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This book's promise is that you can emulate Steve's genius in your own presentations.
But it forgets to tell you that you might not have the same content, the same passion, the same history and implication Steve used to have.
It's like working backward, reverse-engineering a technique that works without having the right ingredients in the first place.

Still, the passion and fascination coming from the author for Steve Jobs is clear and make the whole vibrant.
We can feel Steve by our side, and his genius is inspiring the genius we might have in ourselves, deep down.

This book is actually much more than "tips" about making presentation an art. It goes into the psychology, into the roots of why what works works.


A person can have the greatest idea in the world— completely different and novel—but if that person can’t convince enough other people, it doesn’t matter.


A Jobs presenta- tion unleashes a rush of dopamine into the brains of his audience.

where Gore has one famous presentation repeated a thousand times, Jobs has been giving awe-inspiring presentations since the launch of the Macintosh in 1984.

The 1984 presentation was tough to beat—one of the greatest presentations of our time. Still, Jobs’s keynotes at the Macworld Expo in 2007 and 2008 were his best ever. Everything that he had learned about connecting with audiences came together to create truly magnificent moments.
watch the video of the original iPod launch event in October 2001. Jobs’s dramatic command is astonishing.

As soon as you move one step up from the bottom, your effectiveness depends on your ability to reach others through the spoken and written words.


“seductive,” “magnetic,” “captivating,” and “charismatic.”

Why Not Me?

When you see someone who has turned his passion into a profit, ask yourself, ‘Why not me?’
"Why can’t I ener- gize my listeners like Jobs?" The answer is, “You can.”
Jobs is not a natural. He works at it.
Jobs is relentlessly focused on improvement, laboring over every slide, every demo, and every detail of a presentation.
as with all great actors, he rehearses until he gets it right.

Performance in Three Acts

informs, entertains, and inspires.

Act 1: Create the Story. practical tools to craft an exciting story behind your brand.
Act 2: Deliver the Experience. practical tips to turn your presentations into visually appealing and “must-have” experiences.
Act 3: Refine and Rehearse. body language, verbal delivery

What Are You Really Selling?

Jobs is “the master at taking something that might be consid- ered boring—a hunk of electronic hardware—and enveloping it in a story that made it compellingly dramatic,”
The most inspiring communicators share this quality—the ability to create something meaningful out of esoteric or everyday products.

Starbucks CEO Howard Schultz does not sell coffee. He sells a “third place” between work and home.
Cisco CEO John Chambers does not sell routers, but human connections that change the way we live.
Suze Orman does not sell trusts and mutual funds. She sells the dream of financial freedom.
Jobs does not sell computers. He sells tools to unleash human potential.

Show me how your widget improves my life, and you’ve won me over.

Steve Jobs is motivated by a messianic zeal to change the world, to put a “dent in the universe.”
Jobs fell in love with the vision of how personal computing would change society, education, and entertainment.
His passion was contagious, infecting everyone in his presence. That passion comes across in every presentation.

We all have passions that drive us. The purpose of this book is to help you capture that passion and turn it into a story so mesmerizing that people will want to help you achieve your vision.
Do not let your ideas die because you failed to present them in a way that sparked the imagination of your listeners.

Create the Story

Most people fail to think through their story.

Scene 1 - Plan in Analog

starts on paper: “There‘s just something about paper and pen and sketching out rough ideas in the ‘analog world’ in the early stages that seems to lead to more clarity and better, more creative results when we finally get down to representing our ideas digitally,” writes Garr Reynolds in Presentation Zen.

presenters spend the majority of their time thinking, sketching, and scripting.

Bullets Kill

The software itself forces you to cre- ate a template that represents the exact opposite of what you need to speak like Steve!
texts and bullets are the least effective way to deliver information. Save your bullet points for grocery lists.

A picture is the most powerful method for conveying an idea.
take out a napkin. Some of the most successful business ideas have been sketched on the back of a napkin.

The Story Takes Center Stage

“The single most important thing you can do to dramatically improve your pre- sentations is to have a story to tell before you work on your PowerPoint file.”
Writing → Sketching → Producing

Although it might sound counterintuitive, when you write a script first, you actually expand your visual possibilities.

Nine Elements of Great Presentations


The one big idea you want to leave with your audi- ence? It should be short (140 characters or less), memorable, and written in the subject-verb-object sequence.
“Today Apple reinvents the phone!”
Headlines grab the attention of your audience and give people a reason to listen.
”Apple’s Skinny MacBook Is Fat with Features”
”Apple Unleashes Leopard Operating System”
”Apple Shrinks iPod”


Aristotle, the father of public speaking, believed that success- ful speakers must have “pathos,” or passion for their subject.
Steve Jobs exudes an almost giddy enthusiasm every time he presents.


write out the three messages you want your audience to receive.
keep in mind that your listeners can recall only three or four points in short-term memory.


make your narrative more engag- ing. According to Aristotle, metaphor is “the most important thing by far.”
“What a computer is to me is the most remarkable tool that we have ever come up with. It’s the equivalent of a bicycle for our minds.”

“The microprocessor is the brain of your computer”
Jobs pointed out that many people say iTunes is their favorite application for Windows. “It’s like giving a glass of ice water to someone in hell!”


Instead of simply list- ing the features on a slide, he sat down and showed the audience how they worked.
Your audience wants to see, touch, and experience your product or service.


Jobs announced that all of Madonna’s albums would be available on iTunes.
The pop star herself suddenly appeared via webcam.
Jobs often shares the stage with people who contribute to Apple’s success.


Few customers want to be pioneers.
Word of mouth is one of the most effective marketing tools available, and when your customers see an endorsement from a publication or an individ- ual they respect, it will make them feel more comfortable about their purchasing decisions.


He showed a television ad with the tagline “It’s finally here. The first phone to beat the iPhone.”
You can show ads, employee testimonials, scenes of the product or of people using the product…
What could be more persuasive than hear- ing directly from a satisfied customer.


three types of learners: visual, auditory and kinesthetic. Find ways to appeal to everyone.

Slides don’t tell stories; you do.
the software is not the main character, the speaker is.
win over your audience by spending more time creating the plot than producing the slides.

When Jobs returned to Apple in 1996, he found a company with more than forty different products, which confused the customer.
“Jobs drew a very simple two-by-two grid on the white- board. Across the top he wrote ‘Consumer’ and ‘Professional,’ and down the side, ‘Portable’ and ‘Desktop.’”
Under Jobs, Apple would offer just four computers—two notebooks and two desktops.

A Steve Jobs presentation follows Aristotle’s classic five-point plan to create a persuasive argument:

  1. Deliver a story or statement that arouses the audience’s interest.
  2. Pose a problem or question that has to be solved or answered.
  3. Offer a solution to the problem you raised.
  4. Describe specific benefits for adopting the course of action set forth in your solution.
  5. State a call to action. For Steve, it’s as simple as saying, “Now go out and buy one!”