I studied English for fifteen years before moving abroad. But on my first day in Ireland, I understood almost nothing. In all that time, I’d never actually had a conversation in English. (The Irish accent didn’t help either.)
That experience taught me something: learning happens in real situations.
You can read books, attend workshops and watch expert speakers. All of that helps – but only to a point. The real progress starts when you stand up and speak in front of an audience.
Here’s a simple way to make your presentations clearer:
Introduce your chart before you show the data.
When you present a graph – like a bar chart or line chart – start by showing just the axes. Explain what each one represents before revealing the numbers.
For example, if you’re showing sales growth over time, begin with a blank chart. Label the x-axis ‘Months’ and the y-axis ‘Sales’. Take a moment to explain what each axis means. Then add the data.
In 1960, a group of young African American students in Nashville led a series of nonviolent sit-ins to challenge segregated lunch counters. Their courage shaped history, supported by hours of preparation.
Under the guidance of civil rights leader James Lawson, they roleplayed real-world scenarios. They practised how to stay calm while being threatened or attacked. They rehearsed with intention – knowing the pressure they would face. When the time came, they were ready – because they had trained for it.
In Made to Stick, Chip and Dan Heath suggest a simple technique to make your message more memorable: ask “Why?” three times.
It helps you move past surface-level points and uncover what really matters to your audience.
Let’s say you’re presenting a proposal for a workplace wellbeing programme. Your audience is the company’s senior leadership team.
First “Why?”: Why is this important? Because it helps employees stay healthy. Second “Why?”: Why should leadership care about that? Because it can lead to fewer sick days and higher engagement. Third “Why?”: Why does that matter? Because those improvements affect performance, retention and the company’s ability to attract top talent. That third “Why?” gets to the level where your message aligns with their priorities.
I once coached Tim Race, a former New York Times journalist, as he prepared a TEDx-style talk.
During our work together, he shared an idea worth reflecting on.
Journalists often ask themselves: What’s the headline thought?
It’s a simple question with a powerful purpose.
A headline thought is the core message – the thing that grabs attention and makes people want to know more.
This principle works in business communication, too.
In The Power of Moments, Chip and Dan Heath write that purpose is a stronger predictor of performance than passion.
When someone’s values align with their work, they tend to perform better – even under pressure.
We often hear that passion makes a presentation better.
And there’s truth in that.
But purpose can go deeper.
Imagine two people speaking at a sustainability conference.
One is passionate about data.
The other shares a story about growing up near a polluted river, and how that experience shaped their decision to work in environmental policy.
Pixar is known for its storytelling, but what sets the studio apart is how it gives feedback.
During the making of Inside Out, early versions of the film didn’t land well with internal reviewers.
But instead of asking, “Did you like it?”, the team asked better questions:
“What didn’t feel true?”
“Where did you disconnect?”
“What are you taking away from this scene?”
Those questions led to rewrites that shaped the emotional depth of the final film.
In product design, early user tests often reveal a common issue: too much explanation at the start.
Teams build detailed walkthroughs and step-by-step guides. But when real users try the product, they lose interest before they even get to the good part.
So the team changes the opening. They simplify. They focus on showing value right away.
Presenting has the same dynamic.
Many speakers start with an agenda slide. It might feel like the right thing to do – but it often drains energy before the talk even begins.