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How to set a clear presentation objective

Home  >   Presentation Outline >  Presentation Objective

Ask any presenter, and they will tell you that it is essential to set a presentation objective. However, when asked how to go about setting these objectives, they often draw a blank. The term 'objective' is often used quite casually by many presenters, without fully understanding its importance.

Most presentation objectives tend to sound like this: "I want everyone to appreciate my unique ideas, leave a strong impression on my audience, and make a great presentation." However, these goals are too broad and lack specificity to help a presenter create a presentation that will truly resonate with their audience.

The objectives of a presentation are not vague statements of presenter goals.

They follow a clearly defined structure.

You need to use that structure for setting your objectives because…

A clearly defined presentation objective is the first step to a remarkable presentation.

A clear and meaningful presentation objective determines…

• How  confidently you deliver your presentation
• How much your audience trusts your suggestions
• How you prioritize your points and  structure your presentation
• How your presentation ends – i.e. whether your presentation ends with polite claps or with a clear decision to address the next steps.

In this article, we will show you  Minimal® process  for setting up clear objectives for presentation in a step-by-step way.

What is the process for setting the objective?

Setting an objective for your presentation involves answering three essential questions: Who, What, and Why.  

• Who is the intended audience? 
• What action should they take?
• And why should they take this action? What is in it for them?

 Let's delve into each of these questions in turn.

WHO – Who is the last person in your audience?

The last person is the one who must take action based on your presentation. This could be the ultimate decision-maker or someone who has an influence on the decision-making process.

 If your presentation is purely informational , such as a training presentation on products, the last person is the one with the least amount of knowledge on the subject.

When crafting your presentation outline or story, it is important to keep the last person in mind in order to ensure that the information is presented in a way that is understandable and engaging.

Why do you need to define the last person for your presentation?

It is to focus your message. The clearer you are about the last person, the more focused your message gets:

• By understanding the knowledge and experience level of the last person, you can plan the extent to which you need to build the  context and background.
• By understanding the motivation factors, you can determine the  nature of your offer.
• By understanding the preferences, you can decide the  extent to which you need to use data and emotions  in your presentation.

If you don’t determine the last person, you end up with a vague and boring presentation. Remember, when you want to appeal to everyone, you convince no one.

So, setting a clear presentation objective is the critical first step in creating your presentation.

Your action step

Determine the last person for your presentation. Create a thumbnail profile – like the age, work experience, job responsibilities, awareness levels etc. If possible, get a picture of the last person and stick it in front of you.

This person represents your audience. Check if your presentation would appeal to this person.

Page 2 What is in it for me?

Return to Main  Presentation Outline Page

Return to Top of Presentation Objective Page

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Management Notes

Objective of Presentation – 12 Common Objectives Explained in Detail | Business Communication

Objective of presentation.

Table of Contents

A presentation is a fundamental part of human communication, and it is widely used across a variety of fields including education, business, research, and entertainment. A presentation’s primary objective is to provide information, ideas, or concepts to an audience in an engaging, clear, and organized manner.

In this comprehensive article, we examine the multifaceted objectives of presentations and explore how they can be used to inform, educate, persuade, inspire, and solve problems.

We will demonstrate how presentations effectively share knowledge, influence opinions, and facilitate collaboration by providing a detailed analysis.

Some of the common objectives of the presentation are as follows:

Presenters are primarily responsible for providing information about a specific topic, event, project, product, or service to their audience. In order to improve the audience’s understanding of the subject matter, the presenter will provide essential information and relevant details.

Effective information dissemination is essential to the success of any presentation, whether it is a scientific conference, a business proposal, or an educational lecture.

It is important that presenters carefully structure their presentations, ensuring clarity and coherence. Visual aids, such as slides, charts, and graphs, can complement verbal explanations, simplifying complex information.

Moreover, audience interaction, such as Q&A sessions, can reinforce key points and address specific questions, further facilitating effective communication by addressing specific questions.

2. Educate:

Presentations play a vital role in educational settings, as they are often used to teach new concepts, theories, or skills. A well-designed educational presentation can encourage active engagement and improve knowledge retention in classrooms, workshops, or training sessions. It facilitates learning and enhances the audience’s knowledge of a particular subject.

Presenters must adapt their delivery style to accommodate different learning preferences so that their content reflects the audience’s level of understanding and achieves the educational objective. It is easier to solidify concepts and make the learning experience more enjoyable when real-life examples, case studies, and interactive activities are used.

3. Persuade:

A presentation’s objective is to persuade the audience, particularly in business, marketing, or public speaking situations. In order to persuade an audience, the presenter needs to convince them to accept a particular viewpoint, idea, or proposal using logical arguments, emotional appeal, and credibility.

It is important for presenters to understand their audience’s needs, concerns, and motivations when crafting compelling messages. By using storytelling techniques, testimonials, and persuasive language, the audience can be emotionally connected to the ideas presented, making them more receptive.

The presenter’s position can also be reinforced by strong evidence and data-driven arguments.

4. Inspire and Motivate:

A presentation’s objective is usually to motivate or inspire the audience, particularly when leading, giving a public speaking, or building a team. In order to foster a sense of enthusiasm and commitment towards a shared vision or goal, the presenter is expected to inspire and energize the audience.

In order to achieve this goal, presenters must display passion, authenticity, and leadership skills. By sharing personal anecdotes, success stories, and uplifting quotes, presenters can evoke emotions and build a sense of camaraderie among the audience. In addition, presenting a clear vision and a path to achieving it can motivate the audience to act.

5. Report Findings:

Presentations are commonly used to present research findings, project results, financial results, or other critical data in academic and professional settings. Providing structured and visually appealing results facilitates comprehension and discussion by facilitating the presentation of results.

The methodology, findings, and implications of a research or project should be clearly presented in an effective reporting presentation. Charts, graphs, and infographics are excellent visual aids for enhancing data visualization and simplifying complex information. Further exploration and collaboration can also be enhanced by presenting limitations and future directions.

6. Training and Development:

Organizations use presentations to promote learning, skill development, and knowledge transfer, which make them an essential tool for training and development. This presentation aims to provide the audience with the tools and information they need to excel in their job.

An interactive and engaging training session that encourages active participation is crucial to achieving the training objective. Learning and skill application can be reinforced through hands-on exercises, role-playing, and group discussions. Feedback and follow-up resources can ensure continued growth.

7. Entertain:

Entertainment is a primary objective of some presentations, particularly in conferences, seminars, or social gatherings. A presentation’s primary purpose is to entertain the audience and keep them engaged, alleviate boredom, and create an enjoyable experience.

Presenters can use humor, storytelling, and multimedia elements to achieve the entertainment objective. Also, engaging the audience through quizzes, challenges, and audience participation can make the presentation more lively and enjoyable.

8. Problem-Solving:

A presentation can be used to solve problems and identify solutions, especially in business and decision-making contexts. The objective is to engage an audience in finding viable solutions to specific problems.

Before presenting potential solutions, presenters need to clarify the problem and its implications in order to achieve the problem-solving objective. Audiences can be guided through the decision-making process by using a structured approach such as the problem-solving model or SWOT analysis.

By involving the audience in brainstorming or group exercises, valuable insights and innovative solutions can also be gained.

9. Present Updates:

Presentations serve as an opportunity to share information about ongoing projects, company developments, or industry trends in business environments. Their objective is to keep stakeholders informed and engaged.

In order to achieve this objective, presenters must provide accurate and up-to-date information. By proactively addressing potential concerns or challenges, stakeholders can be instilled with confidence and foster transparency. Visual aids like timelines, charts, or trend graphs can help convey progress and future projections.

10. Facilitate Discussion:

A presentation can serve as a basis for group discussion, where the audience actively contributes ideas and perspectives. This promotes dialogue. A presenter must create an inclusive and open environment that encourages audience participation in order to achieve this objective.

It is beneficial to allow for a variety of viewpoints and experiences to be exchanged. Active listening and thoughtful responses from the presenter can enrich the discussion further.

11. Promote Collaboration:

Collaboration: Presentations encourage collaboration between members of a team by sharing ideas, progress, and goals. They encourage people to align efforts for a common goal.

Teamwork and a shared sense of purpose are essential to achieving the collaboration objective. By inviting input and feedback from all team members, the presenter can create a sense of inclusion and ownership. In order for the team’s efforts to be coordinated and productive, clear action plans and follow-up procedures must be established.

12. Showcase Creativity:

A presentation may be used to present innovative ideas, campaigns, or projects in creative fields such as design, art, or marketing. The objective is to impress and engage the audience through creative thinking.

Presenters must think outside the box and use unconventional presentation techniques in order to achieve the creativity objective. The presentation can be memorable and impactful if it incorporates multimedia elements, interactive experiences, or live demonstrations.

In addition, audience members can gain a deeper understanding of the project’s conception by providing context and explaining the creative process.

A well-organized and delivered presentation can accomplish its objectives effectively, leaving a lasting impression on the audience and fulfilling the presenter’s objectives.

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How to Write Objectives | A Step-to-step Guide | 2024 Updates

Astrid Tran • 22 April, 2024 • 9 min read

Objectives are needed for every aspect of life, work and education. 

Whether you are setting objectives for academic research, teaching and learning, courses and training, personal development, professional growth, a project, or more, having clear objectives like having a compass to help you stay on track.

So, how to write objectives? Check out this article to get a complete guide on writing realistic and impactful objectives.

Table of Contents

How to write objectives of a project

How to write objectives for a presentation, how to write objectives for lesson plan, how to write objectives for a research, how to write objectives for personal growth.

More tips on how to write objectives

Frequently Asked Questions

Project objectives often focus on tangible results, such as completing specific tasks, delivering products, or achieving certain milestones within a defined timeframe. 

Writing project objectives should follow these principles:

Start early : It is important to set your project objectives at the beginning of your project to avoid unexpected situations and employees misunderstanding. 

Changes : Project objectives can be determined to address challenges of previous projects experience and seek to minimize potential risks prior to the project begins.

Achievement : An objective of a project should mention what success is. Different success is measured by specific and measurable objectives. 

OKR : OKR stands for “objectives and key results,” a managerial model that aims to set goals and identify metrics to measure progress. Objectives are your destination, while key results contribute to the path that will get you there. 

Focus : Different project objectives might consist of related issues such as:

• Customer satisfaction
• Turnover and Retention
• Sales and Revenue
• Return on investment (ROI)
• Sustainability
• Productivity

For example : 

• The goal of the campaign is to improve the traffic by 15% before the end of the first quarter. 
• This project aims to produce 5,000 units of products in the next three months.
• Add five new methods for clients to seek the feedback form in-product within the next three months.
• Increase click through rate (CTR) engagement on email by 20% by the end of the second quarter.

Presentation objectives outline what you intend to accomplish with your presentation, which might involve informing, persuading, educating, or inspiring your audience. They guide the content creation process and shape how you engage your listeners during the presentation.

When it comes to writing presentation objectives, there are some notes to look at:

The questions “Why” : To write a good presentation objective, start with answering why questions, such as Why is this presentation important to your audience? Why should people invest time and money to attend this presentation? Why is your content important to the organization?

What do you want the audience to know, feel and do ? Another important of writing objectives for a presentation is considering the comprehensive impact your presentation has on the audience. This pertains to the informational, emotional, and actionable aspect.

Rule of three : When you write your objectives in your PPT, don’t forget to express no more than three key points per slide. 

Some examples of objectives: 

• Ensure the managers understand that without additional funding of $10,000, the project will fail.
• Get commitment from the director of sales to a three-tier pricing proposal for customer Prime.
• Get the audience to commit to reducing their personal plastic usage by signing a pledge to avoid single-use plastics for at least a week.
• Participants will feel empowered and confident about managing their finances, replacing financial anxiety with a sense of control and informed decision-making.

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Learning objectives, often used in education and training, specify what learners are expected to gain from a learning experience. These objectives are written to guide curriculum development, instructional design, and assessment.

A guide on writing an objective for learning and lesson plan described as follows:

Learning objectives verbs : There is no better way to have learning objectives start with measurable verbs collected by Benjamin Bloom based on level of cognition.

• Knowledge level: tell, uncover, show, state, define, name, write, recall,…
• Comprehension level: indicate, illustrate, represent, formulate, explain, classify, translate,…
• Application level: perform, make a chart, put into action, build, report, employ, draw, adapt, apply,…
• Analysis Level: analyze, study, combine, separate, categorize, detect, examine,…
• Synthesis Level: integrate, conclude, adapt, compose, construct, create, design,…
• Evaluation Level: evaluate, interpret, decide, solve, rate, appraise, verify,…

Student-centered : Objectives should reflect the unique aspirations, strengths and weaknesses of each student, emphasize what students will know or be able to do, not what you will teach or cover. 

Learning Objective Examples:

• To recognize the power of different types of language
• By the end of this course, students will be able to identify and develop data collection instruments and measures for planning and conducting sociological research.
• By the end of this course, students will be able to identify their own position on the political spectrum.

The purpose of research objectives is congruent with research study outcomes.They articulate the purpose of the research, what the researcher intends to investigate, and the expected outcomes.

There are severals principles to follow to ensure a well-written research objectives:

Academic language : It is important to note that research writing is strict on the use of language. It is held to a high standard of clarity, precision, and formality.

Avoid using first-person references to state the objectives. Replace “I will” with neutral phrasing that emphasizes the research’s intention. Avoid emotional language, personal opinions, or subjective judgments.

Pinpoint the Focus : Your research objectives should clearly articulate what your study aims to investigate, analyze, or uncover.

Specify the Scope : Outline the boundaries of your research by specifying the scope. Clearly delineate what aspects or variables will be examined, and what will not be addressed.

Maintain Consistency with Research Questions : Ensure your research objectives align with your research questions.

Frequently used phrases in research objectives

• …contribute to the knowledge of…
• …search for…
• Our study will also document….
• The primary objective is to integrate…
• The purposes of this research include:
• We attempt to…
• We formulated these objective based on
• This study searches for
• The second gold is to test

Objectives for personal growth often focus on individual improvement on skills, knowledge, well-being, and overall development.

Personal growth objectives encompass various aspects of life, including emotional, intellectual, physical, and interpersonal dimensions. They serve as roadmaps for continuous learning, growth, and self-awareness.

• Read one non-fiction book each month to expand knowledge in areas of personal interest.
• Incorporate regular exercise into the routine by walking or jogging for at least 30 minutes five times a week.

Tips to write objectives for personal growth from AhaSlides.

💡 Development Goals For Work: A Step-By-Step Guide For Beginners with Examples

💡 What is Personal Growth? Set Up Personal Goals For Work | Updated in 2023

💡 Work Goals Examples For Evaluation with +5 Steps To Create in 2023

How to write objectives in general? Here are common tips for setting objectives of any field.

#1. Be concise and straightforward

Keep the words as simple and straightforward as much as possible. It is much better to remove unnecessary or ambiguous words that might lead to misunderstanding.

#2. Keep your number of objectives limited

Don’t confuse your learners or readers with too many objectives. Concentrating on a few key objectives can effectively maintain focus and clarity and prevent overwhelming. 

#3. Use action verbs

You can start each objective with one of the following measurable verbs: Describe, Explain, Identify, Discuss, Compare, Define, Differentiate, List, and more.

#4. Be SMART

SMART objectives framework can be defined with specific, measurable, achievable, relevant, and time-bound. These objectives are clearer and easier to understand and achieve.

⭐ Want more inspiration? Check out AhaSlides to explore the innovative way to get presentations and lesson engaging and fun!

