Participants will retain far more of the information you present if they participate actively in your presentation. If you do not want involvement from participants, be clear about that from the beginning, for example, by telling them to save their questions until the end. It is confusing to encourage participation and then thwart it. No one wins. It takes more skill to manage time when participants are actively involved than when they are passive. As with all choices, there are tradeoffs.

Here are some techniques you can use to encourage audience involvement. Some work better in large groups; others in small groups. Some strategies are more effective for formal presentations; others for informal ones. Some are dependent on your purpose, for example, presenting a proposal, delivering a training program, conducting a team building session, presenting facts and figures, problem solving, brainstorming for a project. Some are dependent on your role or relationship to the participants: manager, trainer, consultant, coach, keynote speaker, workshop leader.

Consider and select the ones that are most appropriate for your audience, your time allotment, your subject matter, your experience level, and your style.

Arrange Your Room for Interaction. Round tables take the emphasis off the presenter and promote participant interaction. Tables set up to form a square or chairs set in a circle establish equality between participants and presenter and promote group discussion. A U-shaped set of tables, too, promotes interaction, while establishing the presenter as authority.

Allow Time for Participants to Get Acquainted. When participants have the opportunity to know about the others with whom they are expected to learn, the learning process is enhanced. You and they will be able to make more meaningful theory connections and build a climate of trust for responses throughout your time together.

Ask Questions that can be Answered by a Show of Hands. Questions need not be mutually exclusive, but should allow for everyone to respond at least once in a series (e.g., “How many of you have been managers or supervisors for fewer than six months? More than six months? More than two years?)

Listen. Show you are interested in everything that every participant says. Your body language, your facial expressions, and your words in response to each learner reveal the extent to which you are listening. The presenter who models the ability to listen especially well at the beginning of the presentation, encourages ongoing participation.

Elicit a Response from Everyone. Early in the session, ask each participant to respond to a question or comment. It may be a “getting acquainted” question (e.g., “What is your job function?) or related to the specific content area (e.g., “How do you expect your subordinates will react to this new procedure?”).

Use Buzz Groups. When you ask a provocative question, divide the total group into groups of about 3-5 participants. While you will not personally be able to hear from everyone, each will have the chance to speak, which is extremely important for those who like to talk! In the total group, you can hear from several or all groups so that each participant will feel represented.

Prepare a Program Book or Handouts. Consider carefully the timing and types of handouts or program books to support your presentation, as some foster participation and others limit it. Generally it is far better to distribute your book or papers prior to speaking so that participants can make notes. When they are writing, they are involved. You do them no favors by saying, “You don’t need to take notes; I’ll give you handouts on everything later.” If you decide to hold the handouts until later, suggest how to take notes as you are talking. If you show a slide that is in the packet they will get later, tell them that.

Provide an Initial Self-scoring Assessment or Survey. Generally, if you use such an assessment, it should not be long or complex. If it is simple enough that all can do it, then they will be involved and learn something about themselves. If possible, design this so that you, as the presenter, can discover information about the audience without making them reveal anything more than is comfortable.

Count to Ten. When posing a question to the group, count to ten before asking a second question, restating the question, answering the question, or moving on. When you demand speedy responses, some will feel inadequate or discouraged about participating. By allowing more time, you show that you value all types of involvement — silent and thoughtful as well as vocal and immediate.

Allow Thinking Time. When stating a problem or asking a question, ask the participants to jot down a few notes before any one responds verbally. This gives those who are slower to verbalize an opportunity to go through the thinking process, even if they do not actually speak. It also allows deeper thinking for those who are quick to fill silent moments with obvious responses.

Invite Questions. “Any questions?” is automatic punctuation by many presenters. When it is sincerely asked and you allow a count to ten as explained above, this familiar phrase can be effective. Better yet, ask “What questions do you have about ______?” Or, still better, state “Please take a few moments to review and reflect on what I have just said and see what questions come up for you.”

Use a variety of activities and approaches. Vary your presentation techniques to increase overall audience involvement. When a presenter stays too long in one particular mode or activity, participants lose enthusiasm and tend not to participate.

Presenting to a group can be stressful; it can also be exhilarating. Participants who are involved in the subject matter can challenge your ideas and deepen your thinking. They can also make the experience more fun for you. Usually the most empowering experiences for participants occur in the midst of some messiness. If the presentation is too slick, participants may remember the presenter but not the subject matter.

Copyright © 2007 Marshall House, http://www.mhmail.com. Jeanie Marshall, Empowerment Consultant and Coach with Marshall House, is the author of Energetic Meeting: Enhancing Personal & Group Energy. Discover her empowering guided meditations at the Voice of Jeanie Marshall, http://www.jmvoice.com