Make the audience a priority during your next presentation

When preparing a presentation, we think about what to say, the data we need and which visuals to include. But what about the audience? Your presentation has to be tailored to their goals and concerns in order to make an effective case. To learn what makes them tick, consider:

• What roles do audience members play in the organisation? Knowing where they fall on the organisation chart helps you understand their responsibilities — and how you can help make their work easier.

• Will some attendees’ goals conflict with others’? If so, acknowledge that upfront and explain how what you have to offer may help.

• What do people already know? You want to give people just enough background to understand what you’re saying and how it affects them.

• How well does the audience know you? If you don’t have strong relationships with them, establish a rapport by opening with an amusing personal anecdote.

(Adapted from The Best Presentations Are Tailored to the Audience, by Harvard Business Review)

Make coaching remotely easier

Coaching isn’t easy, but it’s especially difficult when you’re coaching a remote employee. When people share an office, they have more context with which to interpret each other’s actions.

Without that, it’s harder to help someone understand how her successes and failures fit into the larger whole. In addition, coaching requires trust, which is harder to build over phone calls and video conferences.

To make coaching a remote employee easier:

• Have an honest discussion about the relationship’s challenges. Acknowledging the problem gets you both on the same page and helps to set expectations.

• Use structure to compensate for context. Set a schedule for regular meetings, and spend time discussing the employee’s co-workers, office politics and life outside work.

• If possible, find a trusted adviser in the employee’s location. Having a local sounding board will help you make more relevant recommendations.

(Adapted from When You Have to Coach Remotely, by Mark Mortensen)

Get the credit you deserve

There’s nothing more infuriating than when someone takes credit for your work or introduces your idea in a meeting. But it’s important to avoid making a scene. Not every piece of work has to have your name on it. Ask yourself: How much does this really matter? Will it harm my career? And instead of making accusations, ask your colleague why he took ownership. Maybe the person will acknowledge his mistake and make things right by emailing the group to give you credit. But if you feel like you’re being systematically undermined, talk to your boss. Rather than complaining, frame it as an effort to create a better working relationship. And next time, be proactive: Lay out who will present ideas to co-workers, who will field questions and who will email the senior team. Clearly outlining your duties will make sure you get the credit you deserve.

(Adapted from How to Respond When Someone Takes Credit for Your Work, by Amy Gallo)

Learn how to read emotions across cultures

We learn to ‘read’ people’s emotions by evaluating their facial expressions, tone of voice and overall demeanor. But these things often don’t translate across cultures. For example, someone from the US, where enthusiasm is admired, may have trouble reading someone from China, where self-control and modesty are the norm. It’s important to understand how different cultures show emotion.

Observe whether people express their emotions readily or downplay them — or whether it varies by the situation. Treat emotions as a language you need to gain fluency in.

And learn how to respond constructively when you encounter emotions that are different from your own. If you suggest an idea to your boss and are met with a blank stare instead of a smile, ask a follow-up question to make sure you understand what she thinks.

(Adapted from Emotional Intelligence Doesn’t Translate Across Borders, by Andy Molinsky)