Talking tax: how to make a tax presentation.

Psychologists tell us that most people's greatest fear is speaking in front of an audience. Despite this fear, public speaking is an important part of a tax practitioner's professional life. In many ways, it is the most accurate predictor of career success. When one is delivering an oral presentation in an effective and professional manner, the audience becomes convinced that the speaker also has other professional qualities. Conversely, an ill-prepared or ill delivered message can do much to erode the audiences confidence in the speaker, not just with respect to the topic of presentation, but in general.

Thus, it behooves tax professionals to develop (or hone) their public speaking skills. Such skills can mean the difference between enhancing and damaging one's reputation.

The advice given here is not a series of "tricks" to fool the audience into believing the speaker is more knowledgeable than he really is. Rather, they are some time-tested techniques for effective communication of ideas. Specifically, they are focused on the communication of tax analysis or research results (e.g., presenting spreadsheets and other financial reports to a supervisor in one s own firm, or discussing a complex research project with a client's board of directors), which poses special problems that make a review of oral communications procedures all the more valuable.

Communications and the Tax

Professional

For the most part, the tax professional's preparation is the same for both written and spoken communications. Needless to say, the practitioner must have first developed and applied an of the pertinent tax research and financial analysis techniques to be qualified and current on prevailing tax law. The challenge then becomes how to deliver this information in a manner that will be well-received.

Preparation for the delivery of tax communication, however, must go far beyond knowledge of the necessary technical tax material. As illustrated in Exhibit 1, on page 180, communication truly occurs only when the message desired to be sent by the speaker for writer) is received by the intended audience. Distractions of all sorts can make this process difficult to accomplish. Thorough research into the nature and expectations of the audience, the factors that may interfere with the delivery of the message, and feedback and corrective measures must make up a critical part of the communicator's preparation.

The term "noise" includes anything that might disrupt the communications process, including a mismatching of expectations as to message the chosen delivery method, the identity and nature of the sender and receiver of the message, other events competing for the attention of those involved, logistical difficulties, and technological problems. Feedback and corrective devices that can aid in successfully delivering the desired message include formal and informal evaluation processes, "real time" opportunities (such as question-and-answer periods and written comments received during the drafting of the document) and the sending and receiving of intended and unintended body language or other nonverbal communicative signals.

Generally, tax professionals are virtually untrained in applying communication methods to convey tax messages. The chief ingredients necessary to become an effective tax-content communicator are the desire to learn and improve as a communicator in general, and the use of every opportunity possible to obtain and develop skills in the delivery of tax information. Given the nature of todays competitive tax practice, many opportunities for practice exist, and pressures from others who are competing for clients and promotions should provide most professionals with more than enough motivation. Whether the chosen delivery method entails a written or spoken presentation, the structure of the effective tax communication follows the basic format delineated in Exhibit 2, on page 181.

Preparing for the Talk

* Answer the following set of questions thoroughly and frankly to gain some insight into the audiences makeup. 1. Why me? Why was I asked to speak? What knowledge or celebrity do I bring to the event? 2. What do they want? What does the audience hope to take away from the presentation: Technical knowledge? Relief from stress? Inspiration? Skill development? Amusement or entertainment? Should I present an overview or a detailed technical update or analysis? 3. What is their attitude? Is the audience coming to the event curious or anxious to hear from me, or must it be persuaded of the relevance or importance of my topics? 4. What subjects should I avoid? Are there topics that are taboo for this audience, due to its age, experiences or existing attitudes? Note: One must not alienate the audience, wittingly or unwittingly, in any way if the message is to get across.

What do they already know? What is the knowledge base of the audience? Note: It is ideal to speak to people who all have the same level of knowledge, but this is seldom the case. One must decide whether to aim at the median knowledge base, or above or below it. The stakes are high, either repeating what is common knowledge to the group or presenting information at a high level that is accessible to only a few in the audience can make communication impossible. 6. Who is the audience? What are the audience's demographic characteristics (such as age, education and income level, political leanings, etc.) Note: This information is vital in tailoring ones style, pace, visual aids, references to literature and popular culture, and use of humor to a particular group.

