When Your Process Demands
CLEAN DRY AIR or GAS AT CONSTANT PRESSURE
Specify HOFFMAN Multi - Stage CENTRIFUGAL BLOWERS and EXHAUSTERS
**5#***e
AGITATION · AERATION • OXIDATION · COMBUSTION • GAS BOOSTING • FILTERING · CONVEYING
With these Important Advantages • ^ Clean, Dry Delivery at Uniform Pressure •jt
H. P. Input Adjusts Automatically to Volume Handled
Ά· N o Internal Moving Parts •^t Long Life with Maximum Efficiency and Minimum Maintenance Our engineering staff will assist with your air or gas problems . . . com pressed air costs very often can be materially reduced. •
HOFFMAN ALSO BUILDS HEAVY-DUTY INDUSTRIAL VACUUM CLEANING IN STATIONARY AND PORTABLE TYPES. WRITE FOR BULLETINS.
Air Appliance Division
U.S. HOFFMAN MACHINERY CORP. 113
110 A
FOURTH AVE., NEW YORK 3, Ν. Υ.
Plant Management unless conclusions aie drawn properly, and workable recommendations aie entailed in the presentation, the idea is likely to be rejected.
Presentation
ot
facts
The writer offers these suggestions in regard to the presentation of facts: Present facts in the manner of an investigator rather than a promoter. Remember that you cannot convince people by trying to overwhelm them with facts or by stretching points. Come to the point quickly, but fur nish sufficient background to acquaint people with the real problem. Never overemphasize or underemphasize. Try to avoid superlatives. Avoid being assumptions: " I t is a known fact" or "it is generally agreed" has more than once caused unnecessary arguments and in some instances loss of a good idea. Always present ideas in a pro-andcon fashion; too positive an approach invites negative thinking. Never be on the defense: "Contrary to general belief" or "despite my con stant warnings" and similar expres sions do not strengthen a case. Always try to save face for manage ment. If you want to make sure that your idea will not be accepted, just call attention to some happenings em barrassing to management or doubt directly or indirectly that management can carry out your idea. Avoid being a smart alec; it is good policy to minimize the part you play and to give other people credit where credit is due. Unless essential, do not suggest that you can execute the idea alone. Do not underemphasize the im portance of presenting facts in logical sequence; build up your case and bring it to a climax. There is hardly any thing more boring than having to listen to supporting arguments after the fact is clear in everyone's mind. "Speak up or shut u p " is a good slo gan to remember when trying to sell ideas; you can kill a good presentation by hashing a subject over and over again. The fact that you have the floor does n'ot entitle you to monopolize the con versation during the discussion period. Encourage other people to speak, listen patiently and do not hesitate to ask for advice. Always keep in mind that
INDUSTRIAL
AND E N G I N E E R I N G
your superiors are not being told, but are being asked whether your idea has any merits. Above all, avoid arguments and be man enough to admit it when you are wrong; this will gain you the respect of your superiors and actually help in putting your point across.
Practical
hint»
By virtue of his own experience the writer knows how difficult it is for be ginners to be confronted by brass. Minor distractions, such as the tele phone ringing or an executive continu ously pounding with his pencil or the table, make it very difficult i a present one's case in an orderly fashion. This also applies to meeting stern countenances which neither express ap proval nor disapproval. Putting people at ease is one of the difficult duties of the speaker. The writer does' not suggest that the presentation be introduced with a joke, but a humorous or friendly re mark at the beginning of the presenta tion often creates a friendly atmosphere. Highly technical presentations are likely to become boresome and it is, thus, good practice to arrange a variety of means to put one's point across. For ex ample, graphs, charts, models, or samples are always a welcome relief after listening to a highly technical explana tion. The writer remembers one in stance where a new employee presented his idea with pictures. This pre sentation is still in the minds of the executives, although this happened long ago and the idea had no excep tional merit. One of the questions most commonly asked is: "What can I do if I get stuck?" The answer is simpler than is generally believed. Keep your mouth shut and do not start talking nonsense. Stall as much as you can to gain time. Pull out your notes and look them over as if you would like to make sure you have not forgotten something. People do not mind, they merely think you are thorough. In a pinch you may say, " I would like to interrupt at this point and ask if there are any questions," or "This means ," and repeat your last remark in different words. The chances are excellent that you will make the connection the second time. Correspondence concerning this column will be forwarded promptly if addressed to the author, % Editor, INDUSTRIAL AND E N G I N E E R I N G C H E M
ISTRY, 1155— 16thSt., Ν W., Washington β, D. C.
CHEMISTRY
Vol. 43, No. 9