What are the 3 parts of an objective?

According to Mager (1997), objective statements contain three parts: behavior (or, performance), conditions, and criteria.

What are the 4 elements of a well-written objective?

The four elements of an objective are Audience, Behavior, Condition, and Degree, called A-B-C-D method. They are used to identify what a student is expected to know and how to test them.

What are the 4 components of objective writing?

There are four components of an objective include: (1) the action verb, (2) conditions, (3) standard, and (4) the intended audience (always the students)

Ref: Indeed | Batchwood | 

Astrid Tran

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How to Write Content Objectives in PowerPoint: A Step-by-Step Guide

Writing content objectives in PowerPoint involves defining the goals of your presentation and what you hope your audience will learn or achieve by the end. It sets the stage for your entire presentation and provides clear direction for both you and your audience. In a few simple steps, you can craft effective content objectives that will strengthen your PowerPoint presentation.

After completing your content objectives, you’ll have a clear set of goals to guide your presentation. This not only helps you stay focused but also gives your audience a roadmap of what to expect. It enhances the effectiveness of your communication and ensures that your key messages are understood and remembered.

Introduction

When it comes to presenting information, whether it’s in a classroom, business meeting, or conference, clarity is king. One way to achieve this is by setting content objectives in your PowerPoint presentation. But what are content objectives, and why are they so crucial? Content objectives are specific targets that you set for your presentation to outline what you want your audience to learn or understand by the end. Think of them as the destination you want your audience to reach by the end of your journey together.

Why is this important, you ask? Well, have you ever sat through a presentation and walked out thinking, “What was the point of all that?” That’s what happens when content objectives are missing or unclear. Not only does it leave your audience confused, but it also makes your presentation seem unstructured and ineffective. Whether you’re a teacher, a business professional, or anyone else who uses PowerPoint, setting clear content objectives is an essential step to ensure that your presentation hits the mark every time.

Step by Step Tutorial on How to Write Content Objectives in PowerPoint

This section will provide you with clear steps to create and integrate content objectives into your PowerPoint presentation to make it more goal-oriented and focused.

Step 1: Identify the main topic of your presentation

Begin by clearly defining the central theme or subject of your presentation.

Knowing the main topic of your PowerPoint presentation is crucial as it lays the foundation for your content objectives. It’s like knowing what you want to cook before you start gathering ingredients. Once you have a clear topic in mind, you can start thinking about what specific aspects you want your audience to understand or learn about this topic.

Step 2: Determine what your audience should learn or achieve

Decide on the key takeaways or goals that you want your audience to walk away with after your presentation.

This step is all about putting yourself in your audience’s shoes. What do they need to know? What would be valuable for them to learn? It’s not just about what you want to tell them, but what they should remember. This will help you craft content objectives that resonate with your audience and provide real value.

Step 3: Write your objectives in a clear, concise manner

Articulate your content objectives in a way that is easy to understand and remember.

The way you write your objectives can make a big difference. They should be brief, to the point, and devoid of any jargon that might confuse your audience. Think of them as signposts along the road, guiding your audience to the final destination of your presentation.

Additional Information

Crafting content objectives in PowerPoint is not just about ticking a box; it’s about enhancing the overall impact of your presentation. It’s essential to strike a balance between being clear and being engaging. Your objectives should be like a promise to your audience, one that you fulfill as you take them through your slides.

Remember, objectives are not just statements; they are commitments to delivering value. So, it’s crucial to ensure that your content objectives align with the content of your slides. Consistency is key. You wouldn’t want to promise a thrilling adventure only to take your audience on a leisurely stroll, would you?

• Identify the main topic of your presentation.
• Determine what your audience should learn or achieve.
• Write your objectives in a clear, concise manner.

Frequently Asked Questions

How detailed should content objectives be.

Content objectives should be specific enough to provide direction but not so detailed that they become cumbersome. Think of them as the headline, not the full story.

Can content objectives change during the presentation preparation?

Absolutely, content objectives can evolve as you develop your presentation. It’s part of the creative process!

How many content objectives should a presentation have?

There’s no set number, but aim for no more than three to five objectives to keep your presentation focused.

Should content objectives be shared with the audience?

Yes, sharing your objectives at the beginning of your presentation can help set expectations and keep your audience engaged.

Can content objectives be used for all types of presentations?

Content objectives are versatile and can be used for educational, business, or any other type of presentation where you want to convey specific information.

Writing content objectives in PowerPoint is a skill that can significantly enhance the effectiveness of your presentations. It’s about providing a clear path for your audience to follow, ensuring that they leave with the knowledge or insight you’ve intended. Remember, your content objectives are the compass that guides your presentation, keeping it focused, relevant, and impactful.

So, the next time you’re preparing to step in front of an audience, take that extra moment to define your content objectives. It might just be the difference between a good presentation and a great one. Happy presenting!

Matthew Burleigh has been writing tech tutorials since 2008. His writing has appeared on dozens of different websites and been read over 50 million times.

After receiving his Bachelor’s and Master’s degrees in Computer Science he spent several years working in IT management for small businesses. However, he now works full time writing content online and creating websites.

His main writing topics include iPhones, Microsoft Office, Google Apps, Android, and Photoshop, but he has also written about many other tech topics as well.

Read his full bio here.

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How to Structure your Presentation, with Examples

August 3, 2018 - Dom Barnard

For many people the thought of delivering a presentation is a daunting task and brings about a  great deal of nerves . However, if you take some time to understand how effective presentations are structured and then apply this structure to your own presentation, you’ll appear much more confident and relaxed.

Here is our complete guide for structuring your presentation, with examples at the end of the article to demonstrate these points.

Why is structuring a presentation so important?

If you’ve ever sat through a great presentation, you’ll have left feeling either inspired or informed on a given topic. This isn’t because the speaker was the most knowledgeable or motivating person in the world. Instead, it’s because they know how to structure presentations – they have crafted their message in a logical and simple way that has allowed the audience can keep up with them and take away key messages.

Research has supported this, with studies showing that audiences retain structured information  40% more accurately  than unstructured information.

In fact, not only is structuring a presentation important for the benefit of the audience’s understanding, it’s also important for you as the speaker. A good structure helps you remain calm, stay on topic, and avoid any awkward silences.

What will affect your presentation structure?

Generally speaking, there is a natural flow that any decent presentation will follow which we will go into shortly. However, you should be aware that all presentation structures will be different in their own unique way and this will be due to a number of factors, including:

• Whether you need to deliver any demonstrations
• How  knowledgeable the audience  already is on the given subject
• How much interaction you want from the audience
• Any time constraints there are for your talk
• What setting you are in
• Your ability to use any kinds of visual assistance

Before choosing the presentation’s structure answer these questions first:

• What is your presentation’s aim?
• Who are the audience?
• What are the main points your audience should remember afterwards?

When reading the points below, think critically about what things may cause your presentation structure to be slightly different. You can add in certain elements and add more focus to certain moments if that works better for your speech.

What is the typical presentation structure?

This is the usual flow of a presentation, which covers all the vital sections and is a good starting point for yours. It allows your audience to easily follow along and sets out a solid structure you can add your content to.

1. Greet the audience and introduce yourself

Before you start delivering your talk, introduce yourself to the audience and clarify who you are and your relevant expertise. This does not need to be long or incredibly detailed, but will help build an immediate relationship between you and the audience. It gives you the chance to briefly clarify your expertise and why you are worth listening to. This will help establish your ethos so the audience will trust you more and think you’re credible.

Read our tips on  How to Start a Presentation Effectively

2. Introduction

In the introduction you need to explain the subject and purpose of your presentation whilst gaining the audience’s interest and confidence. It’s sometimes helpful to think of your introduction as funnel-shaped to help filter down your topic:

• Introduce your general topic
• Explain your topic area
• State the issues/challenges in this area you will be exploring
• State your presentation’s purpose – this is the basis of your presentation so ensure that you provide a statement explaining how the topic will be treated, for example, “I will argue that…” or maybe you will “compare”, “analyse”, “evaluate”, “describe” etc.
• Provide a statement of what you’re hoping the outcome of the presentation will be, for example, “I’m hoping this will be provide you with…”
• Show a preview of the organisation of your presentation

In this section also explain:

• The length of the talk.
• Signal whether you want audience interaction – some presenters prefer the audience to ask questions throughout whereas others allocate a specific section for this.
• If it applies, inform the audience whether to take notes or whether you will be providing handouts.

The way you structure your introduction can depend on the amount of time you have been given to present: a  sales pitch  may consist of a quick presentation so you may begin with your conclusion and then provide the evidence. Conversely, a speaker presenting their idea for change in the world would be better suited to start with the evidence and then conclude what this means for the audience.

Keep in mind that the main aim of the introduction is to grab the audience’s attention and connect with them.

3. The main body of your talk

The main body of your talk needs to meet the promises you made in the introduction. Depending on the nature of your presentation, clearly segment the different topics you will be discussing, and then work your way through them one at a time – it’s important for everything to be organised logically for the audience to fully understand. There are many different ways to organise your main points, such as, by priority, theme, chronologically etc.

• Main points should be addressed one by one with supporting evidence and examples.
• Before moving on to the next point you should provide a mini-summary.
• Links should be clearly stated between ideas and you must make it clear when you’re moving onto the next point.
• Allow time for people to take relevant notes and stick to the topics you have prepared beforehand rather than straying too far off topic.

When planning your presentation write a list of main points you want to make and ask yourself “What I am telling the audience? What should they understand from this?” refining your answers this way will help you produce clear messages.

4. Conclusion

In presentations the conclusion is frequently underdeveloped and lacks purpose which is a shame as it’s the best place to reinforce your messages. Typically, your presentation has a specific goal – that could be to convert a number of the audience members into customers, lead to a certain number of enquiries to make people knowledgeable on specific key points, or to motivate them towards a shared goal.

Regardless of what that goal is, be sure to summarise your main points and their implications. This clarifies the overall purpose of your talk and reinforces your reason for being there.

Follow these steps:

• Signal that it’s nearly the end of your presentation, for example, “As we wrap up/as we wind down the talk…”
• Restate the topic and purpose of your presentation – “In this speech I wanted to compare…”
• Summarise the main points, including their implications and conclusions
• Indicate what is next/a call to action/a thought-provoking takeaway
• Move on to the last section

5. Thank the audience and invite questions

Conclude your talk by thanking the audience for their time and invite them to  ask any questions  they may have. As mentioned earlier, personal circumstances will affect the structure of your presentation.

Many presenters prefer to make the Q&A session the key part of their talk and try to speed through the main body of the presentation. This is totally fine, but it is still best to focus on delivering some sort of initial presentation to set the tone and topics for discussion in the Q&A.

Other common presentation structures

The above was a description of a basic presentation, here are some more specific presentation layouts:

Demonstration

Use the demonstration structure when you have something useful to show. This is usually used when you want to show how a product works. Steve Jobs frequently used this technique in his presentations.

• Explain why the product is valuable.
• Describe why the product is necessary.
• Explain what problems it can solve for the audience.
• Demonstrate the product  to support what you’ve been saying.
• Make suggestions of other things it can do to make the audience curious.

Problem-solution

This structure is particularly useful in persuading the audience.

• Briefly frame the issue.
• Go into the issue in detail showing why it ‘s such a problem. Use logos and pathos for this – the logical and emotional appeals.
• Provide the solution and explain why this would also help the audience.
• Call to action – something you want the audience to do which is straightforward and pertinent to the solution.

Storytelling

As well as incorporating  stories in your presentation , you can organise your whole presentation as a story. There are lots of different type of story structures you can use – a popular choice is the monomyth – the hero’s journey. In a monomyth, a hero goes on a difficult journey or takes on a challenge – they move from the familiar into the unknown. After facing obstacles and ultimately succeeding the hero returns home, transformed and with newfound wisdom.

Storytelling for Business Success  webinar , where well-know storyteller Javier Bernad shares strategies for crafting compelling narratives.

Another popular choice for using a story to structure your presentation is in media ras (in the middle of thing). In this type of story you launch right into the action by providing a snippet/teaser of what’s happening and then you start explaining the events that led to that event. This is engaging because you’re starting your story at the most exciting part which will make the audience curious – they’ll want to know how you got there.

• Great storytelling: Examples from Alibaba Founder, Jack Ma

Remaining method

The remaining method structure is good for situations where you’re presenting your perspective on a controversial topic which has split people’s opinions.

• Go into the issue in detail showing why it’s such a problem – use logos and pathos.
• Rebut your opponents’ solutions  – explain why their solutions could be useful because the audience will see this as fair and will therefore think you’re trustworthy, and then explain why you think these solutions are not valid.
• After you’ve presented all the alternatives provide your solution, the remaining solution. This is very persuasive because it looks like the winning idea, especially with the audience believing that you’re fair and trustworthy.

Transitions

When delivering presentations it’s important for your words and ideas to flow so your audience can understand how everything links together and why it’s all relevant. This can be done  using speech transitions  which are words and phrases that allow you to smoothly move from one point to another so that your speech flows and your presentation is unified.

Transitions can be one word, a phrase or a full sentence – there are many different forms, here are some examples:

Moving from the introduction to the first point

Signify to the audience that you will now begin discussing the first main point:

• Now that you’re aware of the overview, let’s begin with…
• First, let’s begin with…
• I will first cover…
• My first point covers…
• To get started, let’s look at…

Shifting between similar points

Move from one point to a similar one:

• In the same way…
• Likewise…
• Equally…
• This is similar to…
• Similarly…

Internal summaries

Internal summarising consists of summarising before moving on to the next point. You must inform the audience:

• What part of the presentation you covered – “In the first part of this speech we’ve covered…”
• What the key points were – “Precisely how…”
• How this links in with the overall presentation – “So that’s the context…”
• What you’re moving on to – “Now I’d like to move on to the second part of presentation which looks at…”

Physical movement

You can move your body and your standing location when you transition to another point. The audience find it easier to follow your presentation and movement will increase their interest.

A common technique for incorporating movement into your presentation is to:

• Start your introduction by standing in the centre of the stage.
• For your first point you stand on the left side of the stage.
• You discuss your second point from the centre again.
• You stand on the right side of the stage for your third point.
• The conclusion occurs in the centre.

Key slides for your presentation

Slides are a useful tool for most presentations: they can greatly assist in the delivery of your message and help the audience follow along with what you are saying. Key slides include:

• An intro slide outlining your ideas
• A  summary slide  with core points to remember
• High quality image slides to supplement what you are saying

There are some presenters who choose not to use slides at all, though this is more of a rarity. Slides can be a powerful tool if used properly, but the problem is that many fail to do just that. Here are some golden rules to follow when using slides in a presentation:

• Don’t over fill them  – your slides are there to assist your speech, rather than be the focal point. They should have as little information as possible, to avoid distracting people from your talk.
• A picture says a thousand words  – instead of filling a slide with text, instead, focus on one or two images or diagrams to help support and explain the point you are discussing at that time.
• Make them readable  – depending on the size of your audience, some may not be able to see small text or images, so make everything large enough to fill the space.
• Don’t rush through slides  – give the audience enough time to digest each slide.

Guy Kawasaki, an entrepreneur and author, suggests that slideshows should follow a  10-20-30 rule :

• There should be a maximum of 10 slides – people rarely remember more than one concept afterwards so there’s no point overwhelming them with unnecessary information.
• The presentation should last no longer than 20 minutes as this will leave time for questions and discussion.
• The font size should be a minimum of 30pt because the audience reads faster than you talk so less information on the slides means that there is less chance of the audience being distracted.

