Steve Jobs' presentations in Russian. Why were Steve Jobs' presentations so magical? The secret is revealed (video). Steve Jobs turned the whole world in a "Golden Path"

It turns out that's how!

Co-founder of the legendary iPod line, Tony Fadell, revealed the secret of Apple founder Steve Jobs's presentation success. According to Fadell, Jobs' speeches were "magical" because he regularly sought help from mentors who taught him the art of attracting and retaining attention.

Didn't disdain to help

Tony Fadell stated that Steve Jobs not only had the gift of persuasion and the ability to sell. He also did not hesitate to help others. Jobs used his mentors from time to time. They helped the Apple founder and taught him how to build and deliver presentations. Unfortunately, Fadell did not disclose the names of the mentors. It is possible that the former Apple manager did not know them, and Jobs kept their names secret.

Best Steve Jobs Presentations

Steve Jobs has had many enchanting performances. We decided to remember some of them.

1984 Jobs introduces the first Apple Macintosh. Be sure to watch this video and enjoy the jubilation of the audience. It's real. After all, on that day, Apple introduced something completely new and never seen before.

In 1998, Apple introduced the world's first iMac. This presentation by Jobs is also recognized as one of the best in his portfolio.

2001, Jobs unveiled a device that changed the way the world listens to music. The original iPod made a complete technological revolution.

And, of course, the iPhone presentation. Jobs' speech was ripped off into quotes, most of which are still used today. No wonder, because that evening, "Apple reinvented the phone."

No material on Jobs's best performances would be complete without the Apple CEO's opening address to Stanford graduates in 2005. This is a goosebump classic, motivating and thought-provoking.

Steven Paul Jobs (February 24, 2011), aka Steve Jobs, is an American entrepreneur and inventor. He was the co-founder, chairman of the board of directors and CEO of Apple Corporation.

Biography Stephen Jobs was born on February 24, 1955 in Mountain View, California. He spent his childhood and adolescence in the same place, in the foster family of Paul and Clara Jobs, to whom he was fostered. At school, fascinated by electronics and gravitating towards communication with older children, Jobs meets Steve Wozniak, his future colleague at Apple. Their first joint work bordered on hooliganism: two Steves made the so-called. BlueBox (lit. "blue box") a device that allowed you to make free telephone calls over long distances. Subsequently, according to legend, on the basis of the same scheme, they built the first joint business. Wozniak made these devices while he was at Berkeley, and Jobs sold them as a high school student.

Steve Jobs and Paul Wozniak (1976) Steven Jobs and Stephen Wozniak are the founders of Apple. Engaged in the production of computers of its own design, it was founded on April 1, 1976, and was officially registered in early 1977. Most of the developments were authored by Stephen Wozniak, while Jobs was the marketer.

Apple II The first personal computer introduced by Steve Jobs and Steve Wozniak was the Apple I at $ 666 66 cents. Subsequently, a new computer, the Apple II, was created. The success of computers has made Apple a key player in the personal computer market. In December 1980, the company's first public sale (IPO) took place, making Steve Jobs a multi-millionaire.

Jobs and the iMac, the best-selling computer on the market (1999) In 1996, Apple announced that it would buy NeXT, bringing Jobs back to the company he founded. In 1997, Steve Jobs became Apple's interim CEO. In 2000, the word "temporary" disappeared from the job title of Jobs.

On August 24, 2011, Jobs announced that he was stepping down as CEO of Apple Inc. because he could no longer "live up to his responsibilities and expectations." Jobs passed away on October 5, 2011. Cause of death was respiratory arrest caused by a malignant tumor of the pancreas Jobs's funeral was held on October 7, and their place was kept secret. Jobs was married. He has four children left.

