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We’ve all been exposed to a terrible presenter or instructor. The minutes drag by while the presenter seems oblivious to the reactions and needs of the audience. As an educator I know that there are several elements that are essential in creating a successful presentation. One of the most important is pacing. You should strive for a pace that moves quickly enough to maintain interest but allows enough processing time for the audience to comprehend the information. Processing time is the secret that will set your presentation apart from most of your competition.

Let’s use a 50 minute presentation as an example. Unless you’ve been hired as a keynote speaker you never want to spend the entire 50 minutes talking non-stop. Your presentation needs to be broken up into segments. This helps your listeners retain much more information than they would otherwise.

All parts of your presentation are not equal in terms of audience attention and retention. There is a natural ebb and flow to how we listen. We tend to remember best what we hear first, second best what we hear at the end and remember least what comes just past the middle. This is not news. We’ve known this for over 100 years, but like with many things, just because we know the right thing to do that doesn’t mean that we do it!

Talking to a group for 50 minutes or longer is common practice in school and business settings. We know better, yet we continue to do it. There is a better way and one that makes you an in-demand, effective presenter.

When you start preparing your presentation think in terms of dividing it into 3 segments. In a 50 minute presentation there will be two segments of optimal learning and a time when learning is lowest. These are referred to as Prime Time 1, Prime Time 2 and Down-Time.

The first segment is Prime Time 1 when retention is highest. Present new, important information here when your audience is fresh and most receptive. Don’t waste a lot of time talking about the weather, telling jokes or warming up the audience. You do need to create rapport but you can do this within the context of your material. Seminar presenter Fred Gleeck, says he always gives his most important piece of information in the first few minutes of a seminar. After about 12 minutes, retention starts diminishing. At 20 minutes it’s time for something else.

We now move into the second phase: Down-Time. The brain gets full of the new information and the mind starts to wander. Now is the time to have participants put their new knowledge to use. Set up a quick activity that allows participants to process the material in some way- talking to a partner or a small group or journaling. This gives the audience a break from new material, a chance to talk with others and hopefully move around a bit. It also lets your previous information “sink in” so it will be remembered. This activity will last roughly 8-10 minutes.

Now you are ready for Prime Time 2. This is the second best time for learning and retaining material. Use the last several minutes for review and closure.

If you follow this method your audiences will remain interested, retain more information and rave about your effective presentation skills. If you don’t give your audience time to process you will waste their time and your time.

Any kind of negotiation needs appealing skills. To negotiate debt settlements with the creditors one has to be up to date with his arrears, interest and principal amount. So, gather all the information for liability payment from the card organisation, chart out the stats and have the information on the tips of your finger to appeal to the creditors and negotiate debt settlements.

Write down the negotiation in the form of a letter, though conversations are always better. Talk to the creditors on phone and be appealing leaving a good first impression. Do not rely on verbal agreement, they are insecure and cannot be counted upon. Have the agreements on paper with clear drawn out ideas. Do not show the eagerness to negotiate debt settlement early in stage.

Keep a track of all the investments, expenses done. Cut down on the habitual spending; assess the rate of interest and any fees that have to be paid on the regular agenda to negotiate debt settlements. Maintain equilibrium between the amount of money at hand and the arrear amount to be paid.

Pay the liabilities intelligently, have priorities, pay off the arrears with higher rate of interest giving them more attention than the amount with lower rate as they might stack up to a huge amount in the future. Use the money at hand wisely keeping future in mind. Few of the debit negotiating companies place trust on the borrowers by collecting a minimal amount of fee monthly on a condition that the borrower will pay the arrear amount in full on a future date mentioned in the agreement.

Hire a professional negotiator if affordable and put forth a proposal of repayment of liability in front of the creditors clearly charted out. Initially, one would face rejection but then the most appealing ones are always opted for. Ask for any schemes available in the organisation to negotiate debt settlements, include the same (if any) in the charted out plan. Show the creditors if opting for any loans, take help from different funding organisations or any financial sources and make sure borrowing from them is not adding up to more arrears.

Finally keep the words said, commit to the negotiation done. Check for the genuineness of the lending organisation, if they are following to the agreed requisites. Follow the agreed terms, keep up with them for future financial security.

An accomplished physician and researcher from Puerto Rico was presenting at a conference of her peers in the United States. “First,” the doctor began, “I want to apologize for my English.” Sitting in the audience, I felt the energy drain out of the room. Audience members collectively caught their breath, preparing to sit through a problematic presentation.

I wanted to rewind the tape and skip the apology. Apologizing in a speech, especially in the introduction, automatically decreases your effectiveness.

A primary goal of an introduction is to establish the speaker’s credibility. To begin with an apology is to begin by undermining your own credibility and set a negative tone for the presentation. Not only did the doctor’s apology expose a lack of confidence, it diverted attention from her expertise. The apology was entirely unnecessary-the doctor’s skills as a clinician and a researcher had earned her the right to present.

It is appropriate to acknowledge an obvious difference that might distract audience members from your content, something like a heavy accent or the presence of a wheelchair. The doctor might have begun, “I’ve come from Puerto Rico to report significant findings from my research. These findings may impact your clinical practice in substantial ways. As we work together today, you might notice that English is not my first language. Sometimes my brain goes faster in Spanish than my tongue can translate.

The same is true if you should encounter a problem with the room, with the equipment, or with another speaker failing to arrive on time. If the audience knows about the problem, acknowledge it. Then confidently report how you are going to handle the situation and get on with it. If you appear to take the situation in stride, the audience will as well.

Acknowledge differences and problems that arise, but skip the apology. Your credibility-and often the success of your presentation-depend on it.