Using Visual Aids To Enhance Public Speaking

Written by Ana Ventura


Continued from page 1

Other types of visual aids are generally used to enforce ideas, give a clearer understanding ofrepparttar material, and throw a little variety intorepparttar 102107 mix.

When creating charts and graphs for your speech, you should take into account visibility fromrepparttar 102108 audience. A twelve inch font is great for handouts, but not exactly practical if you're going to be showing it to a larger group. Estimate how far your audience will be fromrepparttar 102109 microphone, and see if you get a clear view of repparttar 102110 chart.

All visual aids should be relevant torepparttar 102111 topic and pleasing to repparttar 102112 eye. Aesthetics are extremely important, so your visual aids should be balanced with a nice color scheme. Above all don't forget to make them interesting.

If you plan on using any sort of electrical equipment during your presentation, make sure you know how it works and that it is working properly. I will never forget one of my most embarrassing public speaking moments when I couldn't getrepparttar 102113 overhead projector to turn on. This takes attention away from your topic, and makes it harder for you and your audience to get back on track.

One thing that I always do before public speaking is check out repparttar 102114 room or area in which I will be presenting. This helps me get more familiar withrepparttar 102115 surroundings and decide exactly how to proceed with my visual aids. I have found that I usually get less flustered when I am more comfortable withrepparttar 102116 speaking area, and generally get a better response fromrepparttar 102117 audience.

Ana Ventura specializes in helping businesses, organizations, and individuals get media coverage. She is a PR expert at DrNunley's http://FullServicePR.com , a site specializing in affordable publicity services. Reach Ana at mailto:ana@fullservicepr.com or 801-328-9006.


Change Happens: How to Accept, Navigate and Master Change

Written by Michael Angier


Continued from page 1

Which brings us to one ofrepparttar first steps in dealing with change . . .

How will this change affect me? Too often, people resist change before allowing themselves to explore its potential benefits.

Make a sincere effort to look forrepparttar 102106 good in what appears to be changing. Because of a natural resistance torepparttar 102107 unknown, we must consciously and logically analyze what this difference will mean to us. And itís often not what we first perceive.

How can I exploit this change? Many fortunes have been made by taking swift advantage of changes and trends before others have realized how to do so.

A change that altersrepparttar 102108 rules means opportunity only if youíre able to seerepparttar 102109 new connections and exploit them.

If after thoroughly exploringrepparttar 102110 potential good, we seerepparttar 102111 change as negatively impacting us, we must then askrepparttar 102112 next question . . .

Is there anything I can do about this? Thereís no question that some change runs counter to our best interests. If this isrepparttar 102113 case, we need to find out if we can changerepparttar 102114 circumstances. This is no time to play victim. Often what LOOKS like a situation totally outside of our control can in fact be altered.

If we can't changerepparttar 102115 circumstances, then ask . . .

How can I minimizerepparttar 102116 impact of this change? First we must accept it. Thereís no payoff to being upset about it. If your destination is LA and you find yourself in San Francisco due to bad weather or mechanical difficulties, being angry about it will not get you to LA. In fact it will hinder you.

By acceptingrepparttar 102117 reality ofrepparttar 102118 situation, we can then change our strategies. We can take a new tack. We can change sails. We can set a new course.

Only when we acceptrepparttar 102119 change can we make rational, informed and effective decisions. Only then can we use our knowledge and skills to adjust torepparttar 102120 changing winds and arrive at our intended destination.

Now isrepparttar 102121 time for green-light thinking. Now isrepparttar 102122 time to attackrepparttar 102123 problem with our intellect, to getrepparttar 102124 help we need, to do whatever it takes to adjust to this change.

In all of these steps, we need to be creative. As paradigms shift, as new systems go into place and new technologies evolve, we must be open to how this changesrepparttar 102125 setup as we knew it.

Our success is largely dependent upon our acceptance and response torepparttar 102126 change that takes place around us. Extinctions occur as a result of an inability to change. To change is often difficult, but to not change may prove fatal.

Those who will thrive inrepparttar 102127 new millennium will be those who have positive attitudes toward change. Those who donít will be left behind, or worse yet, they will founder.

Michael Angier is the founder and president of Success Net, publishers of SUCCESS STRATEGIES and SUCCESS DIGEST. Success Net is a worldwide association committed to helping people become more knowledgeable, productive and effective. Their mission is to inform, inspire and empower people to be their best--personally and professionally. Free subscriptions, memberships, books and SuccessMark Cards are available at http://www.SuccessNet.org




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