In 2007, the first iPhone literally blew the world up, forever changing the way we look at the mobile phone. The release of the smartphone was the beginning of a long journey, at the end of which Apple for some time became the most valuable company in the world. However, the presentation of the iPhone could well have ended not in triumph, but in failure. At none of the rehearsals held by Steve Jobs and his team, the smartphone did not work as expected: it hung up, turned off, lost the network. An excerpt from the book Dog Fights. Published in The New York Times about what ordinary Apple employees experienced during these hot days. How Apple and Google Came to War and Started a Revolution ”by Fred Vogelstein, co-editor of Wired.

Vogelstein begins by describing the 55-mile stretch of Junipero Serra Highway from Campbell to San Francisco, driven by Andy Grignon, the team leader that was responsible for supporting iPhone mobile networks. The road skirts the eastern part of the Santa Cruz Mountains and is one of the ideal locations to test out the new Ferraris bought by reckless Silicon Valley startups. However, cellular communication is even worse on the highway than anywhere else in the San Francisco area.

Andy Grignon has no time for the surrounding beauty. He travels to MacWorld in San Francisco to see his boss Steve Jobs make history. The engineer is thrilled to see the first iPhone unveiled today. For several years, Apple fans have been clamoring for a cross between a mobile phone and an iPod so that they can carry one gadget in their pocket, not two, and this will happen very soon. Grignon, however, is not at all inspired. He is afraid.

Afraid that at the main presentation of the decade, the first Apple smartphone will not work as expected. Virtually all of the rehearsals the team did in Silicon Valley failed. Not once did Jobs manage to complete an hour and a half of a presentation without overlays. The phone was either losing connection or not connecting to the Internet. But Steve Jobs kept pushing for a public presentation and cursing his engineers for every failure. Grignon got a lot, because all 2.5 years of development he was the leader of the team that was responsible for all the iPhone radio modules, including mobile communications, Bluetooth and Wi-Fi. Therefore, whatever failure happened to the smartphone, if it was connected with the radio, then Grignon was responsible for it.

At first, it was cool to be present at the rehearsal, because only a select few were allowed to attend them - Andy recalls - However, the euphoria quickly gave way to a feeling of discomfort. Very rarely did he (Steve Jobs - ed.) Lose his temper, although it did happen. More often than not, he would look directly at you and say loudly and harshly: "You fucked my company" or "If we fail, it is your fault." He was convincing, and you always felt like you were an inch tall.

Grignon, like everyone else present, knew that if something went wrong at the presentation, Jobs would never blame himself. Everything looked as if a hundred rehearsals had already been done and each of them ended in failure.

All Apple preparations were top secret. Starting Thursday, a week before the presentation, the company literally took over Moscone (San Francisco's largest convention and exhibition center - ed.). A laboratory measuring 2.4x2.4 meters was built behind the stage, in which smartphones were stored and tested. Next to the lab they set up a relaxation room with a sofa for Jobs. A dozen security guards were on duty 24 hours a day. No one could get into the hall without an electronic identity check. It was possible to go inside only according to the list approved by Jobs personally. He was so afraid of leaks that he tried to hire all contractors at Apple, including sound engineers, lighting fixtures, cleaners, tied them up with non-disclosure agreements, and even spent the night before the presentation in the building.

Grignon knew the presentation would be a tough announcement, but no one, including the engineer, could have guessed what an amazing moment the event would be. Seven years after its release, we can say that the iPhone and iPad have become one of the most important innovations created in Silicon Valley. They changed the cellular industry by becoming the platform for a highly profitable new industry - mobile app development. Today it has revenues of $ 10 billion. The iPhone and iPad have revolutionized the PC world. After all, today, if you add up the sales of smartphones, tablets and computers, and in fact modern mobile gadgets are inherently computers, then Apple will become the largest vendor in the world, selling 200 million devices a year.

Gadgets have had an impact not only on the economy, but also on culture. Apple's invention caused a change in the way people interact with machines. Smartphones have actually become an extension of our mind. They have changed the way people receive and analyze information. De facto, they have replaced books, newspapers, landline phones, radios, voice recorders, photo and video cameras, companies, televisions, video recorders and DVD-recorders, personal computers, mobile phones, video games and ... iPods. This puts the smartphone in your pocket. It changes the way we learn in school, how doctors treat patients, how we travel and discover new things. Entertainment and media have also become more accessible, and we consume them in a very different way.