Here are some additional resources for slide design:

• 7 design tips for effective, beautiful PowerPoint presentations
• 11 design tips for beautiful presentations
• 10 tips on how to make slides that communicate your idea

Group Presentations

Group presentations are structured in the same way as presentations with one speaker but usually require more rehearsal and practices.  Clean transitioning between speakers  is very important in producing a presentation that flows well. One way of doing this consists of:

• Briefly recap on what you covered in your section: “So that was a brief introduction on what health anxiety is and how it can affect somebody”
• Introduce the next speaker in the team and explain what they will discuss: “Now Elnaz will talk about the prevalence of health anxiety.”
• Then end by looking at the next speaker, gesturing towards them and saying their name: “Elnaz”.
• The next speaker should acknowledge this with a quick: “Thank you Joe.”

From this example you can see how the different sections of the presentations link which makes it easier for the audience to follow and remain engaged.

Example of great presentation structure and delivery

Having examples of great presentations will help inspire your own structures, here are a few such examples, each unique and inspiring in their own way.

How Google Works – by Eric Schmidt

This presentation by ex-Google CEO  Eric Schmidt  demonstrates some of the most important lessons he and his team have learnt with regards to working with some of the most talented individuals they hired. The simplistic yet cohesive style of all of the slides is something to be appreciated. They are relatively straightforward, yet add power and clarity to the narrative of the presentation.

Start with why – by Simon Sinek

Since being released in 2009, this presentation has been viewed almost four million times all around the world. The message itself is very powerful, however, it’s not an idea that hasn’t been heard before. What makes this presentation so powerful is the simple message he is getting across, and the straightforward and understandable manner in which he delivers it. Also note that he doesn’t use any slides, just a whiteboard where he creates a simple diagram of his opinion.

The Wisdom of a Third Grade Dropout – by Rick Rigsby

Here’s an example of a presentation given by a relatively unknown individual looking to inspire the next generation of graduates. Rick’s presentation is unique in many ways compared to the two above. Notably, he uses no visual prompts and includes a great deal of humour.

However, what is similar is the structure he uses. He first introduces his message that the wisest man he knew was a third-grade dropout. He then proceeds to deliver his main body of argument, and in the end, concludes with his message. This powerful speech keeps the viewer engaged throughout, through a mixture of heart-warming sentiment, powerful life advice and engaging humour.

As you can see from the examples above, and as it has been expressed throughout, a great presentation structure means analysing the core message of your presentation. Decide on a key message you want to impart the audience with, and then craft an engaging way of delivering it.

By preparing a solid structure, and  practising your talk  beforehand, you can walk into the presentation with confidence and deliver a meaningful message to an interested audience.

It’s important for a presentation to be well-structured so it can have the most impact on your audience. An unstructured presentation can be difficult to follow and even frustrating to listen to. The heart of your speech are your main points supported by evidence and your transitions should assist the movement between points and clarify how everything is linked.

Research suggests that the audience remember the first and last things you say so your introduction and conclusion are vital for reinforcing your points. Essentially, ensure you spend the time structuring your presentation and addressing all of the sections.

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Preparing for a Presentation

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Preparation is the single most important part of making a successful presentation. It is an absolutely crucial foundation, and you should dedicate as much time to it as possible, avoiding short-cuts. Good preparation will ensure that you have thought carefully about the messages that you want (or need) to communicate in your presentation and it will also help boost your confidence.

There are a number of aspects that you need to consider when preparing a presentation. They include the aim of the presentation, the subject matter, the audience, the venue or place, the time of day, and the length of the talk. All these will affect what you say and how you say it, as well as the visual aids that you use to get your point across.

The Objective

Whenever you are asked to give a presentation or speak to a group of people, you need to start by asking the purpose of the presentation.

In other words, what is the presentation expected to achieve, and what outcome(s) do the organisers and the audience expect?

These outcomes will shape your presentation, because it must be designed to achieve the objective and deliver the desired outcomes.

For example, you might be asked to give a talk to a gardening club. You might be told that the purpose of the talk is to fill a regular meeting slot, and that the members of the club have expressed a desire to learn more about pruning. You therefore know that your talk needs to be entertaining, fairly light, but knowledgeable, and that your audience wants to learn something new.

As you prepare your presentation, make sure you keep asking yourself:

“How is saying this going to help to achieve the objective and outcomes?”

The Subject

The subject of your presentation or talk about comes from the objective. They are linked, but they are not necessarily exactly the same thing.

For example:

The subject may be given to you by the organisation that has invited you (such as talking about pruning to the gardening club).

You may be knowledgeable in a particular field (perhaps you have an interest in local history).

The subject may be entirely your choice within certain limitations (you might, for example, be asked to give a presentation at an interview on a project which you feel has particularly developed your skills).

The Audience

Before preparing material for a presentation, it is worth considering your prospective audience.

Tailoring your talk to the audience is important and the following points should be considered:

The size of the group or audience expected.

The age range - a talk aimed at retired people will be quite different from one aimed at teenagers.

Gender - will the audience be predominantly male or female?

Is it a captive audience or will they be there out of interest?

Will you be speaking in their work or leisure time?

Do they know something about your subject already or will it be totally new to them?  Is the subject part of their work?

Are you there to inform, teach, stimulate, or provoke?

Can you use humour and, if so, what would be considered appropriate? If you are in any doubt about this, it is probably best to avoid anything even remotely risqué.

It is important to have as much advance information as possible about the place where you are going to speak.

It can be helpful to arrange to see the venue before the event. It does much to quell fear if you can visualise the place while you are preparing your talk. However, even if you cannot visit, you will probably find it helpful to know:

The size of the room;

The seating arrangements (for example, theatre-style, with rows of seats; or round-table);

The availability of equipment, e.g., microphone, laptop and projector, flip chart;

The availability of power points and if an extension lead is required for any equipment you intend to use;

If the room has curtains or blinds. This is relevant if you intend to use visual aids, and so that you can ensure the correct ambiance for your presentation;

The position of the light switches.  Check if you need someone to help if you are using audio/visual equipment and need to turn off the lights;

The likelihood of outside distractions, e.g., noise from another room; and

The availability of parking facilities so you do not have a long walk carrying any equipment you might need to take.

If this information is not available ahead of time, it will help to get there a bit early, to give you time to set up.

There will often be no flexibility in the time of day that a presentation is made. However, it does affect what you can do, and how you might organise your presentation, because of the likely state of your audience (see box).

How time of day can affect your audience

The morning is the best time to speak because people are generally at their most alert. However, as it gets towards lunch time, people begin to feel hungry and lose concentration. This is particularly true if the event has not included a coffee break.

After lunch, people often feel sleepy and lethargic. If you are given a slot immediately after lunch, it is a good idea to get your audience involved. A discussion or getting your audience moving about will work a lot better than simply presenting a lot of slides. A flip chart may also be a more useful tool than a laptop and projector, especially if it means you can open blinds and use natural light.

Towards the end of the afternoon, people again tend to lose concentration as they start to worry about getting home, the traffic or collecting children from school.

Evening or Weekend:

Outside regular office hours, people are more likely to be present because they want to be rather than because they have to be there.  There is a better chance of audience attention in the evening. However, if the presentation goes on for too long, people may have to leave before you have finished. People will also be less tolerant of a poor presentation because you are in their time, not their employer’s.

Length of Talk

Always find out how long you have to talk and check if this includes or excludes time for questions.

Find out if there are other speakers and, if so, where you are placed in the running order.  Never elect to go last.  Beware of over-running, as this could be disastrous if there are other speakers following you.

It is important to remember that people find it difficult to maintain concentration for long periods of time. This is a good reason for making a presentation succinct, well-structured and interesting. Aim for 45 minutes as a maximum single-session presentation, and preferably leave at least 10 or 15 minutes for questions. Nobody minds finishing a session early.

Providing Information in Advance

Always check what information you will need to provide in advance.

Organisers of big events and conferences often like to have all the PowerPoint presentations several days ahead of the event. This gives them time to load all the presentations, and make sure that they are properly branded for the event.

Some events also need speakers’ biographies ahead of time, to put in conference literature. When you are asked to give the presentation, make sure you ask what is needed by when—and then supply it.

You will not be popular if you turn up on the day and announce that you have completely rewritten your presentation on the train. It is entirely possible that the organisers may even not be able to accommodate that, for example if the audio-visual is being supplied by a separate company or by the venue.

And finally…

Being asked to give a presentation is an honour, not a chore.

You are representing your organisation or yourself, if you are self-employed. You are also not there by right, but by invitation. It is therefore important that you put in the time and effort to ensure that you deliver what your audience wants. That way, you may just be invited back another time.

Continue to: Organising the Presentation Material

See also: Can Presentation Science Improve Your Presentation? Preparing for Oral Presentations Managing the Presentation Event Coping with Presentation Nerves

Home Blog Education Learning Objectives Examples: How to Create High-Quality Educational Slides

Learning Objectives Examples: How to Create High-Quality Educational Slides

Learning objectives are the foundations of any course or training program. They provide a clear roadmap for both educators and learners. They set a direction for the learning journey by outlining the expected outcomes. Therefore, trainers need to ensure their programs are purposeful, engaging, and aligned with their educational goals.

In this article, we’ll explore learning objectives, why they matter, and how they differ from other goals in terms of creating presentation slides to depict them. 

Table of Contents

Defining Learning Objectives

Characteristics of good learning objectives, steps to write learning objectives, training learning objectives examples, lesson objective examples, common mistakes to avoid when writing learning objective examples, tools and resources to represent learning objective examples.

According to Melton (1997), learning objectives, also known as learning outcomes, are concise statements that outline the specific achievements expected from trainees after receiving training or a lesson [1]. Unlike general learning goals, these objectives offer explicit criteria, enabling instructors to evaluate whether students have successfully attained the intended learning outcomes. Using clearly defined and actionable learning objectives enhances your ability to assess texts or activities for appropriateness and relevance.[1] Learning objectives are specific statements that describe the measurable and observable skills, knowledge, or attitudes that learners should acquire after completing a training program. In training programs , these objectives act as a guide, helping to focus instructional efforts and assess the effectiveness of the learning experience.

Learning objectives play a crucial role for instructors and trainers in developing assessments that align with the course’s learning activities and training materials . Alignment is how effectively learning objectives, assessments, and instructional materials collaborate to accomplish the intended learning goals. Learning objectives indicate that assessments are focused on the materials covered in the course, simplifying the process of creating assessment items for instructors [2]. Learning objectives communicate what is essential for learning. Without learning objectives, students struggle to identify their learning and areas that demand specific attention. Clearly, articulated learning objectives contribute to students or trainees adopting more efficient and effective study approaches. Moreover, well-crafted learning objectives help them acquire new knowledge that can be applied flexibly and appropriately across various contexts, both in the short term and in the future. This application of knowledge, termed “transfer,” as emphasized by Barnett and Ceci (2002), is a significant indicator of profound learning [3].

Learning objectives should be short and clear statements about what learners can do after a lesson.  These objectives can be based on three things: what learners know, their skills, and their attitudes [4]. A good learning objective has these characteristics:

Clear and Concise

Learners must understand the objectives clearly. Learning objectives should be expressed straightforwardly, avoiding unnecessary complexity or ambiguity [10]. Everyone needs to be aware of what they are learning and the reasons behind it. They need to grasp how these objectives fit into the broader picture – connecting with the previous lesson, the ongoing course, and the overall goal [5]. Merely writing the objectives on the board and expecting students or trainees to copy them isn’t sufficient. It requires thorough explanation in context, active engagement from the learners, and the ability to articulate and explain the objectives to any observer.

A learning objective should be created with a specific action verb representing an observable and measurable outcome related to the identified knowledge or skills. The use of action verbs conveys what learners are expected to accomplish, ensuring a tangible and quantifiable outcome [7].

Make sure each goal focuses on one thing the learner should be able to show or perform. Actionable goals should start with a word like “recall,” “describe,” “explain,” or “select,” not unclear words like “understand” or “know” that you can’t see or measure. Keep it simple and practical.

Learning objectives, serving as evaluation criteria, should assist trainers in assessing the extent to which learners achieve the intended learning outcomes. Much of the impact training has on learners is internal and remains unseen. Learners may alter their perspectives, shift attitudes, and acquire new knowledge [6]; however, trainers cannot directly observe the internal processes of a trainee’s mind. They must rely on external indicators (observable actions or statements) to gauge the trainee’s progress. Therefore, assessing progress based on what a student “learns,” “understands,” “knows,” or “feels” becomes challenging. Learning objectives, therefore, should focus on observable and measurable changes. An objective can be made measurable by adding specific criteria. It could specify a percentage of accuracy, a number of items, a time frame, or other measurable criteria. For example, the learner will solve 90% of math problems correctly.

Relevant to the Training Program

Objectives must directly contribute to the overall goals and purpose of the training program, maintaining relevance and coherence. Learning objectives should address these questions. Is the objective aligned with the program’s primary goal(s)? Will achieving the objective contribute to reaching the main goal(s)? Design the course or training thoughtfully to ensure that each learning objective is relevant to training.  Likewise, the learning materials, activities, and assessments should be interlinked.

Time-Bound (SMART Objectives)

A learning goal needs a defined timeframe for completion, like the conclusion of a lesson, module, or entire course. It is crucial to allocate sufficient time within the lesson, module, or course to accomplish the necessary steps for reaching the goal.  In short, a learning objective should be smart;

S- Specific : Effective learning objectives divide a broad subject into manageable parts and clearly outline the expected outcomes connected to these components.

M-Measurable: Learning objectives should be quantifiable, allowing for easy assessment of whether the desired outcome has been achieved.

A-Achievable: Considering the available resources, timeframe, Learner’s background, and readiness, set achievable objectives. The cognitive complexity of the learning goals should match both the training level and the learners’ proficiency. Therefore, take into account factors like whether it’s basic or advanced level training before making a learning objective.

R-Result Oriented: Learning objectives should emphasize the outcomes rather than the processes or tasks learners will undertake (such as presenting or completing a task). A good learning goal describes the end results – what knowledge, skills, or attitudes learners should gain based on what the trainer can assess.

T-Time bound: Clearly mention the timeframe if it’s relevant. This can assist in determining the level of performance learners need to demonstrate to be competent.

As you create your learning objectives, you need to follow these steps.

Step 1: Identify the Desired Outcome of the Training Program

Identifying the desired outcome sets the direction for your entire training program. It provides a clear goal for both trainers and learners. It aligns the training program with broader organizational goals. It sets expectations and helps measure the success of the program.

Begin by considering the broader organizational goals. What specific improvements in skills or performance will contribute to these goals?

Break down the outcome into measurable components. What specific skills or knowledge gaps exist? Then, envision the ideal scenario after the training – what should the team be capable of doing? What skills or knowledge do you want participants to gain?

The importance lies in setting a clear, achievable target that aligns with organizational objectives. When you identify the broader goal of the training program, narrow it down into a learning objective [8].

This step is crucial because it sets the direction for your entire training program. It defines what success looks like and guides the subsequent steps in the process.  Consider the current state of the team, the challenges they face, and the skills they need to overcome those challenges.

Imagine you’ve assessed that your sales team struggles with closing deals effectively. The desired outcome, in this case, would be to improve their closing techniques and boost overall conversion rates. In the context of sales training, the desired result could be to enhance the sales team’s ability to close deals and increase conversion rates. Why is this important?

