An international software company asked Jan D'Arcy & Associates to prepare 50 of their programmers and developers to give 1-hour training sessions during a 3-day educational conference. Our job was to help the presenters to translate complex technical information into understandable and useful information for audiences of 35-100 who had little background knowledge. Pushing their product was absolutely forbidden. These subject matter experts were not used to teaching. Their first attempts were lightening-fast, snazzy demonstrations of all the bells and whistles of the products that would only have appeal to their peers. We started out by writing our finish first and deciding on specific take-aways. The presenters had to start with basics and lead their audience through the maze so that listeners could turn around and demonstrate it to other users in their company. We divided information into chunks so it could be easily remembered. We rehearsed teams so there was balance and properly sequenced information. And we stressed keeping rapport with the audience instead of getting lost in their computer demonstration.

A successful executive in a large Northeastern corporation had been recently hired as the CEO of a small software company in the Northwest and was suddenly overcome with nervousness and fears during a presentation. He literally choked up and a subordinate had to take over. This happened a second time to clients and a third time while speaking to employees. His competence and credibility were now in question. He called Jan D'Arcy & Associates as he was scheduled to do a funding pitch in front of 300 hundred venture capitalists and angel investors.

We realized the CEO had made a radical change to a different industry and was in a tremendous learning curve. Expectations and responsibilities of his new position, the upheaval of moving his family across the country, and the stress of being in the spotlight had fragmented and contributed to eroding his self-confidence.

I spent several sessions with him, revising content and slides but making sure he felt secure and thoroughly owned his material. We videotaped his rehearsal and worked on delivery skills and getting into the mind of his audience. We helped him to consciously define his image and showed him how to monitor and reverse the negative dialogue he was having with himself. He gradually regained his confidence.

A senior executive was a brilliant scientist but lacked a strong presence. Jan D'Arcy & Associates was hired over a 15-month yr period to help him be more dramatic in his public appearances. I discovered that as a member of a minority race, he had been subjected to many demeaning situations. He still chafed from these put-downs and was concerned about his acceptance into many high-powered meetings. We reminded him of his extensive experience, accomplishments and accolades. We also found ways for his personality to be revealed so that he could be more self-assured. I worked with his speechwriter crafting speeches to include anecdotes and opportunities to display his wonderful sense of humor. I kept the press away from him until we decided on critical answers to volatile issues. I also helped him with briefings and handling controversial communication situations. We rehearsed a high-stakes address at the site so that he would be completely at ease speaking to 3,000 people.

A major engineering company found themselves on the short list for a multi-million dollar contract. The oral proposal was a two-hour presentation using charts and photos but no electronic devices. Two representatives of the company were nervous about keeping rapport and attention of the evaluation panel for such a long time. D'Arcy Communications worked 6 weeks helping to shape content and visuals. The important work came in simulating the oral proposal. The man and woman would need to come across as a productive team that would be easy to work with for the next ten years. They were under a strict timeline and had to rehearse a smooth flow of changing the charts and explaining the static graphics. We also had to impose a deadline of submitting new ideas so that the presenters could integrate their voice and body language with the material.

Subject matter experts in a bio-tech company needed to create alliances with companies who would supply them with funding for research and expertise. It was necessary for 3 individuals to influence key decision makers in the other companies and develop long-term relationships. This was a very reluctant group who vocally resisted the coaching and challenged almost every idea that was presented. Gradually, over a couple of days and with video-tape playback, these extremely intelligent doctors realized they could benefit from communication training and developing a strategic plan. I helped them revise their slide shows and minimize the technical language when they were talking to administrators and financial individuals. They were free to "talk shop" with the scientists and researchers. I gave them exercises and tapes to develop more expressive voices. I suggested tips for renewing their energy as many of the meetings lasted several hours. I emphasized that facts don't speak for themselves and they needed to work on cultivating personal relationships as well.