But today Apple is under siege. Since Google released Android in late 2007, it has not only been able to compete with the iPhone, but it has also succeeded. The explosive growth in popularity of the Google mobile platform began in 2010 and today its share in the smartphone market is 80%, while the iPhone has only 20%. The competitor is taking away another market from Apple - the tablet market. In 2010, the iPad occupied 90%, today 60% of the tablets sold are running Android.

What worries Apple fans the most now is that they have no idea where the company is heading. Jobs died in October 2011. The main question was not whether Tim Cook would replace him, but whether he could replace him. When Steve Jobs was at the helm of Apple, the company was an innovation machine, delivering revolutionary products every 3-5 years. Before his death, he told his biographer Walter Isaacson that he was planning another breakthrough - a revolution in television. However, the company has been led by Tim Cook for two years, and during this time nothing has happened, which worries investors. After the presentation of the iPhone 5c and iPhone 5s, Apple shares fell 10%. A year ago, one paper cost $ 702, Apple was the most expensive company in the world. Now its capitalization has decreased by 25%.

Comparing anyone to Steve Jobs is not fair. During his two years at the head of Apple, Tim Cook constantly had to remember that his boss made it clear to him that he did not want Cook to run Apple in accordance with his ideas about what Jobs would like, but how Jobs should have done in his place. To understand how difficult it is, you just need to look back at the iPhone presentation and see an inimitable person with unfounded requests and unusual strength.

It's hard to overestimate the stake Jobs made when he decided to unveil the iPhone in January 2007. He didn't just want to introduce a new type of phone, something Apple had never done before, but he risked going on stage with a poorly performing prototype. Even knowing that the iPhone would not go on sale for another six months, he wanted to give the world at least one. In fact, the list of things that had yet to be done at the time of the presentation was simply enormous. The production line has not yet been installed. Apple only had about a hundred iPhones, all of varying quality. Some had decent gaps between the display and the bezel around it. Others had scratches on their screens. Well, the operating system contained a huge number of errors.

the iPhone could play a snippet of a song or video, but it couldn't play the entire clip without freezing. It worked well if you sent an email and then launched the browser, but not when you did the reverse. Hours of testing and thousands of bugs helped the smartphone team to describe what engineers call the "golden path": a set of tasks that must be performed in a specific order to make sure the device is working properly.

But even when Jobs was already on the golden path to the stage, the iPhone still needed work. The software that controlled the Grignon radios was still failing, and so was the memory controller. And no one knew how the demo machines that Jobs ordered for the stage would work with the software.

The head of Apple wanted the image from the smartphone display to be duplicated on a large screen installed on stage. To set up a rebroadcast, most companies would simply install a camera that captures a close-up of the display and feeds the image to the screen. But for Jobs, this was unacceptable: the audience would see his finger on the screen, which would ruin the impression of the presentation. In the end, Apple engineers spent weeks attaching an extra board and video cables to stage iPhones to send images directly from screen to screen. They succeeded. If Jobs did something with the phone on stage, then everything that happened was duplicated on the big screen. The audience should have felt that they were holding the phone in their hands. However, getting this system to work without errors was also not easy. It became a major problem that added stress to the team working with an already unfinished prototype. As a result, engineers had to come up with various crutches to present the iPhone in all its glory.

The software that controlled the Wi-Fi module was unstable. Grignon and his team placed additional amplifiers behind the stage so that the iPhone's signal had to travel a minimum distance. The audience was asked to turn off all Wi-Fi modules, but it is clear that 5000 geeks in the audience are unlikely to obey and will do everything to find even the hidden iPhone ID and hack the network. The decision came from overseas. The engineers tuned the software to Japanese Wi-Fi frequencies, which are prohibited in the United States and therefore, viewers could not seriously interfere with the iPhone signal.

