Presentation Style
If you have set up the meeting, it will be your responsibility to run it. Because your audience will pay attention most closely at the beginning and end of the presentation, make sure your opening and closing statements are strong. Start by making sure everyone knows each other. Provide background information about yourself and your co-presenters, and indicate your positions in the college or university context. If you are a member or leader of another group with a stake in the program you are proposing, point this out. Summarize the work you have invested in the program proposal; for example, "I have done extensive research on campus-greening internships and have been working on this proposal for three months."
If it feels natural to engage in friendly informal chatting before the meeting officially begins, do so—it can be a great mood-setter. As soon as you are comfortably able, explicitly state your purpose for the meeting. For example: "We set up this 30-minute meeting to go over our one-page memo about the structure of a prospective student internship program, address any questions you have about the work plan and discuss your participation." Your introduction also should clearly lay out the benefits to administrators' departments. For example, explain that the Green Living Program at Harvard saves thousands of dollars per year on campus electrical bills.
Throughout the meeting, be open to making a personal connection with your audience and always be ready and willing to set aside stereotypes, such as "the strict administrator meets the student activist." Be authentic. Bring humor into the experience whenever possible. At all times, practice the art of dialogue. If people enjoy interacting with you, they will be more open to future meetings or partnerships. This is not to say that you must compromise your proposed program's needs to maintain a congenial atmosphere; rather, have a positive, respectful attitude while being firm when it comes to your request.
Look your audience in the eye. In North American culture, this demonstrates integrity. Stand up if you wish. Like other situations where you use body language to claim space, standing can increase your authority. You may even find that others in the meeting will follow your lead.
Ask meeting participants questions to engage them in your vision. Have they ever heard of a program like this before? Can they imagine something like this working on your campus? What kind of supporting information would convince them?
Be sure to allow audience members the space to raise objections and state their concerns, and do not be too quick to argue against them. Before you try to address the issues, make an effort to actively explore them, further drawing out the skeptic and showing that you understand her or him. Sometimes people will not be looking for you to argue them, wanting instead to simply get their concerns on the record before agreeing to support your proposal.
Keep an eye on the time, and use the last 5-10 minutes of the meeting very carefully to address the fundamental questions you are there to have answered. Conclude by summarizing the tasks you will undertake as a result of the meeting, along with any commitments other participants have made. In closing it can be wise to ask that the meeting participants meet with you again to further refine and implement the next steps of the program.
When leaving the meeting, thank all participants graciously. When a group or individual does help, be sure to offer your thanks both privately and in public. This appreciation not only builds positive interpersonal relationships. It is also great public relations for the sponsoring organization. You can acknowledge their commitment publicly by naming them in your formal program announcement and on your future outreach materials.