GUARANTEED BEYOND THE ORDINARY.*
This, along with all our courses, is covered by our 'BEYOND THE ORDINARY' guarantee. So, if this doesn't make you a better speaker, we'll give you 100% money-back. But we doubt you'll need it.
Look Inside
Twelve detailed chapters, from preparation to final execution. The material applies to everyday professional briefings, presentations, team updates, client meetings and video calls, as well as talks to a larger audience. The workbook then brings the chapters together in its talk-build worksheet, rehearsal protocol, preparation planner and review tools.
Why not to read off paper. Prepare fully, then speak from short prompts.
Value of effort. Focus your preparation on what the audience needs.
Main effort and implied tasks. Build around one core message and the points that support it.
Slide design. Decide what a slide should do and when your explanation is needed.
Nerves and performance anxiety. Work on preparation, nerves and uncertainty.
Rock drills. Rehearse your response to the things that can go wrong.
First impression and opening. Prepare the room and make a clear start.
Positioning, gestures and body language. Make practical choices about where you stand and how you move.
Eye contact and reading the room. Prepare for your audience and engage deliberately.
Pacing, pauses, timing and vocal variety. Give your talk room to breathe and keep track of time.
Wrapping up a talk. Restate the point, handle questions and close clearly.
Virtual and video-call presenting. Adapt your setup and delivery for the camera.
Our Thoughts
The conventional presenting course treats public speaking as a performance discipline. Its reference points are the stage, the TED talk, the keynote. Its vocabulary is charisma, storytelling, stage presence. Its implicit promise is that you will become more compelling.
That is a legitimate discipline. It is also almost entirely irrelevant to what most people actually have to do. The average professional does not give keynotes. They give a monthly forecast to eleven people in a meeting room with a screen that half works. They brief their team on a change to the process. They present a budget to a board that has already read the numbers. They run a project update on a video call where three cameras are off.
None of those are performances. All of them are briefings. And a briefing has a completely different success condition: did the people in the room leave knowing what they needed to know? Not “were they entertained.” Not “did they think well of the speaker.” Did they leave able to act.
This course was built from that definition down. Once you accept that presenting is briefing, an enormous amount of conventional advice falls away as decoration, and what remains is a much smaller, much more practical set of things that reliably work.