It was more difficult with phone calls. Grignon could only provide a good signal level and pray with his team that Jobs would be able to get through where he planned. They asked AT&T, the first iPhone seller, to bring in a portable base station. Then, with Jobs' permission, they made changes to the smartphone software so that it always showed full signal strength, regardless of its actual value. The chances that the cell module would fail while Steve made a couple of short calls was low. However, during the hour and a half presentation, he could well have passed out. And no one wanted to see service messages on the smartphone screen that the software of the radio module unexpectedly shut down and restarts.

But none of these crutches solved the main problem - memory leaks. Sometimes, only five tasks were enough to leave the device without free memory and go to reboot. To prevent the audience from noticing, Jobs had several iPhones ready on stage. He had to change them if there was little free memory left. One machine replaced the other while it was rebooting. But having multiple smartphones increased the potential for problems. In addition, during the presentation, Jobs planned to demonstrate all the capabilities of the smartphone. He was going to listen to music, make a call, put the conversation on hold and take a second call, find an email and a photo for the second caller, watch something on the Internet at the request of the first one, and then turn the player back on.

Grignon recalls that he and his team were very worried. These phones had 128MB of RAM, in other words, space for only a couple dozen large photos, and each of the applications that the big boss was going to use wasted memory.

Jobs rarely cornered himself. He was known as a good strategist. He seemed to know how to pressure his subordinates to achieve the impossible, but he always had a plan B in case the development really got out of schedule. However, the iPhone was the only wow product Apple was working on. Plan B did not exist.

You could go to Macworld with an iPhone or Apple TV, Grignon recalls. “But if he only came to Macworld with an Apple TV, the world would have exclaimed what nonsense!

But back to Grignon, who drives down the California highway to the iPhone launch. The thought that one of the most important moments of his career could turn out to be a failure gives him almost physical pain. Up to this point, all his professional activities were associated with Apple or affiliated companies. Back at the University of Iowa in 1993, he and his friend Jeremy Wilde reprogrammed the Newton MessagePad to wirelessly connect to the Internet. Even when the Newton flopped in the market, many still viewed it as a promising device. Newton's hack helped his friends get jobs at Apple. Wild worked for the Newton team, and Grignon found himself a job in the company's videoconferencing research lab.

In 2000, Grignon moved to Pixo, a company founded by a former Apple programmer. Pixo created operating systems for cell phones and other small gadgets. In 2001, Apple bought Pixo for its work on the iPod. Grignon became an Apple employee again. During his time at Pixo, he became an expert not only in the field of video conferencing, but also learned how to work with computer Wi-Fi and Bluetooth radios, as well as write programs for small devices. I must say that 13 years ago, the memory capacity of phones was still very small, as well as that of other portable gadgets, therefore, unlike most programmers in Silicon Valley, Grignon was able to write compact code, given the computing power of the hardware system, as well as its power consumption ... And so when Apple started working on the iPhone in 2004, he was one of the first engineers to start working on the project.

In 2007, his nerves were completely shattered. He gained 20 kilograms. The stress hurt not only him but his family as well. The iPhone team was convinced every day that making a phone was not the same as making a computer or an iPod.

It was quite dramatic, Grignon recalls. “Each of us had the thought in our heads that we were working on the next breakthrough gadget from Apple. And you can imagine what happened when a bunch of these very smart people with hypertrophied egos were in a confined space under unprecedented pressure!

Remarkably, Jobs always wanted to make a telephone. The mobile has been a major topic of his private conversation since Apple released the iPod in 2001. The concept was simple: the consumer does not want to carry around several gadgets to make calls, listen to music or read e-mail. It should be one device. However, every time Jobs took on the idea in detail, they realized that there was no success. Phone processors and mobile networks were too weak and slow for anyone who tried to surf the Internet or download music or videos to suffer. The only feature that could be added quickly and with minimal overhead was email, but Research in Motion (RIM) has already staked out this market with its BlackBerry.