* "Play to" as many members of the audience as possible, not just the majority of those in attendance or those directly involved in hiring or retaining your services.

* Be prepared in the technical aspects of the discussion, particularly in the basic research underlying it. Spend most of the presentation time on main points and conclusions, i.e., on the "punch lines," rather than on the related fine points. If you do not have a piece of technical information, it is clearly better if that information is specific (so that you can refer the questioner to a more detailed reference, or to a later, private conversation with you), rather than basic in nature.

* Resist the temptation to tell the audience everything one knows about a subject. Almost certainly no one has the time or the organizational abilities to command the attention of the audience for such a long time. Remarks should be directed to the highlights and general results of ones work, detailed subjects can be addressed during the questions and-comments period. This way, the speaker provides the greatest amount of information to the greatest number of listeners.

* Use visual aids effectively. Handouts, overhead transparencies or videotapes can serve to clarify or emphasize key points (and, not incidentally, to transfer the "spotlight" of the presentation away from the speaker). Most authorities recommend that one should not look repeatedly at the screen or read the text of the visual aid word for word along with the audience, rather, use a pointer or highlighter to keep the audience focused on the discussion points. Avoid a sequence that allows a "blank screen" for more than a second or two.

Use inexpensive software in preparing electronic presentations, slides or transparencies, and in delivering the talk under the appointed schedule. Regulars on the lecture circuit find an ink-jet or color laser printer to be a valuable tool.

Although many speakers are tempted to overuse visual aids, especially because they are so easy to create (even at professional quality levels, given today's software packages), visual aids generally should be used only for the following purposes. 1. To illustrate points that are difficult to convey strictly with words, via photographs, videotapes, maps, blueprints or flowcharts. 2. To save time by consolidating ideas, committing to a time frame or strategy, or listing conflicting viewpoints or tactics. 3. To create interest in a subject, perhaps by presenting the concept in a manner with which the audience is unfamiliar (e.g., an extra large view, a view from "the other side" of the issue, or an evolution time or growth line). 4. To emphasize a point or concept, by highlighting a graphic, picture, mnemonic, or list of key words or concepts, or to organize the introduction, body or conclusion of the presentation. 5. To introduce humor to the event, with, for example, a tasteful quotation or cartoon. 6. To place ideas in the audience's memory, through a visual "take away" item.

Overhead transparencies, electronic presentations or slides should be designed with care and diligence. When using this technology (as opposed to the handdrawn flipchart or on-the-fly whiteboard drawing), one is essentially competing with (and being held to the standards of) professional graphic and television artists with whom the audience is familiar. Most visual and graphic artists offer guidelines for presentation layouts, including the following. 1. Use slides to emphasize pictures, not text or numbers. Expect to be able to point to a specific position on the page and keep the audience in the same spot throughout the presentation. Do not use transparencies to duplicate pages of text or spreadsheets with voluminous numbers, employ graphs, charts, arrows and other pictorial devices instead. 2. When text is involved, use the "six and six" rule: No more than six lines of type, and no more than six words on a line. This directive will help to dictate the font chosen and the corresponding print size. 3. Keep the font style simple. Use sans serif or newspaper-type fonts, not script or modern fonts, unless corporate logos or other "protected styles" are used. Most designers recommend that a slide should not involve more than two colors of text, and that the color scheme of the graphics blend well with that of the text. Be conservative: stick to the primary colors, the colors of local sports teams and multiple shades of gray, so as not to frustrate the duplication process for related handout materials. 4. Use background music or audio clips if the available technology will support it at a top-quality professional level. Music can signal the san or end of a presentation or its subunits, a change in direction, or a specific idea (e.g., a Frank Sinatra clip sends a different message than one by Jimmi Hendrix). 5. On the average, allow at least three of spoken presentation for each slide to avoid overproducing the number of slides. 6. Prepare for the worst: Number the slides and have hard copy backups (in case of emergency).

Rehearse the presentation, word for word, at least once. The most effective means of preparation is to film one's talk, distracting mannerisms (e.g., clearing the throat repeatedly, saying the words "ah" or "you know" too often, or pounding on the lectern) quickly become apparent on playback. In lieu of a video recorder, even an audio tape recorder can be helpful.