Step 2: Use Action Verbs to Describe What Trainees Will Be Able to Do

Now that we know what we want to achieve, the next step is to articulate it using action verbs. Action verbs make objectives actionable and observable. How do I choose these verbs? They should precisely convey the expected behaviors or skills. It’s essential to avoid vague verbs that can lead to unclear expectations. Action verbs are crucial in learning objectives as they define the observable behaviors or skills that learners should acquire. Choosing the proper verbs is essential for clarity and precision.

Action verbs describe an observable action, giving a clear picture of what learners are expected to do. Action verbs provide clarity on what exactly we expect our learners to do. They help in crafting specific and measurable objectives. When choosing action verbs, consider the level of performance you want to see. Words like ‘understand’ or ‘know’ are vague. Instead, opt for strong verbs that denote observable actions.

In our sales training program, we’ve chosen the action verb ‘demonstrate.’ This emphasizes the sales team’s importance in understanding and actively showcasing effective closing techniques.

We have come up with this learning objective so far;

“By the end of the training program, sales team members will be able to demonstrate effective closing techniques to increase conversion rates.”

‘Demonstrate’ is an intense action verb that implies a visible and practical application of knowledge. In sales, demonstrating effective closing techniques is a tangible and measurable skill.

Step 3: Ensure the Objective is Measurable

Measurability is crucial for assessing the success of your learning objective. It involves defining clear criteria to determine whether the desired outcome has been achieved. Without measurable criteria, evaluating the effectiveness of the training becomes challenging.

Attach specific metrics or criteria that provide a quantitative or observable way to assess success. This could involve percentages, numbers, or other tangible measures.

Think about how you can quantify or assess the outcome. In our example, we set a measurable criterion: a 15% increase in the overall conversion rate within the next quarter.

Step 4: Align the Objective with the Overall Goals of the Training Program

Aligning the objective with the overall goals ensures coherence and relevance. The aim should not be an isolated achievement but a meaningful contribution to the broader success of the training program.

Consider how achieving this specific objective fits into the larger picture. How does it support your training program’s overall goals and objectives and, by extension, your organization?

In our case, the overall goal is to improve the sales team’s performance to meet and exceed quarterly revenue targets. Our learning objective aligns perfectly by directly contributing to this overarching goal.

“By the end of the training program, sales team members will be able to demonstrate effective closing techniques, contributing to a 15% increase in the overall conversion rate within the next quarter, thereby supporting the overall goal of improving the sales team’s performance to meet and exceed quarterly revenue targets.”

Real-Life Case Studies of Learning Objective Examples

So far, we’ve analyzed how to write actionable and measurable learning objectives, but now it’s time to consider how to represent these learning objectives in presentation slides with the idea of stepping into the shoes of an instructor. Thinking about the design aspects can be challenging for some; thus, we will showcase a series of learning objective examples in two different categories: training and lesson planning. Below each case, you can find a visual representation of the learning objective to deliver more audience engagement.

A training is conducted by a firm on Time Management for Managers. This training is vital because effective time management is crucial for managers to maintain productivity and meet deadlines. It is realized that many managers struggle with task prioritization, leading to missed deadlines and increased stress.

Learning Objective Example 01

Use the Eisenhower Matrix to categorize tasks based on urgency and importance within two weeks.

This learning objective is evident in what managers need to do (Use the matrix), measurable by their ability to categorize tasks, achievable within two weeks, relevant to task prioritization, and time-bound.

Learning Objective Example 02

Implement project management software to streamline task organization and meet deadlines within one month.

This objective addresses the broader aspect of time management by introducing a tool. It specifies the action (implement software), is measurable through enhanced task organization, achievable in one month, relevant to meeting deadlines, and time-bound.

A lesson is about understanding literary devices in poetry. Understanding literary devices is crucial for students to appreciate and analyze poetry effectively.

Example of Vague Objective

Learn about poetry devices.

This objective is too broad and lacks specificity. It doesn’t specify which poetry devices students should focus on. To enhance clarity, we should specify the devices, such as “Identify similes and metaphors in assigned poems.

A Well-Established Lesson Objective Example

Identify Similes and Metaphors in Assigned Poems during One Class Period

It is a clear and concise objective focusing explicitly on identifying similes and metaphors in assigned poems. Students will actively read and analyze poems to “identify” and differentiate between similes and metaphors. “Identify” is used as an action verb here, so the objective is actionable. Success is observable when students accurately point out similes and metaphors in the assigned poems during the class period. At the same time, it is relevant to the lesson plan that directly addresses the challenge of understanding and recognizing literary devices in poetry. It is achievable within the timeframe of one class period.

Another example can be visualized in the format of an end-of-unit exercise:

Develop a strategy for effective delegation, reducing workload stress by 20% over the next quarter.

Focusing on delegation, this objective is specific in developing a strategy that is measurable by workload stress reduction, achievable in the next quarter, directly relevant to the issue, and time-bound, providing a clear timeframe for improvement.

Vague or Unclear Objectives

Vague or unclear objectives lack specificity, making it challenging for learners to understand what is expected. When a purpose is unclear, it can lead to confusion and misinterpretation. To address this, learning objectives should be articulated with precision, clearly outlining the specific skill or knowledge area that learners are expected to acquire. This clarity provides a roadmap for both learners and instructors, fostering a more effective learning process.

Example of Lack of Clarity – “Write better essays.”

The term “better” is subjective and doesn’t provide a clear benchmark for improvement. We should define the improvement to enhance clarity, such as “Organize ideas logically within paragraphs using transitions.”

Objectives That Are Not Measurable

Measurability is crucial for assessing progress and achievement. Objectives that lack a measurable component make it challenging to determine whether the desired outcome has been met. Learning objectives should incorporate specific criteria or actions that can be observed, evaluated, or quantified to enhance measurability. This not only provides a clear standard for success but also allows for practical evaluation and feedback. Measurable objectives contribute to a more transparent and accountable learning process.

Example of Non-Measurable Objective – “Enhance academic writing abilities.”

The term “enhance” is vague and lacks a measurable outcome. To make it more effective, we should make it measurable, like “Apply proper citation formats in academic writing.”

Indeed, let’s delve into a detailed discussion on common mistakes to avoid when writing learning objectives without relying on excessive adjectives.

Objectives That Are Not Aligned with the Training Program’s Goals

Alignment between individual learning objectives and the broader goals of the training program is essential for overall program success. When objectives are not in harmony with the program’s goals, there is a risk of diverging efforts that may not contribute to the desired outcomes. Ensuring alignment involves thoroughly understanding the overarching program goals and carefully crafting objectives that directly support those goals. This strategic alignment ensures that every learning objective plays a meaningful role in achieving the overall objectives of the training program. For instance, if a training program aims to enhance customer service skills, an objective like “Master advanced technical troubleshooting” might not align with the program’s focus. To ensure alignment, objectives should directly contribute to the overarching goals of the training program. An aligned objective would be to “Resolve customer issues efficiently following company protocols.”

You need resources like educational content guidelines, collaboration tools, and text editors to write practical learning objectives for courses or training. Presentation templates are crucial for efficiency, consistency, and visual appeal. They save time by providing pre-designed structures, ensuring a professional look, and allowing customization to match the course theme.

In essence, SlideModel offers a comprehensive toolkit for educators and trainers. From visual excellence to efficient customization and alignment with SMART goals , these templates elevate the process of creating learning objectives. 

Using visually engaging graphics and layouts adds more clarity to learning objectives. This makes the content more attractive and facilitates better understanding for your audience. SlideModel offers an extensive collection of Google Slides templates , providing educators and trainers with a visually stunning canvas for crafting learning objectives.

The ready-made nature of PowerPoint templates significantly accelerates the aim of the learning creation process. Instead of starting from scratch, you can use these templates to structure your content quickly. This time-saving advantage allows you to focus on the substance of your learning objectives without getting bogged down by formatting complexities.

1. E-Learning Objective Examples PowerPoint Template

If you intend to harness the power of visuals to boost your lesson objective examples, this is the slide deck to use. Filled with hand-made vector graphics, this learning objectives examples for training template allows us to present exercises to students, establish deadlines with clear requirements, express the learning objectives of each course unit, and more.

Use This Template

2. Employee Training Objectives PowerPoint Template

Display the learning objectives for your in-company training program, evaluate the training needs and where your employees currently stand, and properly plan the agenda for these professional training courses using a minimalistic layout PPT template. Easy to customize, we also include a roadmap and two slides for 3-month and 6-month training plans.

3. Course Syllabus Lesson Plan Objectives PowerPoint Templates

Teachers can easily connect with their students about the expected outcome of the course and learning objective examples by using this best PPT template. Explain the expectations for the course, the content that will be shared, the main learning objectives, and the required materials.

4. Creative Lessons Learned PowerPoint Template

Summarize the core points to be covered as learning objectives for any course or training program by using this slide deck. It allow us to work lesson by lesson, which is ideal for online courses, and also to brief students about the key takeaways of each unit.

5. Math Symbols PowerPoint Template

Present math-related learning objectives in a visually appealing format by using our Math Symbols PowerPoint Template. Instructors can find slides with math symbols, compass, calculators, and other relevant vector graphics to reinforce the topic they want to present as a lesson objective.

The Objective slide and other templates in SlideModel are customizable to suit the specific needs of your learning objectives. You can easily modify text, insert relevant images, and adapt the layout to align with your educational context. This customization feature ensures your learning objectives are visually appealing and tailored to your unique instructional requirements. Whether you are creating a detailed training module or a standalone learning objective presentation, these templates enhance the overall visual consistency, contributing to a polished and professional look.

Learning objectives are like guides in the learning world. Think of them as maps showing the way to knowledge and skills. With practical examples, we’ve made creating these objectives less of a mystery. They’re not just fancy educational talk; they’re like step-by-step plans for success. Whether you’re a trainer, someone designing lessons, or just curious about learning, nailing down these objectives becomes a shared way of talking about goals. The principles of specificity, measurability, relevance, and alignment are emphasized, showcasing the characteristics that make learning objectives genuinely effective.

[1] Melton, R. 1997. Objectives, Competencies, and Learning Outcomes: Developing Instructional Materials in Open and Distance Learning. London, UK: Kogan Page.

[2] Stapleton-Corcoran, E. 2023. Learning Objectives , Center for the Advancement of Teaching Excellence. University of Illinois Chicago. https://teaching.uic.edu/learning-objectives/ .

[3] Barnett, S. M., & Ceci, S. J. 2002. When and Where Do We Apply What We Learn? A Taxonomy for Far Transfer. Psychological Bulletin , 128(4), 612-637.

[4] https://www.sciencedirect.com/topics/social-sciences/learning-objective

[5] Course Objectives & Learning Outcomes. https://resources.depaul.edu/teaching-commons/teaching-guides/course-design/Pages/course-objectives-learning-outcomes.aspx

[6] Course design (no date) CTE Resources. https://cteresources.bc.edu/documentation/learning-objectives/

[7] Learning Objectives – Eberly center – Carnegie Mellon University (no date) Learning Objectives – Eberly Center – Carnegie Mellon University. https://www.cmu.edu/teaching/designteach/design/learningobjectives.html

[8] Course design CTE Resources. https://cteresources.bc.edu/documentation/learning-objectives/

[9] Chatterjee, D., & Corral, J. (2017). How to Write Well-Defined Learning Objectives. The journal of education in perioperative medicine : JEPM, 19(4), E610.

[10] http://batchwood.herts.sch.uk/files/Learning-Objectives.pdf

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What is a Presentation? Objectives, Elements, Important skills, Four Ps

• Post last modified: 4 June 2023
• Reading time: 19 mins read
• Post category: Business Communication

What is a Presentation?

A presentation communicates a message, an idea or information to a group. It is similar to a report, but with a key difference–the human element. A presentation conveys the speaker’s personality and enables immediate interaction among all participants.

Table of Content

• 1 What is a Presentation?
• 2.1 To Inform
• 2.2 To Train
• 2.3 To Persuade
• 2.4 To Motivate
• 2.5 To Entertain
• 3 Main Elements of Presentation
• 4.1 Analytical ability
• 4.2 Effective communication ability
• 4.3 Creative ability
• 4.4 Good interpersonal skill
• 4.5 Sound time management
• 4.6 Problem-solving ability
• 4.7 A sense of humour
• 5 Evaluation Wheel
• 6.1 Prepare
• 6.2 Practice
• 6.3 Present
• 7.1 Know Yourself
• 7.2 Know Your Material
• 7.3 Know Your Purpose
• 7.4 Know Your Audience

Objectives of Presentation

The main objectives of a presentation are:

To Persuade

To motivate, to entertain.

A presentation is created to convey some information to a group of people. For example, a presentation may display an organisation’s quarterly performance.

Most training programmes in organisations are done through the presentation mode. Such instructional presentations convey a lot of information and are created with instructional design principles to keep the audience engaged for a long period.

Some presentations are used to convince a group of people to accept a particular idea and/or make a certain choice.

The growing popularity of TED Talks indicates how a presentation can be a powerful motivation tool. These presentations trigger emotions and inspire people to act.

Presentations can also be used to celebrate an event. For example, a farewell presentation of a colleague can be used to narrate the story of his/her overall tenure, experiences and achievement in the organisation.

Main Elements of Presentation

A presentation is said to be effective if it has three main elements, which are as follows:

• Specific content : This refers to the information that a presentation will comprise. The information must be conveyed effectively so that it is absorbed by the audience in one sitting. It should be relevant and meaningful to them.
• Audience : A presentation should be targeted for a specific group of audience who share the same purpose and have a similar level of pre-knowledge.
• Presenter: The presenter should act as the advocate of the information. If his/her conviction and passion in the message are clearly articulated, the audience will also pay attention to the subject.

Important Presentation Skills

In today’s business environment, presentation skills are requisite in almost every professional arena. Employees are often required to give presentations on the targets achieved by them. A presentation can be effective if it is carefully planned and prepared.

However, delivering presentations is not always easy for every individual. Some people take presenting as a probable opportunity to showcase skills, while others find it a challenging task. To provide an effective presentation, a presenter must possess some abilities.

Some of them are explained as follows:

Analytical ability

Effective communication ability, creative ability, good interpersonal skill, sound time management, problem-solving ability, a sense of humour.

It refers to a calibre which empowers an individual to collect, organise, visualise and comprehend data. Such skills enable a person to look at related patterns, draw conclusions and find solutions to problems. In addition, sound analytical skills also enable an individual to forecast future trends using various techniques such as brainstorming, forecasting, data mining and metrics interpretation.

Communication entails much more than mere talking to the audience. To communicate effectively during a presentation, one ought to showcase information lucidly. During a presentation, a person should not just have a good set of slides together; rather he needs to engage and strike a chord with the audience to transmit the intended message.

It refers to the ability to present things in a creative way that have not been explored earlier. Creative skills in presentation enable an individual to invent or develop something path-breaking, such as a new concept, unique way out from a problem, a method, a work of art or new machinery, etc.

It encompasses how an individual portrays or presents himself to the audience and builds a rapport with the audience. During a presentation, sound interpersonal skills empower a speaker to interact, communicate and collaborate with the audience effectively.

Interpersonal skills are prevalent across all personal and professional interactions between people. Interpersonal skills entail empathy, active listening and emotional intelligence.

While delivering a presentation, a person should manage time effectively, set a presentation schedule and end a presentation within a stipulated time. If a presentation is long, there are chances the audience may lose interest and the message may not be delivered.