Jobs also did not want to agree to an agreement with any telecom operator. At that time, they were always the senior partners in any joint project with a phone manufacturer, because they controlled the network. The Apple CEO, a control freak, couldn’t give priority to another. In 2003, Apple considered buying Motorola, but the board of directors, after weighing all the pros and cons, came to the conclusion that it would be too expensive a takeover.

However, in the fall of 2004, Jobs began to find the deal with the operator not so unattractive. Sprint has started to wholesale its traffic. This meant that by buying a connection from Sprint, Apple could become a virtual operator. It was possible to make a telephone without becoming dependent on the operator. Disney, of which Steve was on the board of directors, was in talks with Sprint on a similar issue at the time. Apple eventually struck a similar deal with Cingular in 2006, but the carrier was bought by AT&T.

Things weren't going well at Apple either. Many managers and engineers, in the wake of the euphoria of the success of the iPod, decided that making a telephone was like making a small Macintosh. During 2005-2006, the company created three different versions of the iPhone. Everyone saw the device differently. As a result, six working prototypes of the smartphone were created. Each with its own hardware and software. Some of the team members felt so exhausted after the release of the iPhone that they left Apple and subsequently started their own businesses. So did Tony Fadell, one of the key project managers:

It was like the first lunar mission. A project with many unknowns, but with a huge number of new things that were just being born.

Jobs wanted the iPhone to run a modified version of Mac OS X. But nobody was able to get the hygienic OS to run on a phone processor. The system had to be 10 times smaller than its normal size. Millions of lines of code had to be rewritten or thrown away. At the same time, all debugging should have been carried out on simulators, since processors began to be produced only in 2006.

Also, no one has previously tried to equip a mass gadget with a multi-touch display. Capacitive technology has been around since the 1960s, but supporting multiple touches at the same time was much more difficult. Research in this direction began in the mid-eighties. It was well known that integrating a touchscreen display into an iPhone and producing high volume production was a challenge that few had the money and resources to tackle. Moreover, it was quite an expensive pleasure even at the prototype stage. But even if all this succeeded, it was not at all obvious to Apple executives that the virtual keyboard with auto-correction or two-finger zoom are functions that users are waiting for.

In 2003, some Apple engineers were already involved in a similar task. Steve Jobs wanted a touchscreen tablet on which he could read emails even on the toilet.

The words about the toilet were really written in the specifications, - recalls Joshua Stricon, one of the project participants. “But you still couldn’t make a device with enough battery life to take it out of the house, and you couldn’t get a chip with enough performance to make it convenient to use. We spent a lot of time just figuring out which direction to go.

Before joining Apple in 2003, Strickon developed a multisensor device for his thesis at MIT. However, due to the fact that Apple could not decide in any way in which direction to move, he left the company in 2004, deciding that nothing would come of his diploma.

Tim Bacher, one of the company's executives at the time, recalls that one of the main problems was that they were working with a multitouch prototype controlled by OS X, which was designed to be operated with a mouse, not fingers.

We used 10- or 12-inch displays with small icons, like on a Mac ... and when you ran the demo versions of multitouch apps ... One demo was a keyboard app that looked a lot like the iPhone we did later on, but it looked completely unattractive and not very comfortable.

Few thought that multi-touch would become the main feature of the new phone, before Jobs jumped on the idea in 2005. Tony Fadell recalls Jobs calling him and saying, “Tony, look, this is something we're working on. What do you think? Can we make a phone out of this? " According to the manager, the prototype took up an entire room. The projector brought out the screen of a Mac computer onto a surface of 3-4 square feet. By touching the surface, you could drag and drop objects on the Mac screen and draw on it. Fadell was skeptical about working on touch prototypes, but did not attach much importance to it, because it was a Mac project, and he oversaw the iPod division.

He doubted that it would be possible to reduce such a huge prototype and start its production. But he also knew well that Jobs hated the word no. Fadell was one of the company's superstars. He came to work in 2001 as a consultant on the iPod project, and by 2005, when iPod sales were huge, Fadell had become one of the most important executives in the company.