Be kind, but honest, in evaluating the video performance, and observe the following items. 1. Vary the pitch of your voice to avoid a dry monotone or a dramatic approach. Be conscious of talking too quickly or too loudly, and adjust accordingly throughout the speech. 2. Don't be afraid of silence; pauses invariably seem longer to the speaker than they do to the audience. In fact, well-paced pauses can relieve tension (both for the speaker and the audience), signal changes of pace, and allow for emphasis of important ideas.

Managing the Talk

* Get as physically close to the audience as possible (in an but the largest presentation venues), ideally by removing lecterns, stepping down from a stage or platform, and moving to different spots in the room throughout the speaking time. Eliminate nervous gestures and visual distractions, such as jingling coins, playing with a pen or marker top, or adjusting items of clothing. Minimize arm crossing, pounding the table and finger pointing, reserving them to emphasize key points or declare victory over competing viewpoints.

* Without exception, determine before the presentation the scheduled time for the completion of the talk, and be absolutely certain not to exceed it. Be fair to the other speakers who follow on the schedule. Moreover, the audience generally is aware of the schedule for the session, if a speaker exceeds the allotted time, the audience will, at best, stop paying attention and, at worst, become restless or angry. Because of their technical nature, most tax presentations should not exceed 45 minutes in length, and one-half of that time might be even better if the presentation is lecture-intensive.

* Have an outline of the discussion, including miniature versions of slides and tranparencies, business address, telephone and fax numbers, and Internet addresses. By following the outline, the speaker will ensure that he (1) covers the prepared topics, (2) exudes confidence and (3) convinces himself and the audience that he is doing a good job in leading the discussion of the assigned topic.

* Keep eyes up and on the audience. Don't read directly from the outline, except for a selected quote of three lines or so from the material once or twice in the presentation. Try not to use a separate set of note cards; avoid the tendency to break eye contact with the audience and "hide behind" the scripting device. Disguise the notes in the form of comments on hard copies of transparencies and flipcharts, and marginal notes on the outline.

* Make notes on the script, note cards or transparency masters as to when, for instance, to pass out the handout materials, turn the projector on or off, or refer to a flipchart.

* Inspect the logistical aspects of the presentation (e.g., lighting, projectors, electronic presentation equipment), both the night before the talk and one hour before the presentation begins. Test the microphone system before the audience arrives. Have adequate numbers and varieties of markers, pointers, flipchart pads and remote control devices.

* Avoid references to administrative or "housekeeping" aspects of the event; they are better left for the event's host.

* Be enthusiastic and positive. Don't apologize for a lack of discussion on a tangential point, a logistical snafu, or a misstatement of fact or law. The audience generally wants the speaker to succeed; it is unwise to undermine this trust with self-destructive comments. Don't refer to the schedule for the event or other timing issues, as they can distract the audience or otherwise detract from the conveyance of your message.

Final Comments

* Avoid cliches and jokes. Don't run the risk of boring or offending the audience with a joke it may have heard already or that may not be told effectively under pressure. This is not to suggest that humor should be avoided altogether, however. Audiences, and speakers' reputations, thrive on it. For the unskilled in joke-telling though, it probably would be wiser to open with a "punch line" summary of some of the most interesting results or fact situations of the presentation.

* Have a "plan B" ready to go. Flexibility is the watchword of the effective speaker. If the time actually allowed for a talk is shorter than initially allotted (due to a misunderstanding or unanticipated events on the day of the presentation, for example), have a fist of topics, videos or slides that can be eliminated without changing the nature of the talk. Practice question-and-answer-session skills, especially for occasions when there is more time available than originally anticipated. Don't mention any of these on-the-fly adjustments to the audience; make the changes, don't talk about them.

* Observe audience body language that conveys interest, enthusiasm, boredom or restlessness, and adjust the presentation accordingly. Make consistent eye contact with the audience, smile when appropriate, and take a few seconds at the completion of the presentation to receive the audience's thanks and savor a job well done.