A speaker cannot expect audience to actively listen to the presentation for hours. At the start of presentation, a speaker should aim to grab audience’s attention and allocate time for questions and answers at the end.

Problem-solving is a requisite skill for a presentation. During a presentation, the audience may ask the speaker any kind of questions. On the other hand, it is important for the speaker to provide an appropriate answer to the audience to make the presentation successful.

A sense of humour is crucial to deliver a quality presentation to make the environment light and engaging. Appropriate usage of light jokes relieves stress and holds the attention of an audience, which makes the presentation a memorable experience for both the speaker and the audience.

Evaluation Wheel

Evaluation wheel is a creative and effective tool that accumulates information on outcomes in a simple and accessible manner. A presenter can opt for the evaluation wheel tool to show the outcomes of the research or reports. This tool is used to provide various types of information and journeys of change within the organisation.

It offers a visual representation of progression and results in the form of a spider diagram. The evaluation wheel measures the exact outcomes for a programme at the start and end. It also helps educators, designers to comprehend information systematically. Figure shows an example of evaluation wheel:

Figure states the scale questionnaire in a circle form wherein respondents will analyse the instances from their discretion and experience and give rating on a scale of 1 to 5.

For instance, service users are appropriately involved. In this case, if the respondent strongly agrees, he/she will give 5 rating and if he/she does not agree, he/she will give 1 rating. The centre of the circle is for 1 and as the respondent agrees, they reach out to edge for 5 rating.

Ps of Presentation

Even the most powerful presentation may fail if the presenter comes unprepared. A presentation is both a mental and a physical effort. There are Ps of presentation that provide a checklist to the presenter for ensuring that the presentation is well-constructed and clear so that the audience gets the message. These four Ps are explained as follows:

A thoroughly prepared presentation captivates the interests of the audience. The topic or content of the presentation must be thoroughly researched. No one would develop interest in a vague or equivocal presentation. A speaker can make use of stories or relatable examples and quote references to give more depth to the presentation and make it intriguing.

Apart from that, it should be ensured that only important points are highlighted in bullets or using other graphical elements. Providing too much of theory or full sentences can create boredom for the audience.

While preparing for a presentation, the presenter should include the following sections:

• Introduction : This section includes the name of the topic and the purpose of the presentation.
• Body : This section contains the main content of the presentation; thus, it must be prepared in a well-organised manner.
• Summary : It provides a recap of the content of the presentation. It outlines the most important points of the presentation to ensure the key message is retained by the audience.

Practice will make a man perfect is an adage that is appropriate across all spheres of life. It helps a speaker become familiar with his/her own voice, words and phrases and adjust accordingly. By practising thoroughly, a speaker can explore how to fit different pieces of information together and practise transition.

Also, a speaker should make notes wherever required as a part of presentation support. Using an index card is a common form of note-taking that provides a quick glimpse of important points.

While delivering a presentation, the speaker needs to demonstrate confidence in front of the audience. The speaker must be polite, but not apologetic in situations, such as if the session is running overtime or the microphone has stopped working.

Instead he/she should expect and ask for discipline and attention. It is important for a speaker to engage with the audience during the presentation in order to assure them that he/she is genuinely interested in talking to them. 4. Pace, pitch and pause: A presenter should deliver the presentation in an easy-to-follow pace and try changing the pace to enliven the presentation.

For example, pauses can be taken intentionally between main points to reinforce them. Along with pace, pitch is equally important. Just as pace varies in normal conversations, it should be used effectively during presentations too. For example, when asking a question, the presenter can raise the pitch and can lower it down when explaining a point.

Four Cornerstones of Making Memorable Presentations

The most crucial aspect of delivering an effective presentation is that the speaker should appear confident and the speech should look effortless. Presentations are a source of anxiety for many individuals. However, getting well-prepared before delivering a presentation can reduce this feeling considerably and ease apprehension.

There are a number of ways to overcome feelings of anxiety, stress and stage fright before the presentation in order to appear confident in front of the audience. The four cornerstones of making a memorable presentation are provided in the upcoming sections.

Know Yourself

Know your material, know your purpose, know your audience.

A presenter should acknowledge his/her strengths and weaknesses. Accordingly, he/she should decide the style of delivering a presentation. For instance, if a presenter has a great sense of humour and can use it comfortably in the speech, he/she can make the presentation more engaging and interesting.

On the other hand, if the speaker who is an introvert and prefers to talk or engage less, he/she can add visuals in the presentation. Therefore, the trick is whosoever is delivering the presentation should feel comfortable.

Knowing the topic thoroughly is the most important step in preparing and delivering a presentation. A presenter with well-versed knowledge of the topic is bound to feel more confident. One should perform extensive research of the topic using credible websites and surveys.

A presenter with minimal information about the topic will not be able to deliver a memorable presentation; rather, it would create a negative image in front of the audience. A good presentation is one that is centred around the main theme, presents relevant information and stimulates thought.

It is crucial to know the purpose of the presentation. A presenter should be aware of whether the purpose is to create awareness or to build new skills or to change attitudes. For instance, professional firms or businesses use presentations for various purposes such as to create awareness, educate, motivate and persuade internal and external audiences.

Therefore, to prepare a presentation, identify its objective/purpose, determine the method of delivery, formulate a structure, include visual aids and rehearse.

One should know the type of audience and what is their purpose of attending the presentation. For instance, whether they are there for gaining knowledge or learning new skills, etc. The age, culture and knowledge base of the audience help a presenter in designing and delivering his/her presentation effectively and in a manner in which audience can easily understand and relate to.

A well-designed presentation uses visual aids effectively to reinforce the main points and enhance the audience’s level of understanding.

Business Communication Notes

( Click on Topic to Read )

• What is Business Communication?
• What is Communication?
• Types of Communication

7 C of Communication

• Barriers To Business Communication
• Oral Communication

Types Of Non Verbal Communication

• What is Written Communication?
• What are Soft Skills?
• Interpersonal vs Intrapersonal communication
• Barriers to Communication
• Importance of Communication Skills
• Listening in Communication
• Causes of Miscommunication
• What is Johari Window?
• What is Presentation?

Communication Styles

• Channels of Communication
• Hofstede’s Dimensions of Cultural Differences and Benett’s Stages of Intercultural Sensitivity

Organisational Communication

• Horizontal C ommunication
• Grapevine Communication
• Downward Communication
• Verbal Communication Skills
• Upward Communication
• Flow of Communication
• What is Emotional Intelligence?
• What is Public Speaking?
• Upward vs Downward Communication
• Internal vs External Communication
• What is Group Discussion?
• What is Interview?
• What is Negotiation?
• What is Digital Communication?
• What is Letter Writing?
• Resume and Covering Letter
• What is Report Writing?
• What is Business Meeting?
• What is Public Relations?
• What Is Market Segmentation?
• What Is Marketing Mix?
• Marketing Concept
• Marketing Management Process
• What Is Marketing Environment?
• What Is Consumer Behaviour?
• Business Buyer Behaviour
• Demand Forecasting
• 7 Stages Of New Product Development
• Methods Of Pricing
• What Is Public Relations?
• What Is Marketing Management?
• What Is Sales Promotion?
• Types Of Sales Promotion
• Techniques Of Sales Promotion
• What Is Personal Selling?
• What Is Advertising?
• Market Entry Strategy
• What Is Marketing Planning?
• Segmentation Targeting And Positioning
• Brand Building Process
• Kotler Five Product Level Model
• Classification Of Products
• Types Of Logistics
• What Is Consumer Research?
• What Is DAGMAR?
• Consumer Behaviour Models
• What Is Green Marketing?
• What Is Electronic Commerce?
• Agricultural Cooperative Marketing
• What Is Marketing Control?
• What Is Marketing Communication?
• What Is Pricing?
• Models Of Communication
• What is Sales Management?
• Objectives of Sales Management
• Responsibilities and Skills of Sales Manager
• Theories of Personal Selling
• What is Sales Forecasting?
• Methods of Sales Forecasting
• Purpose of Sales Budgeting
• Methods of Sales Budgeting
• Types of Sales Budgeting
• Sales Budgeting Process
• What is Sales Quotas?
• What is Selling by Objectives (SBO) ?
• What is Sales Organisation?
• Types of Sales Force Structure
• Recruiting and Selecting Sales Personnel
• Training and Development of Salesforce
• Compensating the Sales Force
• Time and Territory Management
• What Is Logistics?
• What Is Logistics System?
• Technologies in Logistics
• What Is Distribution Management?
• What Is Marketing Intermediaries?
• Conventional Distribution System
• Functions of Distribution Channels
• What is Channel Design?
• Types of Wholesalers and Retailers
• What is Vertical Marketing Systems?
• What i s Marketing?
• What i s A BCG Matrix?
• 5 M’S Of Advertising
• What i s Direct Marketing?
• Marketing Mix For Services
• What Market Intelligence System?
• What i s Trade Union?
• What Is International Marketing?
• World Trade Organization (WTO)
• What i s International Marketing Research?
• What is Exporting?
• What is Licensing?
• What is Franchising?
• What is Joint Venture?
• What is Turnkey Projects?
• What is Management Contracts?
• What is Foreign Direct Investment?
• Factors That Influence Entry Mode Choice In Foreign Markets
• What is Price Escalations?
• What is Transfer Pricing?
• Integrated Marketing Communication (IMC)
• What is Promotion Mix?
• Factors Affecting Promotion Mix
• Functions & Role Of Advertising
• What is Database Marketing?
• What is Advertising Budget?
• What is Advertising Agency?
• What is Market Intelligence?
• What is Industrial Marketing?
• What is Customer Value
• What is Consumer Behaviour?
• What Is Personality?
• What Is Perception?
• What Is Learning?
• What Is Attitude?
• What Is Motivation?
• Consumer Imagery
• Consumer Attitude Formation
• What Is Culture?
• Consumer Decision Making Process
• Applications of Consumer Behaviour in Marketing
• Motivational Research
• Theoretical Approaches to Study of Consumer Behaviour
• Consumer Involvement
• Consumer Lifestyle
• Theories of Personality
• Outlet Selection
• Organizational Buying Behaviour
• Reference Groups
• Consumer Protection Act, 1986
• Diffusion of Innovation
• Opinion Leaders
• What is Business Law?
• Indian Contract Act 1872
• Essential Elements of a Valid Contract
• Types of Contract
• What is Discharge of Contract?
• Performance of Contract
• Sales of Goods Act 1930
• Goods & Price: Contract of Sale
• Conditions and Warranties
• Doctrine of Caveat Emptor
• Transfer of Property
• Rights of Unpaid Seller
• Negotiable Instruments Act 1881
• Types of Negotiable Instruments
• Types of Endorsement
• What is Promissory Note?
• What is Cheque?
• What is Crossing of Cheque?
• What is Bill of Exchange?
• What is Offer?
• Limited Liability Partnership Act 2008
• Memorandum of Association
• Articles of Association
• What is Director?
• Trade Unions Act, 1926
• Industrial Disputes Act 1947
• Employee State Insurance Act 1948
• Payment of Wages Act 1936
• Payment of Bonus Act 1965
• Labour Law in India
• What is Brand Management?
• 4 Steps of Strategic Brand Management Process
• Customer Based Brand Equity
• What is Brand Equity?

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What It Takes to Give a Great Presentation

• Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

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Define your goal

Understand the complex idea well enough to be able to discern its most critical components from just the necessary but minor details.

It is a fact that you are NOT going to have enough time to get through everything that you want to say on your topic.

3-4 points = 50 min

5-6 points = 75 min

image source: http://www.thethingswesay.com/img/2787.jpg

Setting a learning objectives can help you as a teacher or presenter identify what it is that you want your students or audience to take away.  It can help keep you focused and not get off on a tangent either.

What are learning objectives?   It is a statement of what students will be able to do when they have completed instruction. 

 Learning objectives fall into 6 categories moving from lower level to high level learning: knowledge, comprehension, application, analysis, synthesis, and evaluation.

Lower level: Students will be able to locate the major organs that make up the circulatory system.

High level: Students will be able to evaluate the impact of an increase of interest rates on the housing market.

Identifying the learning outcomes also helps you decide what active learning activities can be incorporated into your lecture.

Learning objective verbs

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• Next: Basic presentation outline >>
• Last Updated: Sep 28, 2023 2:18 PM
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Ideas and insights from Harvard Business Publishing Corporate Learning

Powerful and Effective Presentation Skills: More in Demand Now Than Ever

When we talk with our L&D colleagues from around the globe, we often hear that presentation skills training is one of the top opportunities they’re looking to provide their learners. And this holds true whether their learners are individual contributors, people managers, or senior leaders. This is not surprising.

Effective communications skills are a powerful career activator, and most of us are called upon to communicate in some type of formal presentation mode at some point along the way.

For instance, you might be asked to brief management on market research results, walk your team through a new process, lay out the new budget, or explain a new product to a client or prospect. Or you may want to build support for a new idea, bring a new employee into the fold, or even just present your achievements to your manager during your performance review.

And now, with so many employees working from home or in hybrid mode, and business travel in decline, there’s a growing need to find new ways to make effective presentations when the audience may be fully virtual or a combination of in person and remote attendees.

Whether you’re making a standup presentation to a large live audience, or a sit-down one-on-one, whether you’re delivering your presentation face to face or virtually, solid presentation skills matter.

Even the most seasoned and accomplished presenters may need to fine-tune or update their skills. Expectations have changed over the last decade or so. Yesterday’s PowerPoint which primarily relied on bulleted points, broken up by the occasional clip-art image, won’t cut it with today’s audience.

The digital revolution has revolutionized the way people want to receive information. People expect presentations that are more visually interesting. They expect to see data, metrics that support assertions. And now, with so many previously in-person meetings occurring virtually, there’s an entirely new level of technical preparedness required.

The leadership development tools and the individual learning opportunities you’re providing should include presentation skills training that covers both the evergreen fundamentals and the up-to-date capabilities that can make or break a presentation.

So, just what should be included in solid presentation skills training? Here’s what I think.

The fundamentals will always apply When it comes to making a powerful and effective presentation, the fundamentals will always apply. You need to understand your objective. Is it strictly to convey information, so that your audience’s knowledge is increased? Is it to persuade your audience to take some action? Is it to convince people to support your idea? Once you understand what your objective is, you need to define your central message. There may be a lot of things you want to share with your audience during your presentation, but find – and stick with – the core, the most important point you want them to walk away with. And make sure that your message is clear and compelling.

You also need to tailor your presentation to your audience. Who are they and what might they be expecting? Say you’re giving a product pitch to a client. A technical team may be interested in a lot of nitty-gritty product detail. The business side will no doubt be more interested in what returns they can expect on their investment.

Another consideration is the setting: is this a formal presentation to a large audience with questions reserved for the end, or a presentation in a smaller setting where there’s the possibility for conversation throughout? Is your presentation virtual or in-person? To be delivered individually or as a group? What time of the day will you be speaking? Will there be others speaking before you and might that impact how your message will be received?

Once these fundamentals are established, you’re in building mode. What are the specific points you want to share that will help you best meet your objective and get across your core message? Now figure out how to convey those points in the clearest, most straightforward, and succinct way. This doesn’t mean that your presentation has to be a series of clipped bullet points. No one wants to sit through a presentation in which the presenter reads through what’s on the slide. You can get your points across using stories, fact, diagrams, videos, props, and other types of media.