I understood how it should be done, - says Fadell. - But it is one thing to understand, and another thing to supply equipment and make a million of the same telephone format pieces and do it cheaply and reliably. You needed to find LCD panel manufacturers who know how to embed touch technology into glass. You had to fit into their production schedule. You had to come to them with already written compensation and calibration algorithms so that the LCD pixels do not create noise under the touch surface. It was a huge project only when it comes to creating a touchscreen, let alone a full-fledged phone.

Shrinking OS X and creating a multi-touch display was difficult, but still within the power of Apple. The company had the necessary competencies: no one but its engineers could rewrite OS X. It also had experience and communication in the world of display manufacturers: after all, both Mac computers and small iPods already came with LCD screens. But mobile physics was an area that Apple knew very little or nothing about, which they were able to see when they began working on this part of the iPhone in 2006. Test labs for iPhone antennas have been set up. It also measured the exposure that smartphone users could receive. One senior executive estimates the development costs of the first iPhone at $ 150 million.

From the very beginning of the project, Jobs hoped that he could create a touchscreen iPhone running an OS X analog, which actually happened later. But in 2005, he had no idea how long it would take. The very first iPhone looked like a toy compared to the prototype that was released on the market: an iPod with an old-fashioned rotary dial.

The second prototype, created in early 2006, was already closer to what eventually went on sale. It already had a touchscreen display and OS X, but it was made of aluminum. Jobs and Jonathan Ive, Apple's chief designer, were proud of this prototype. But due to the fact that they were not specialists in radio communications, they did not quite understand that they had invented a beautiful brick. Metals shield radio waves well. Former Apple engineer Phil Kearney recalls how he and Rubeno Cabalero, an antenna specialist, went to the meeting room to explain to Steve and Ive that radio waves do not travel through metals.

This was not an easy explanation. Most of the designers are artists. They stop studying the exact and natural sciences around the eighth grade. But they have the main power in Apple. So they ask: why can't we make a small hole for the waves to pass through. And you have to explain to them why you can't do it, - says Phil Kearney.

Jon Rubinsten, who led the development of the hardware at the time, says there was also controversy over the size of the phone:

I insisted on making the device in two form factors: iPhone and iPhone mini, as we did with the iPod. The first was supposed to be a smartphone, and the second a regular phone. But we didn't have enough resources for two projects. Therefore, one had to choose one.

There was one more aspect of the project. IPhone development took a lot of effort. The leading engineers of the company were involved in it. They were constantly under stress. And if the project ended in failure, then the company could well have lost all of its leading engineers. I must say that after the success, some project participants considered it impossible for themselves to stay at Apple.

In addition to solving complex problems, they also had to endure Jobs' obsession with secrecy. By the 80-hour work week, a ban on discussing work with anyone, including close family members, was added. For the slightest leak, you could lose your job. In some cases, a nondisclosure agreement was signed even before the manager invited the employee to join the project.

Apple's senior vice president of iOS, Scott Forstall, testified in his Apple v Samsung case that “we put a lettering on the front doors of the case where we worked on the iPhone. It read "fight club" because the first rule of fight club is don't tell anyone about fight club. " Forstal also said that Jobs did not want to invite anyone from the outside to the project, but allowed him to take anyone into the company. Therefore, when Forstal invited another candidate, he would say something like: “You are a superstar in your profession, I have one very cool project for you, I cannot tell you what it is, but I can promise that you will work a lot on it, around the clock and on weekends, like you've never worked before. "

One of the project's engineers recalls that he really liked that it was impossible to tell any of the component suppliers why these or those modules were ordered. They must have thought it was a new iPod. To trick suppliers, Apple made fake electrical wiring diagrams and device drawings. Grignon adds that specialists from partner companies, when they arrived at Apple, were instructed to walk past the guards with inverted badges so that even the security did not see who exactly entered the building.

