb: Make your font size double the average age of your audience. Roughly speaking, that means your fonts will be between 60 and 80 points. If you need to fit more words on a slide, that means you haven't tightened your message.

13. ...And never read your slides.

Your audience should be able to almost instantly scan your slides--if they have to actually read, you might lose them. And you'll definitely lose them if you read to them. Your slides should accentuate your points; they should never be the point.

14. Focus on earning the audience's attention.

Now let's look at a few things to immediately start doing. Instead of playing the "turn off your mobile devices" game, because no one will (and you just look stodgy), focus on earning their complete attention. Make your presentation so interesting, so entertaining, and so inspiring that people can't help but pay attention.

It's not the audience's job to listen; it's your job to make them want to listen.

15. Use the power of repetition.

Your audience probably hears about half of what you say...and then they filter that through their own perspectives. So create a structure that allows you to repeat and reinforce key points. First explain a point, then give examples of how that point can be applied, and at the end provide audience action steps they can take based on that point.

Since no one can remember everything you say, what you repeat has a much greater chance of being remembered--and being acted upon. So repeat away!

16. But don't ever run long.

If you have 30 minutes, take 25. If you have an hour, take 50. Always respect your audience's time and end early. As a bonus, that forces you to hone your presentation--and to prepare to shift gears if your presentation takes an unexpected turn.

Finish early and ask if anyone has questions. Or invite them to see you after the presentation.

But never run long...because all the good will you built up could be lost.

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

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The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

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Abortion United Evangelicals and Republicans. Now That Alliance Is Fraying.

The southern baptist convention, long a bellwether for american evangelicalism, voted to oppose the use of in vitro fertilization..

Hosted by Sabrina Tavernise

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The Southern Baptist Convention, the largest denomination of Protestant Christians in the United States, voted at an annual gathering last week to oppose the use of in vitro fertilization.

Ruth Graham, who covers religion, faith and values for The New York Times, discusses the story behind the vote, the Republican scramble it prompted and what it could eventually mean for the rest of the country.

On today’s episode

Ruth Graham , who covers religion, faith and values for The New York Times.

Background reading

How baptists and the Republican Party took different paths on I.V.F.

Here’s what to know about the vote .

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We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Maddy Masiello, Isabella Anderson, Nina Lassam and Nick Pitman.

Ruth Graham is a national reporter, based in Dallas, covering religion, faith and values for The Times. More about Ruth Graham

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