Visual design matters While you don’t want to clutter up your presentation with too many visual elements that don’t serve your objective and can be distracting, using a variety of visual formats to convey your core message will make your presentation more memorable than slides filled with text. A couple of tips: avoid images that are cliched and overdone. Be careful not to mix up too many different types of images. If you’re using photos, stick with photos. If you’re using drawn images, keep the style consistent. When data are presented, stay consistent with colors and fonts from one type of chart to the next. Keep things clear and simple, using data to support key points without overwhelming your audience with too much information. And don’t assume that your audience is composed of statisticians (unless, of course, it is).

When presenting qualitative data, brief videos provide a way to engage your audience and create emotional connection and impact. Word clouds are another way to get qualitative data across.

Practice makes perfect You’ve pulled together a perfect presentation. But it likely won’t be perfect unless it’s well delivered. So don’t forget to practice your presentation ahead of time. Pro tip: record yourself as you practice out loud. This will force you to think through what you’re going to say for each element of your presentation. And watching your recording will help you identify your mistakes—such as fidgeting, using too many fillers (such as “umm,” or “like”), or speaking too fast.

A key element of your preparation should involve anticipating any technical difficulties. If you’ve embedded videos, make sure they work. If you’re presenting virtually, make sure that the lighting is good, and that your speaker and camera are working. Whether presenting in person or virtually, get there early enough to work out any technical glitches before your presentation is scheduled to begin. Few things are a bigger audience turn-off than sitting there watching the presenter struggle with the delivery mechanisms!

Finally, be kind to yourself. Despite thorough preparation and practice, sometimes, things go wrong, and you need to recover in the moment, adapt, and carry on. It’s unlikely that you’ll have caused any lasting damage and the important thing is to learn from your experience, so your next presentation is stronger.

How are you providing presentation skills training for your learners?

Manika Gandhi is Senior Learning Design Manager at Harvard Business Publishing Corporate Learning. Email her at [email protected] .

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How to Make an Awesome Objectives Slide in PowerPoint

Yousef "yoyo" abu ghaidah.

• June 13, 2018
• One Comment

Let's be honest.

How many times have you witnessed a PowerPoint objectives slide that looked so bland that you cringed?

Did it happen to look a little something like this?

The Horror!

Presentation Objectives Matter!

Realize that a dull objectives slide will set your entire presentation up for failure .

The way I see it, the objectives slide is arguably the most important one of the lot.

Yes, it's true.

Think about it: this slide is going to be among the first things your audience is going to engage with.

On top of that, your PowerPoint objectives are practically embedded in everything  you're trying to communicate!

Give your objectives slide the importance it deserves and learn how to beautifully present objectives in PowerPoint.

All you have to do is follow this tutorial, and you'll end up with a crisp, sleek, and awesome-looking slide just like the one below!

VIDEO TUTORIAL

Designing a Beautiful Objectives Slide

For your own convenience, I'll show you everything you need to do to make a stellar objectives slide in the video below. I've also summarized the steps in this post.

?Step 1: Make the Dart and Dart Board

In this step, we're going to be playing with different PowerPoint shapes to make a cool dartboard infographic for your presentation objectives.

The Dartboard

First off, bring in six circles into your PowerPoint slide (it doesn't matter where, or how big they are; we'll fix all that up later).

Resize each circle making one circle larger than the last one. To do this, click on one of your six circles, then go to  Format . In the  Size box, make your first circle with a height and width of  1cm (0.39 inches)

Go ahead and set another circle's height and width to  2cm (0.78 in inches). Follow this pattern and do this with every circle (3cm (1.17 inches), 4cm (1.56 inches), etc.) .

Now stack your circles in a way that shows it goes from smallest to biggest. To do this, you have to play around with PowerPoint's Arrange and Alignment Features . If you need guidance on this, just refer to the video.

Go ahead and fill in your circles with different colors sequentially so you get a dartboard infographic.

You'll need to bring in three shapes into your PowerPoint slide: one rectangle with rounded corners, and two parallelograms.

Position them to look like a dart, just like the picture below.

Bring It All Together

Rotate your dart and stick it in the middle of your dartboard. You should end up with something like the image below.

Hurray! The hard part's done! You now have a dartboard infographic that goes well with your presentation objectives.

Step 2: Set up Your Objectives Slide

We're going to use a rectangle to set up the layout of the slide. Draw one out so that the width takes over the entire slide, but just be sure to keep the height short.

Now, place the dartboard on the left side of the slide, and keep your rectangle behind it.

After that, bring in a title for your objectives slide. Keep it short, sweet and noticeable.

Step 3: Bring in Your First Objective

To do this step, you're going to need some icons that represent what your first objective is about. If you're unfamiliar with how to do this, then check out Slide Cow's PowerPoint icon guide that will teach you three ways to bring in  any icon you want into your slide.

Once you've brought in the icon you want, place it in the rectangle you made in the second step.

Underneath your icon, add a  heading and some text that best explains your objective in a presentation setting . For best practice, I suggest following the SMART principle .

It's important to  align everything to the left here because it focuses on the strategy of the slide . That is, we want the audience to read everything from left-to-right, so that everything's sequential.

Step 4: Replicate and Modify

Group up the elements that make up your first objective (the icon, heading, and text) and duplicate it. Keep duplicating until you have enough elements to capture your message in full. For example, if you have three objectives, then duplicate your first objective twice.

You're all set to  modify each duplicated group to describe your other objectives. Keep it short and simple . Also, make sure everything is appropriately aligned and positioned.

Easy Peasy!

Designing PowerPoint objectives can be tricky, but hard work pays off ! With a slide like this, you're sure to set your presentation on the right track from the get-go. Promise!

If you have any issues, just leave a comment below and I'll get back to you.

i could not understand what are slide layouts in microsoft power point and explain the slide page layouts and explain the animation effects and slide objectives

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• Nov 22, 2022

Presentation Objectives That Give You the Edge

Updated: Jan 31, 2023

Presentation Objectives That Give You The Edge

A compelling presentation begins with a clear objective. It takes the audience on a fascinating journey from where they are now to your ultimate destination—your presentation objective. Your objective identifies what you want to accomplish with your presentation in one or two sentences. This is harder than you think. Too many presenters simply open a PowerPoint deck and start creating a presentation before they identify the objective.

To help you create your objective, answer these questions before creating your presentation:

What is the “ why” of your presentation?

Why is this presentation important to your audience? Why will investing time in attending your presentation benefit those who experience it? Why is your content important to the organization? To you? To your manager? Customers? Others?

Take the time to respond to these questions. Be specific. Your responses will help you create a clear, concise and compelling presentation objective.

What do you want the audience to know, feel and do?

There is so much to know! It is important to be specific about what exactly you will include so you resist over-stuffing your presentation and confusing your audience.

A few examples might help:

Know that without additional funding of $22,000, the project will fail.

Know that one of our biggest customers is meeting with a competitor because they need lower pricing.

Know that new FDA regulations require an increase of 20% in time for current lab protocols.

After you identify your " know ," think through how you want your audience to feel and what you want them to do about this. For example (A) you may want them to feel anxious so that they are willing to commit the additional funding. For (B), you may want the audience to feel nervous about losing a customer so that they will agree to providing lower pricing options. For (C), you may want the audience to feel supportive and so they will agree to hiring an intern.

Create your objective (more info here)

Review your answers to the questions above, and then capture your objective in writing. Here are possible objectives for each of the earlier scenarios:

Get commitment for $22,000 in incremental funding by the end of the quarter to keep project Optimus on track.

Get commitment from director of sales to a three-tier pricing proposal for customer Prime.

Get commitment from lab manager to hire an intern by May 15 to handle new workload created by recent FDA regulation changes.

Don’t simply think about your objective: write it down! Your objective is your North Star. Put this on the top of the page where you create your presentation outline. Include your objective in the introduction section in your slide deck. Review each main point to be sure it supports your objective.

Put in the time to answer these questions so that your next presentation will be clear, concise and compelling.

This article comes from our series on presentation coaching from author Susan Garrity Bish's new book, Clear, Concise & Compelling: How to Present to Change Minds and Influence Outcomes. You can learn more about the book here , or purchase it directly from Amazon here.

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How Are We Transforming Scientists Into World-Class Presenters?

18 Presentation Tips You Need Today

How to Establish Presentation Objectives

Research Writing and Analysis

• NVivo Group and Study Sessions
• SPSS This link opens in a new window
• Statistical Analysis Group sessions
• Using Qualtrics
• Dissertation and Data Analysis Group Sessions
• Defense Schedule - Commons Calendar This link opens in a new window
• Research Process Flow Chart
• Research Alignment Chapter 1 This link opens in a new window
• Step 1: Seek Out Evidence
• Step 2: Explain
• Step 3: The Big Picture
• Step 4: Own It
• Step 5: Illustrate
• Annotated Bibliography
• Literature Review This link opens in a new window
• Systematic Reviews & Meta-Analyses
• How to Synthesize and Analyze
• Synthesis and Analysis Practice
• Synthesis and Analysis Group Sessions
• Problem Statement
• Purpose Statement
• Conceptual Framework
• Theoretical Framework
• Quantitative Research Questions
• Qualitative Research Questions
• Trustworthiness of Qualitative Data
• Analysis and Coding Example- Qualitative Data
• Thematic Data Analysis in Qualitative Design
• Dissertation to Journal Article This link opens in a new window
• International Journal of Online Graduate Education (IJOGE) This link opens in a new window
• Journal of Research in Innovative Teaching & Learning (JRIT&L) This link opens in a new window

Jump to DSE Guide

Purpose statement overview.

The purpose statement succinctly explains (on no more than 1 page) the objectives of the research study. These objectives must directly address the problem and help close the stated gap. Expressed as a formula:

Good purpose statements:

• Flow from the problem statement and actually address the proposed problem
• Are concise and clear
• Answer the question ‘Why are you doing this research?’
• Match the methodology (similar to research questions)
• Have a ‘hook’ to get the reader’s attention
• Set the stage by clearly stating, “The purpose of this (qualitative or quantitative) study is to ...

In PhD studies, the purpose usually involves applying a theory to solve the problem. In other words, the purpose tells the reader what the goal of the study is, and what your study will accomplish, through which theoretical lens. The purpose statement also includes brief information about direction, scope, and where the data will come from.

A problem and gap in combination can lead to different research objectives, and hence, different purpose statements. In the example from above where the problem was severe underrepresentation of female CEOs in Fortune 500 companies and the identified gap related to lack of research of male-dominated boards; one purpose might be to explore implicit biases in male-dominated boards through the lens of feminist theory. Another purpose may be to determine how board members rated female and male candidates on scales of competency, professionalism, and experience to predict which candidate will be selected for the CEO position. The first purpose may involve a qualitative ethnographic study in which the researcher observes board meetings and hiring interviews; the second may involve a quantitative regression analysis. The outcomes will be very different, so it’s important that you find out exactly how you want to address a problem and help close a gap!

The purpose of the study must not only align with the problem and address a gap; it must also align with the chosen research method. In fact, the DP/DM template requires you to name the  research method at the very beginning of the purpose statement. The research verb must match the chosen method. In general, quantitative studies involve “closed-ended” research verbs such as determine , measure , correlate , explain , compare , validate , identify , or examine ; whereas qualitative studies involve “open-ended” research verbs such as explore , understand , narrate , articulate [meanings], discover , or develop .

A qualitative purpose statement following the color-coded problem statement (assumed here to be low well-being among financial sector employees) + gap (lack of research on followers of mid-level managers), might start like this:

In response to declining levels of employee well-being, the purpose of the qualitative phenomenology was to explore and understand the lived experiences related to the well-being of the followers of novice mid-level managers in the financial services industry. The levels of follower well-being have been shown to correlate to employee morale, turnover intention, and customer orientation (Eren et al., 2013). A combined framework of Leader-Member Exchange (LMX) Theory and the employee well-being concept informed the research questions and supported the inquiry, analysis, and interpretation of the experiences of followers of novice managers in the financial services industry.

A quantitative purpose statement for the same problem and gap might start like this:

In response to declining levels of employee well-being, the purpose of the quantitative correlational study was to determine which leadership factors predict employee well-being of the followers of novice mid-level managers in the financial services industry. Leadership factors were measured by the Leader-Member Exchange (LMX) assessment framework  by Mantlekow (2015), and employee well-being was conceptualized as a compound variable consisting of self-reported turnover-intent and psychological test scores from the Mental Health Survey (MHS) developed by Johns Hopkins University researchers.

Both of these purpose statements reflect viable research strategies and both align with the problem and gap so it’s up to the researcher to design a study in a manner that reflects personal preferences and desired study outcomes. Note that the quantitative research purpose incorporates operationalized concepts  or variables ; that reflect the way the researcher intends to measure the key concepts under study; whereas the qualitative purpose statement isn’t about translating the concepts under study as variables but instead aim to explore and understand the core research phenomenon.  

Best Practices for Writing your Purpose Statement

Always keep in mind that the dissertation process is iterative, and your writing, over time, will be refined as clarity is gradually achieved. Most of the time, greater clarity for the purpose statement and other components of the Dissertation is the result of a growing understanding of the literature in the field. As you increasingly master the literature you will also increasingly clarify the purpose of your study.

The purpose statement should flow directly from the problem statement. There should be clear and obvious alignment between the two and that alignment will get tighter and more pronounced as your work progresses.

The purpose statement should specifically address the reason for conducting the study, with emphasis on the word specifically. There should not be any doubt in your readers’ minds as to the purpose of your study. To achieve this level of clarity you will need to also insure there is no doubt in your mind as to the purpose of your study.

Many researchers benefit from stopping your work during the research process when insight strikes you and write about it while it is still fresh in your mind. This can help you clarify all aspects of a dissertation, including clarifying its purpose.

Your Chair and your committee members can help you to clarify your study’s purpose so carefully attend to any feedback they offer.

The purpose statement should reflect the research questions and vice versa. The chain of alignment that began with the research problem description and continues on to the research purpose, research questions, and methodology must be respected at all times during dissertation development. You are to succinctly describe the overarching goal of the study that reflects the research questions. Each research question narrows and focuses the purpose statement. Conversely, the purpose statement encompasses all of the research questions.

Identify in the purpose statement the research method as quantitative, qualitative or mixed (i.e., “The purpose of this [qualitative/quantitative/mixed] study is to ...)

Avoid the use of the phrase “research study” since the two words together are redundant.

Follow the initial declaration of purpose with a brief overview of how, with what instruments/data, with whom and where (as applicable) the study will be conducted. Identify variables/constructs and/or phenomenon/concept/idea. Since this section is to be a concise paragraph, emphasis must be placed on the word brief. However, adding these details will give your readers a very clear picture of the purpose of your research.

Developing the purpose section of your dissertation is usually not achieved in a single flash of insight. The process involves a great deal of reading to find out what other scholars have done to address the research topic and problem you have identified. The purpose section of your dissertation could well be the most important paragraph you write during your academic career, and every word should be carefully selected. Think of it as the DNA of your dissertation. Everything else you write should emerge directly and clearly from your purpose statement. In turn, your purpose statement should emerge directly and clearly from your research problem description. It is good practice to print out your problem statement and purpose statement and keep them in front of you as you work on each part of your dissertation in order to insure alignment.

It is helpful to collect several dissertations similar to the one you envision creating. Extract the problem descriptions and purpose statements of other dissertation authors and compare them in order to sharpen your thinking about your own work.  Comparing how other dissertation authors have handled the many challenges you are facing can be an invaluable exercise. Keep in mind that individual universities use their own tailored protocols for presenting key components of the dissertation so your review of these purpose statements should focus on content rather than form.