The most frustrating consequence of Jobs's obsession was the creation of no-go areas that no employee who was not working on the iPhone could enter. At the same time, the project participants were also instructed to avoid communication with them. As a result, there were many unpleasant situations when many famous iPhone employees avoided their recent comrades.

Restrictions were also adopted within the project. The engineers couldn't communicate with each other. Those who worked on electronics were not supposed to see software and vice versa. Therefore, the programs were tested only on simulators. And only those closest to Jobs could get into the wing where Jonathan Ive worked. The security of the design prototypes was organized so carefully that many employees believed that even the very attempt to enter a closed room using their electronic pass immediately led to the appearance of security.

The pressure was very high, so normal discussions were no longer held, but quickly turned into a conversation at elevated tons. Overworked engineers quit their jobs to return to work after they could sleep off. Kim Worrath, the HR specialist on Forstall's team, once leaving, slammed the door so hard that it closed and then it took the locked Apple guys an hour to get him out.

When Jobs began his iPhone presentation on January 9, 2007, he said, "This is the day I've dreamed of for 2.5 years." Then he told the audience thousands of stories about why they hate their phones, and showed how all this is solved.

While Grignon and the other members of the project fidgeted nervously in the hall, Jobs listened to music on the iPhone, watched a clip to show what screen the smartphone has. Then he called to show how Apple redesigned the address book and voicemail. He sent an SMS and an email demonstrating how easy it is to type on a touch screen. Jobs flipped through the photo gallery, scaled the image with a screen gesture, showed the New York Times and Amazon sites, which looked just like on a computer. Finally, he found the nearest Starbucks using Google Maps and called to place an order.

By the end of the presentation Grignon was not only pleased, he was drunk. The engineer dragged a flask of duct tape with him to calm his nerves.

Everyone who was sitting in the fifth row or nearby - engineers, managers - touched the flask after each stage of the presentation. There were five or six of us who were in charge of them. By the time everything was over and ended well, we had already emptied the flask. It was the best presentation I have ever seen in my life, Grignon recalls.

Based on materials from The New York Times

When you create a presentation, do you think about how to convey it to your audience in order to impress it? How to capture people's attention, to convey your thoughts?

I think it's worth learning from the pros. Steve Jobs's presentations are legendary. Each of his product launches was accompanied by a show in which he starred. So let's check out some of Steve Jobs's secret secrets of a successful presentation!

To start, put away fear! Fear of the public fetters, interferes. You won't get anything useful from him. Therefore, leave your fears at the door to the auditorium / hall / stadium (where are you holding your presentation there?) and start!

I saw these rules in the book by Carmen Galo "How to be great in the eyes of any audience?"

When Jobs entered the stage, everyone froze. And no wonder. He spent hours preparing for each performance, he was a professional in his field! So:

Rule 1. Create moments that will surely be remembered

Research shows that human attention is a very short-term thing. A person can listen to something with concentration for only 10 minutes! To keep him for a long time, you need to surprise all the time. Clinging. It's no secret that Steve Jobs's presentations included moments that could keep the entire audience in suspense. These moments were specially created and thought out by the performers in advance. He supplemented his presentation, slides,. This lent a breathtaking spirit to the entire presentation. He began his speeches with a phrase that was impressive, and then logically developed the idea.

For example, at the presentation of the MacBook Air, he began with the words: "Something is in the air ... (air (English) - air)." All. Attention is captured, the audience is intrigued.

Rule 2. Use the "rule of three"

3 acts in the play - this is what the viewer is used to. So Steve Jobs used this rule at the Macword presentation in 2007, when he recalled three products that conquered the world. These are: MP3 player, phone and Internet device. Although in reality he was only talking about the iPhone. Therefore, expand your speech using the "rule of three." Build a plan in which you write down the main points, theses and develop them in the process of speaking. This will help you keep focus on what you are talking about, and yours to follow your presentation.