Once your purpose statement is set it must be consistently presented throughout the dissertation. This may require some recursive editing because the way you articulate your purpose may evolve as you work on various aspects of your dissertation. Whenever you make an adjustment to your purpose statement you should carefully follow up on the editing and conceptual ramifications throughout the entire document.

In establishing your purpose you should NOT advocate for a particular outcome. Research should be done to answer questions not prove a point. As a researcher, you are to inquire with an open mind, and even when you come to the work with clear assumptions, your job is to prove the validity of the conclusions reached. For example, you would not say the purpose of your research project is to demonstrate that there is a relationship between two variables. Such a statement presupposes you know the answer before your research is conducted and promotes or supports (advocates on behalf of) a particular outcome. A more appropriate purpose statement would be to examine or explore the relationship between two variables.

Your purpose statement should not imply that you are going to prove something. You may be surprised to learn that we cannot prove anything in scholarly research for two reasons. First, in quantitative analyses, statistical tests calculate the probability that something is true rather than establishing it as true. Second, in qualitative research, the study can only purport to describe what is occurring from the perspective of the participants. Whether or not the phenomenon they are describing is true in a larger context is not knowable. We cannot observe the phenomenon in all settings and in all circumstances.

Writing your Purpose Statement

It is important to distinguish in your mind the differences between the Problem Statement and Purpose Statement.

The Problem Statement is why I am doing the research

The Purpose Statement is what type of research I am doing to fit or address the problem

The Purpose Statement includes:

• Method of Study
• Specific Population

Remember, as you are contemplating what to include in your purpose statement and then when you are writing it, the purpose statement is a concise paragraph that describes the intent of the study, and it should flow directly from the problem statement.  It should specifically address the reason for conducting the study, and reflect the research questions.  Further, it should identify the research method as qualitative, quantitative, or mixed.  Then provide a brief overview of how the study will be conducted, with what instruments/data collection methods, and with whom (subjects) and where (as applicable). Finally, you should identify variables/constructs and/or phenomenon/concept/idea.

Qualitative Purpose Statement

Creswell (2002) suggested for writing purpose statements in qualitative research include using deliberate phrasing to alert the reader to the purpose statement. Verbs that indicate what will take place in the research and the use of non-directional language that do not suggest an outcome are key. A purpose statement should focus on a single idea or concept, with a broad definition of the idea or concept. How the concept was investigated should also be included, as well as participants in the study and locations for the research to give the reader a sense of with whom and where the study took place. 

Creswell (2003) advised the following script for purpose statements in qualitative research:

“The purpose of this qualitative_________________ (strategy of inquiry, such as ethnography, case study, or other type) study is (was? will be?) to ________________ (understand? describe? develop? discover?) the _________________(central phenomenon being studied) for ______________ (the participants, such as the individual, groups, organization) at __________(research site). At this stage in the research, the __________ (central phenomenon being studied) will be generally defined as ___________________ (provide a general definition)” (pg. 90).

Quantitative Purpose Statement

Creswell (2003) offers vast differences between the purpose statements written for qualitative research and those written for quantitative research, particularly with respect to language and the inclusion of variables. The comparison of variables is often a focus of quantitative research, with the variables distinguishable by either the temporal order or how they are measured. As with qualitative research purpose statements, Creswell (2003) recommends the use of deliberate language to alert the reader to the purpose of the study, but quantitative purpose statements also include the theory or conceptual framework guiding the study and the variables that are being studied and how they are related. 

Creswell (2003) suggests the following script for drafting purpose statements in quantitative research:

“The purpose of this _____________________ (experiment? survey?) study is (was? will be?) to test the theory of _________________that _________________ (compares? relates?) the ___________(independent variable) to _________________________(dependent variable), controlling for _______________________ (control variables) for ___________________ (participants) at _________________________ (the research site). The independent variable(s) _____________________ will be generally defined as _______________________ (provide a general definition). The dependent variable(s) will be generally defined as _____________________ (provide a general definition), and the control and intervening variables(s), _________________ (identify the control and intervening variables) will be statistically controlled in this study” (pg. 97).

Sample Purpose Statements

• The purpose of this qualitative study was to determine how participation in service-learning in an alternative school impacted students academically, civically, and personally.  There is ample evidence demonstrating the failure of schools for students at-risk; however, there is still a need to demonstrate why these students are successful in non-traditional educational programs like the service-learning model used at TDS.  This study was unique in that it examined one alternative school’s approach to service-learning in a setting where students not only serve, but faculty serve as volunteer teachers.  The use of a constructivist approach in service-learning in an alternative school setting was examined in an effort to determine whether service-learning participation contributes positively to academic, personal, and civic gain for students, and to examine student and teacher views regarding the overall outcomes of service-learning.  This study was completed using an ethnographic approach that included observations, content analysis, and interviews with teachers at The David School.
• The purpose of this quantitative non-experimental cross-sectional linear multiple regression design was to investigate the relationship among early childhood teachers’ self-reported assessment of multicultural awareness as measured by responses from the Teacher Multicultural Attitude Survey (TMAS) and supervisors’ observed assessment of teachers’ multicultural competency skills as measured by the Multicultural Teaching Competency Scale (MTCS) survey. Demographic data such as number of multicultural training hours, years teaching in Dubai, curriculum program at current school, and age were also examined and their relationship to multicultural teaching competency. The study took place in the emirate of Dubai where there were 14,333 expatriate teachers employed in private schools (KHDA, 2013b).
• The purpose of this quantitative, non-experimental study is to examine the degree to which stages of change, gender, acculturation level and trauma types predicts the reluctance of Arab refugees, aged 18 and over, in the Dearborn, MI area, to seek professional help for their mental health needs. This study will utilize four instruments to measure these variables: University of Rhode Island Change Assessment (URICA: DiClemente & Hughes, 1990); Cumulative Trauma Scale (Kira, 2012); Acculturation Rating Scale for Arabic Americans-II Arabic and English (ARSAA-IIA, ARSAA-IIE: Jadalla & Lee, 2013), and a demographic survey. This study will examine 1) the relationship between stages of change, gender, acculturation levels, and trauma types and Arab refugees’ help-seeking behavior, 2) the degree to which any of these variables can predict Arab refugee help-seeking behavior.  Additionally, the outcome of this study could provide researchers and clinicians with a stage-based model, TTM, for measuring Arab refugees’ help-seeking behavior and lay a foundation for how TTM can help target the clinical needs of Arab refugees. Lastly, this attempt to apply the TTM model to Arab refugees’ condition could lay the foundation for future research to investigate the application of TTM to clinical work among refugee populations.
• The purpose of this qualitative, phenomenological study is to describe the lived experiences of LLM for 10 EFL learners in rural Guatemala and to utilize that data to determine how it conforms to, or possibly challenges, current theoretical conceptions of LLM. In accordance with Morse’s (1994) suggestion that a phenomenological study should utilize at least six participants, this study utilized semi-structured interviews with 10 EFL learners to explore why and how they have experienced the motivation to learn English throughout their lives. The methodology of horizontalization was used to break the interview protocols into individual units of meaning before analyzing these units to extract the overarching themes (Moustakas, 1994). These themes were then interpreted into a detailed description of LLM as experienced by EFL students in this context. Finally, the resulting description was analyzed to discover how these learners’ lived experiences with LLM conformed with and/or diverged from current theories of LLM.
• The purpose of this qualitative, embedded, multiple case study was to examine how both parent-child attachment relationships are impacted by the quality of the paternal and maternal caregiver-child interactions that occur throughout a maternal deployment, within the context of dual-military couples. In order to examine this phenomenon, an embedded, multiple case study was conducted, utilizing an attachment systems metatheory perspective. The study included four dual-military couples who experienced a maternal deployment to Operation Iraqi Freedom (OIF) or Operation Enduring Freedom (OEF) when they had at least one child between 8 weeks-old to 5 years-old.  Each member of the couple participated in an individual, semi-structured interview with the researcher and completed the Parenting Relationship Questionnaire (PRQ). “The PRQ is designed to capture a parent’s perspective on the parent-child relationship” (Pearson, 2012, para. 1) and was used within the proposed study for this purpose. The PRQ was utilized to triangulate the data (Bekhet & Zauszniewski, 2012) as well as to provide some additional information on the parents’ perspective of the quality of the parent-child attachment relationship in regards to communication, discipline, parenting confidence, relationship satisfaction, and time spent together (Pearson, 2012). The researcher utilized the semi-structured interview to collect information regarding the parents' perspectives of the quality of their parental caregiver behaviors during the deployment cycle, the mother's parent-child interactions while deployed, the behavior of the child or children at time of reunification, and the strategies or behaviors the parents believe may have contributed to their child's behavior at the time of reunification. The results of this study may be utilized by the military, and by civilian providers, to develop proactive and preventive measures that both providers and parents can implement, to address any potential adverse effects on the parent-child attachment relationship, identified through the proposed study. The results of this study may also be utilized to further refine and understand the integration of attachment theory and systems theory, in both clinical and research settings, within the field of marriage and family therapy.

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Organizational restructuring: Definition, strategies and top examples for leaders in 2024

Ever changing market conditions, new technological advancements, and evolving customer demands require today's organizations' to be adaptable... The business environment today is truly dynamic ! One powerful tool leaders can leverage in this climate is organizational restructuring .

Restructuring, also known as the reorganization process, is the process of redefining an organization's structure to improve its effectiveness. This can involve changes to reporting relationships, the creation of new business units or positions, or even a complete overhaul of the company's structure.

While restructuring can be a complex process, especially for large-scale organizations, it can be a valuable tool to achieve a company's strategic vision. In this blog, we'll explore the different restructuring strategies available, along with key considerations for leaders navigating this critical process.

Organizational restructuring meaning

Organizational restructuring is a strategic process undertaken by companies to realign their internal structure , processes, and resources in response to changes in the business environment, market conditions, or company goals.

It involves reconfiguring reporting relationships, job roles, and the overall company structure to adapt to technological advancements, customer demands, and market trends.

This complex process typically involves careful planning, clear vision, and effective change management strategies to manage change, minimize disruption and maximize the benefits of the restructuring.

Companies may undertake organizational restructuring to improve efficiency, cut costs, gain market share, or better position themselves for future growth and success.

At its core, organizational restructuring aims to create a new direction for the company, aligning it with its strategic vision and business objectives. By identifying areas for improvement, implementing new technologies , doing new tasks and creating new positions or business units, organizations can enhance their competitive edge and adapt to the ever-changing market conditions.

In essence, the new organizational structure and restructuring is not just about changing the org chart; it's about transforming the entire organization to thrive in today's dynamic business landscape.

Organizational restructuring objectives

Organizational restructuring serves several key objectives aimed at enhancing the company's performance, agility, and competitiveness in the market:

• Adaptation to change : In ever-changing market conditions, companies must adapt swiftly. Organizational restructuring allows businesses to realign their structure and processes to meet new technological advancements, customer demands, and market trends.
• Cost efficiency : One of the primary objectives of restructuring is to cut costs without compromising quality or productivity. By streamlining processes, optimizing resource allocation, and identifying areas for cost savings, organizations can improve their bottom line.
• Enhanced efficiency : Restructuring aims to improve the efficiency of operations by eliminating redundancies, improving communication channels, and clarifying reporting relationships. This ensures that resources are utilized effectively and tasks are completed efficiently.
• Strategic alignment : Through restructuring, companies can realign their organizational structure with their strategic vision and business objectives. This ensures that every aspect of the organization is working towards the same goals, leading to greater clarity and focus.
• Adoption of new technologies : Organizational restructuring often involves the adoption of new technologies to streamline processes, enhance productivity , and stay ahead of competitors. This may include implementing new software systems, automation tools, or digital platforms.
• Customer-centric approach : Companies may restructure to better meet customer demands and improve the overall customer experience. By organizing teams around customer segments or implementing customer feedback mechanisms , organizations can become more responsive to customer needs.
• Employee engagement and development : Restructuring can create new opportunities for employee growth and development by introducing new job roles, career paths, and skill development programs. This fosters employee engagement and retention , ultimately contributing to the company's success.
• Risk mitigation : In some cases, restructuring is necessary to mitigate risks associated with outdated processes, market disruptions, or organizational inefficiencies. By proactively addressing these risks, companies can safeguard their future viability and resilience.
• Market positioning and growth : Finally, organizational restructuring aims to position the company for future growth and success in the market. By realigning resources, capabilities, and strategies, organizations can capitalize on emerging opportunities and expand their market share.

What are the types of organizational restructuring?

Restructuring is not a one-size-fits-all solution; rather, it encompasses various approaches tailored to the specific needs and objectives of each organization.

This section explores the different types of organizational restructuring, highlighting the diverse strategies companies employ to navigate complex business environments and achieve their goals.

Technological integration:

With rapid technological advancements, organizations often need to restructure their operations to integrate new technologies effectively. This type of restructuring focuses on updating IT infrastructure, implementing automation processes, and redefining job roles to leverage technological tools efficiently.

Market-driven restructuring:

In response to changing market conditions and customer demands, companies may undergo restructuring to realign their strategies and offerings. This type of restructuring involves adapting business units, product lines, and service offerings to better meet customer needs and gain a competitive edge in the market.

Resource optimization:

Organizations may undergo restructuring to optimize their resources, including financial, human, and physical assets. This type of restructuring aims to eliminate unnecessary costs, consolidate operations, and streamline resource allocation to improve efficiency and maximize returns.

Strategic reorganization:

Strategic restructuring involves realigning the organizational structure with the company's long-term vision and goals. This type of restructuring focuses on redefining reporting relationships, business units, and decision-making processes to ensure alignment with the overall strategic direction of the organization.

Cultural transformation:

Cultural restructuring aims to change the organizational culture to better support the company's objectives and values. This type of organizational restructuring process involves promoting collaboration, innovation, and employee engagement while addressing cultural barriers that may hinder organizational performance.

Departmental restructuring:

Sometimes, organizations need to restructure specific departments or divisions to improve effectiveness and efficiency. This type of restructuring may involve consolidating departments, redistributing responsibilities, or creating a new structure of departments to better align with the company's goals and objectives.

Cost-cutting measures:

Cost-driven restructuring focuses on reducing expenses and improving profitability. This type of restructuring may involve downsizing, outsourcing non-core functions, or renegotiating contracts to lower operating costs and improve financial performance.

What are some organizational restructuring benefits to know as a management?

From enhancing operational efficiency to fostering innovation and improving customer satisfaction , the benefits of restructuring are multifaceted and essential for navigating today's complex business landscape.

• Improved efficiency: Through restructuring, organizations can streamline processes, eliminate redundancies, and optimize resource allocation, leading to increased operational efficiency.
• Enhanced adaptability: Restructuring allows companies to adapt more quickly to changing market conditions, technological advancements, and customer demands, ensuring they remain agile and competitive.
• Cost savings: By identifying and eliminating unnecessary costs, restructuring can result in significant cost savings for the organization, improving financial performance and sustainability.
• Strategic alignment: Restructuring enables companies to realign their organizational structure with their strategic vision and goals, ensuring that resources and efforts are focused on achieving key objectives.
• Improved communication: Restructuring often involves clarifying reporting relationships and communication channels, leading to better information flow, collaboration, and decision-making throughout the organization.
• Enhanced employee engagement: Restructuring can create new opportunities for employee growth, development, and involvement in decision-making processes, fostering higher levels of engagement and commitment.
• Optimized resource allocation: By reallocating resources based on strategic priorities, restructuring ensures that resources are utilized effectively to support the organization's objectives and maximize returns.
• Increased innovation: Restructuring can stimulate innovation by breaking down silos, promoting cross-functional collaboration, and creating a culture that values experimentation and creativity.
• Better customer experience: Through restructuring, organizations can align their structure, processes, and resources to better meet customer needs, resulting in improved customer satisfaction and loyalty.
• Strengthened competitive position: Overall, organizational restructuring can help companies adapt to the ever-changing business landscape, improve their competitive position, and position themselves for long-term success and growth.

What are the negative effects of organizational restructuring?

Organizational restructuring can also entail negative effects that management should be mindful of:

Decreased morale

Constant restructuring can lead to uncertainty and anxiety among employees, resulting in decreased morale and productivity.

• Uncertainty and Anxiety: Frequent restructuring can create an environment of uncertainty and anxiety among employees. When staff members are unsure about their job security or future roles, their morale can plummet. This can lead to a decrease in overall productivity as employees become preoccupied with concerns about their future.
• Distrust in Management: Constant changes can erode trust in leadership. Employees may begin to feel that management is not transparent or capable of providing a stable work environment, leading to a loss of faith in the company’s direction.

Increased resistance

Employees may resist changes to their roles or reporting relationships, leading to friction and challenges in implementing restructuring plans.

• Change Aversion: Employees often resist changes to their roles or reporting relationships, which can create significant friction. This resistance can manifest in passive-aggressive behaviors, reduced cooperation, and even active sabotage of new initiatives.
• Cultural Clashes: Introducing new processes or teams can lead to cultural clashes, where long-standing practices conflict with new methods, causing disruption and resistance.

Loss of talent

Restructuring may result in layoffs or reassignments, leading to the loss of skilled employees and institutional knowledge.

• Layoffs and Reassignments: Restructuring may necessitate layoffs or reassignments, leading to the departure of skilled employees and the loss of valuable institutional knowledge. The remaining workforce might feel overburdened, which can exacerbate stress and burnout.
• Voluntary Exits: High-performing employees may choose to leave the organization voluntarily if they perceive the restructuring as a sign of instability, further depleting the talent pool.

Disrupted workflows

Changes to organizational structure or processes can disrupt workflows and lead to inefficiencies in operations.

• Inefficiencies: Changes to organizational structure or processes can disrupt established workflows, leading to inefficiencies. Employees may struggle to adapt to new systems or procedures, slowing down operations.
• Interdepartmental Issues: Restructuring can disrupt communication and coordination between departments, causing bottlenecks and delays in project completion.

Communication breakdown

Poor communication during transition process and restructuring can lead to confusion, rumors, and distrust among employees.

• Poor Communication: During transitions, poor communication can lead to confusion, rumors, and distrust. Inadequate information about the reasons for restructuring and the steps involved can exacerbate employee anxiety and speculation.
• Mixed Messages: Inconsistent messaging from management can create misunderstandings about the goals and impacts of restructuring, further destabilizing the work environment.

Damage to company culture

Restructuring can disrupt established norms and relationships, potentially damaging company culture and cohesion.

• Disrupted Norms: Restructuring can disrupt established norms and relationships, potentially damaging company culture and cohesion. Long-standing traditions and informal networks may be lost, leading to a sense of disorientation among employees.
• Erosion of Values: If the restructuring process appears to disregard the company’s core values or employee well-being, it can lead to a loss of organizational identity and a decline in employee engagement .

15 Organizational restructuring strategies to try in 2024

It's imperative to explore innovative strategies for organizational restructuring. In this section, we delve into seven cutting-edge strategies tailored to meet the challenges and opportunities of the current environment.

• Agile transformation : Embrace agile methodologies to enhance adaptability and responsiveness to changing market conditions and customer demands.
• Digital integration : Integrate digital technologies across all aspects of the organization to improve efficiency, innovation, and customer experience.
• Talent optimization : Focus on optimizing talent management strategies to attract, retain, and develop skilled employees who can drive organizational success.
• Customer-centric restructuring : Restructure the organization around customer segments or needs to enhance customer satisfaction, loyalty, and market competitiveness.
• Hybrid work models : Implement hybrid work models that combine remote and in-person work to enhance flexibility, productivity, and employee satisfaction.
• Sustainable practices : Restructure operations to prioritize sustainability and environmental responsibility, aligning with evolving consumer preferences and regulatory requirements.
• Diversity, equity, and inclusion (DEI) initiatives : Implement restructuring initiatives focused on fostering diversity, equity, and inclusion throughout the organization to drive innovation, employee engagement, and market relevance.
• Cross-functional teams: Establish cross-functional teams to break down silos, enhance collaboration, and drive innovation across different departments.
• Lean processes: I mplement lean methodologies to streamline processes, eliminate waste, and improve operational efficiency.
• Data-driven decision-making: Restructure decision-making processes to leverage data analytics and business intelligence for more informed and strategic choices.
• Decentralized decision-making: Empower lower levels of the organization to make decisions to increase agility, responsiveness, and employee empowerment.
• Globalization strategy: Expand and restructure operations to enhance global reach, optimize supply chains, and capture new market opportunities.
• Strategic partnerships: Develop strategic alliances and partnerships to leverage external expertise, technology, and resources for mutual growth and innovation.
• Continuous learning culture: Foster a culture of continuous learning and development to ensure the workforce remains competitive and adaptable to industry changes.
• Resilient infrastructure: Invest in robust and resilient infrastructure to ensure business continuity and adaptability in the face of disruptions and uncertainties.

5 Organizational restructuring examples to get inspiration from

This section presents five diverse examples of organizational restructuring strategies, each highlighting innovative approaches to address challenges, leverage opportunities, and drive success.

From improved communication to technological integration and talent optimization, these examples offer insights into how organizations can strategically restructure to enhance efficiency, innovation, and competitiveness.

• Improved communication : A large-scale organization revamped its communication channels and reporting relationships to foster better information flow and collaboration among departments, enhancing efficiency and productivity.
• Technological integration : A company implemented new technologies and automation processes across its operations to streamline workflows and improve efficiency, responding to technological advancements and customer demands in today's business environment.
• Talent optimization : An organization restructured its job roles and created new positions to better align with its strategic vision and goals, while also investing in employee development programs to enhance skills and engagement, ultimately driving success and innovation.
• Customer-centric restructuring : A business unit reorganized its structure and processes to prioritize customer experience, gathering feedback and identifying areas for improvement to better meet customer demands and gain a competitive edge in the market.
• Strategic reorganization : A company undertook a comprehensive reorganization plan, aligning its organizational structure with its long-term strategic vision and goals, emphasizing careful planning and decision-making processes to ensure success and sustainability in today's dynamic business landscape.

Role of change management surveys to measure the success of your organizational restructuring

Having established the various strategies and examples of organizational restructuring, it's essential to gauge their effectiveness and impact. Here's how change management surveys play a pivotal role in measuring the success of these restructuring efforts!

Change management surveys play a crucial role in assessing the effectiveness of organizational restructuring initiatives. These surveys serve as valuable tools for gathering feedback from employees and stakeholders, measuring their perceptions, attitudes, and experiences throughout the restructuring process.

By leveraging change management surveys, organizations can identify areas of improvement, gauge employee buy-in, and measure the overall success of the restructuring effort.

These surveys enable companies to monitor changes in employee morale, engagement, and productivity, providing valuable insights into the impact of restructuring on organizational culture and performance.

Ultimately, change management surveys empower organizations to make data-driven decisions, address concerns, and ensure that restructuring initiatives align with strategic objectives and deliver tangible results.

From streamlining operations to fostering innovation and enhancing customer experience, restructuring initiatives can drive positive change and propel organizations toward success in today's dynamic business landscape. However, measuring the success of these efforts is equally crucial.

Change management surveys , such as those offered by CultureMonkey , provide invaluable insights into employee sentiment, engagement, and the overall impact of restructuring on organizational culture and performance.

By leveraging these tools, companies can make informed decisions, address challenges, and ensure that their restructuring endeavors align with their long-term goals and objectives, ultimately positioning them for sustained growth and success in the future. Try CultureMonkey for your org today.

1. What does organizational restructure mean?

Organizational restructuring involves significant adjustments to a company's structure, processes, or resources for the purposes of enhancing efficiency, adaptability, or competitiveness in response to internal or external factors. This strategic endeavor aims to streamline operations and position the organization advantageously amidst evolving challenges and opportunities in the dynamic business landscape, ensuring its resilience and sustained success.

2. What are the three forms of restructuring?

The three forms of restructuring encompass financial restructuring, operational restructuring, and strategic restructuring. Financial restructuring focuses on managing debts, improving liquidity, and enhancing financial stability. Operational restructuring entails optimizing processes, reducing costs, and improving efficiency across various functions. Strategic restructuring involves realigning business strategies, redefining objectives, and adapting to changing market dynamics to drive long-term growth and success.

3. What are the key elements of Organisational restructuring?

The key elements of organizational restructuring include aspects such as clear strategic objectives, effective communication, stakeholder engagement, careful planning, implementation, and monitoring. Additionally, it also involves evaluating and adjusting the organizational structure, processes, and resources to align with strategic goals. Change management, employee training, and performance evaluation are also essential elements to ensure successful restructuring initiatives.

4. What is an example of a company restructuring?

One example of a company restructuring could involve a multinational corporation consolidating regional offices into a centralized headquarters. This streamlines decision-making, enhances communication, and reduces costs. Centralizing administrative functions fosters collaboration and efficiency, supporting adaptability to market changes. This strategic approach strengthens competitiveness and promotes sustainable growth in the long term, ensuring the organization's continued success and resilience.

Karthik Ganesan

Karthik is a passionate Product Marketer with 3+ years of experience and enjoys in conveying complex ideas through simple narratives. A film and tech enthusiast who loves to explore places.

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Global Head Discovery Pharmacology (all genders)

Posted 17 May 2024

Darmstadt, Hessen - Germany

Req Id 274595

Work Your Magic with us!

Ready to explore, break barriers, and discover more? We know you’ve got big plans – so do we! Our colleagues across the globe love innovating with science and technology to enrich people’s lives with our solutions in Healthcare, Life Science, and Electronics. Together, we dream big and are passionate about caring for our rich mix of people, customers, patients, and planet. That's why we are always looking for curious minds that see themselves imagining the unimaginable with us.

United As One for Patients, our purpose in Healthcare is to help create, improve and prolong lives. We develop medicines, intelligent devices and innovative technologies in therapeutic areas such as Oncology, Neurology and Fertility. Our teams work together across 6 continents with passion and relentless curiosity in order to help patients at every stage of life. Joining our Healthcare team is becoming part of a diverse, inclusive and flexible working culture, presenting great opportunities for personal development and career advancement across the globe.

Position : Global Head of Discovery Pharmacology

Reporting : Reports to the Global Head of Discovery and Development Technologies

Discovery and Development Technologies (DDTech) is a global, integrated team that encompasses multiple functions, including Medicinal Chemistry, Discovery Sciences, Antibody and ADC technologies, DMPK, Chemical, and Pre-clinical Safety. DDTech oversees the discovery strategy and execution of novel molecular entities, such as NCEs, NBEs, and ADCs. In close partnership with the Oncology, Neurology, and Immunology Research and Development Units (RU and DU, respectively), DDTech plays a vital role in advancing Merck’s discovery and development programs. Moreover, it supports external innovation and business development activities, contributing to the progress of Merck’s R&D portfolio. The team has a strong track record, as evidenced by successful pipeline projects like Tepmetko, Evobrutinib, Enpatoran, and Bavencio.

In the very dynamic interface between Biology and Chemistry, the Global Head of Discovery Pharmacology will lead teams of scientist covering broad expertise in digital and automation, structural biology and biophysics, molecular- and advanced cellular models and multi-omics to drive discovery of various innovative modalities across Small Molecules (including targeted degradation and covalent modalities) as well as antibody-based therapeutics. Your role is essential to drive and execute innovative approaches to discover competitive drug candidates and unravel their mode of action to inform subsequent clinical development.

Responsibilities :

• Provide leadership and strategic direction to Discovery Sciences teams, overseeing areas such as molecular & cellular pharmacology, high throughput screening, multi-omics, structural biology, and digital & automation.
• Set clear objectives, milestones, and operational plans to achieve departmental and organizational goals .
• Focus on scientific impact in a cost-conscious, efficient setup, and leverage CROs and collaborations across the globe.
• Coach and provide performance feedforward, fostering a culture of scientific excellence and talent development.
• Collaborate with diverse cross-functional, internal and external teams from the definition of the therapeutic hypothesis, the selection and characterization of the preferred molecular modality, to informed discovery and clinical strategies across diverse therapeutic areas.
• Provide portfolio guidance on hit-finding strategies, target engagement/pharmacodynamic and predictive biomarkers as well as the screening cascades for lead and candidate optimization.
• Drive innovative approaches to discover drug candidates and understand their mode of action, guiding subsequent clinical development.
• Continuously enhance the organization's capabilities and stay updated on industry trends and cutting edge technologies, inlcuding digital and automation, multi-omics and artificial intelligence (AI).
• Contribute to fostering a science culture through scientific publications, presentations at conferences, and participation in scientific advisory boards.
• Act as a core member of the company’s Research therapeutic area-specific Research Unit Leadership teams (RULT) drining the pipeline across Oncology, Immuno-Oncology, Neurology, and Immunology therapy areas
• As a member of the DDTech leadership team, shape the Small Molecule, Antibody, and Antibody Drug Conjugates (ADC) discovery strategy and represent Discovery Sciences and/or DDTech in interactions with Health Care senior management and external stakeholders.

Who you are:

• PhD in Biochemistry, Chemistry, Biology, or another Life Science
• 10+ years of experience working in global matrix R&D organizations, working experience in crossfunctional and international teams with demonstrated success
• Profound understanding of the R&D value chain and drug discovery process
• Proven track record of leading a discovery sciences or related departments, with demonstrated success in advancing drug candidates from concept to clinical trials.
• Experience in Tumour Biology preferred
• Extensive experience in vitro pharmacology, assay development and automation with deep understanding of innovative molecular modalities beyond traditional small and large molecules.
• Deep understanding of relevant technology and trends; proven track record of advancing small molecules as well as antibodies from target ID to clinical phase.
• Strong leadership skills with the ability to inspire and passion to manage a large team of scientists and research associates.
• Track record in successfully leading global teams through transformations, deep expertise in change management and comprehensive understanding of employee engagement principles
• Commitment to staying at the forefront of scientific research and technological advancements in pharmacology and drug discovery.
• Experience with leading collaborations with biotechs and academia.

Job Specific Competencies and Skills:

• High learning agility, potential for broader leadership roles in the future
• Strong interpersonal skills in a multi-cultural environment, strong matrix leadership skills
• Excellent problem solving and analytical skills as well as organizational skills
• Excellent communication and influence management skills, including conflict management
• Sense of accountability and goal-orientation and value-orientation; strong ability to also have an enterprise mindset for portfolio and organizational decision outside of their realm
• Highly developed communications skills in English, fluency in German is considered a plus

What we offer: We are curious minds that come from a broad range of backgrounds, perspectives, and life experiences. We celebrate all dimensions of diversity and believe that it drives excellence and innovation, strengthening our ability to lead in science and technology. We are committed to creating access and opportunities for all to develop and grow at your own pace. Join us in building a culture of inclusion and belonging that impacts millions and empowers everyone to work their magic and champion human progress!   Apply now and become a part of our diverse team!

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