When Jobs returned to Apple, CEO Gil Amelio invited him to speak at Macworld. Amelio turned down speechwriting before his performance and his performance was a flop. Speech was lost, and thoughts jumped from one to another. When Jobs came out, he spoke clearly, briefly and to the point. He commented on the speech of his colleague as follows: "He knows nothing about the theses."

Therefore, the "rule of three" from Jobs can be voiced like this: write your speech in a thesis. Highlight the main points.

Rule 3. Simple numbers

It is difficult for the viewer to immediately perceive large numbers visually. Make the numbers in your presentation more accessible. Translate them into understandable language.

When introducing the iPod in 2001, he mentioned that the product has all 5GB of hard disk space. What is 5GB storage? How to present them? How are two buckets? Or the stadium floor? Jobs got out of this situation as follows: he said that this is enough to store 1000 songs.

He also loved to impress. And for this, it is also convenient to use numbers. For example, "Every 3 seconds an iPad is sold" or "Over a million iPhones sold." Not bad, right? The most interesting thing is that they take their word for such figures. Nobody can check them, but the speech creates impressive, weighty!

One more little tip. Don't leave numbers without comment. Steve Jobs has always explained and clearly demonstrated not only what these or those indicators mean, but also how they will affect the future of the company and the world as a whole. Yes, Jobs liked to exaggerate, but it didn’t hinder, but rather helped to make the presentation impressive.

Rule 4. Visual thoughts

Less text in your presentation can help you get a better understanding of the message you want to convey. The human brain remembers only 10% of the information reproduced in audio format or written in text. And 80% is perceived through the visual! This is much more than half.

Therefore, rule # 4 for a successful presentation is: Less text! Use more visuals.

So, there was very little text on Steve's slides, but there was more clarity. When it came to the popularity of iTunes around the world, Jobs showed only flags instead of 23 countries.

Rule 5. Headings that are appropriate forTwitter

Jobs has always described a product with just a short phrase that would fit perfectly in a Twitter post. Example: "The thinnest laptop in the world" - sounded in the presentation of MacBookAir. Jobs believed that short, biting headlines worked much better than long, vague explanations. Plus, things like that are much better remembered. Therefore, discard the unnecessary, leave only the essence. Only that which will be imprinted in your memory.

Rule 6. Scene is not for one actor

Jobs almost never came to a presentation without support. He introduced characters that played an important role in introducing the product. This technique worked as social proof.

In addition, the audience itself was often the actors in the presentation. He allowed them to go on stage and test their products. Jobs understood that a person who felt his invention, interacted with it, will have a desire. He will not want to part with this item.

Rule 7. Training

Jobs never took a presentation lightly. He trained for hours. I thought through my speech, my every movement on stage, my intonation.

Therefore, rule number 6: get ready for the presentation. Rehearse it. Prepare answers to possible questions, let your friends / family listen to your speech.

Occasionally, Jobs' employees would find him on stage, speaking into an empty hall before a presentation. This technique allowed him to feel confident at the presentation itself.

Rule 8. Sell dreams, not products

In order for your work to be easy for you, you need to love it. The viewer is unlikely to love your product if you yourself do not admire it. Look, there are thousands of different mobile phones, smartphones on the market. But what a queue is lining up for a brand new Iphone! This is no longer a product - this is a kind of dream!

Rule 9. Enjoy your presentation

Just imagine, you step on stage / lectern / pedestal. All attention is on you. You are in charge of this evening, everyone is listening only to you. This is mesmerizing. The main thing is not to get lost! Enjoy this kind of attention. If something goes wrong, tell a joke, an interesting incident.

Watch a video of one of Jobs's most famous talks. Speech to Stanford Alumni:

He feels confident in his element. When a person is confident in himself, it is impossible not to believe him. He understands what he is talking about, which means he is an expert, which means that you can buy from him what he offers! You see, a successful presentation will bring you new ones!

Conclusion

Be sure to review these tips as you prepare your presentation. Their use will help make your speech memorable and vivid. The audience will be grateful for such a performance, and you will feel pleased with yourself.

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