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  • Read the given passage carefully and answer the question that follow.  It is never a good sign when the market drops 380 points on the day you give your first major policy address as Treasury Secretary. But that is exactly what happened to Timothy Geithner when he sketched the Obama administrations plans for revitalising the financial services sector. Whatever the merits of the plan, Secretary Geithner did not help himself during the delivery of his speech. While earnest and focused, he did not connect with his audience. And he as soon as he finished, he left the stage without taking questions. (He did do television interviews off stage, however.) While Geithner was criticised for lack of detail, that is beside the point. Details are not for public presentations; they are for policy papers which should be distributed immediately after the presentation. In reality, what critics are saying is that Geithner, already under a cloud for failing to pay a portion of his taxes, failed to convince them. Failure to persuade is the real issue. Many talented executives fall flat when they step onto the podium. They may have spent months developing a plan of action, carefully weighing the options and considering the alternatives, but they see it all crumble as soon as they articulate it. Sadly, these executives failed to consider how their message and their personas will resonate with an audience. When a speaker is so discomfited by speaking in public, he makes it seem as if he is also displeased with the content of his message. Often this is not the case, but if you cannot express your message credibly, then you are better off not saying anything. Preparation beforehand is essential. Consider three things: Break the ice. How many times have you seen an executive stride to the podium, look down at his presentation, or up at the teleprompter, and just start reading? All too often, I would imagine. Frankly the speaker is being discourteous; he is not acknowledging the presence of others in the room. It would be far better to walk to the podium, pause and look around the room. A friendly smile is appropriate. Then begin. This gives the audience the opportunity to focus their attention on you. Understand the proposition. Major presentations are often sales jobs. What an executive is selling is not a thing; it is an idea - a new initiative, a new process, or even a new way of doing things. Furthermore, when the stakes are high, as they are in our tough economy, the executive is also selling himself, that is, he is selling his ability to do what he is proposing. He must exert command of the material as well as exude confidence. Take a page from F.D.R. Franklin Roosevelt, patrician by birth, worked very hard to use everyday language. When Roosevelt took office, he declared a bank holiday; a more cheerful way of saying he was closing them. He explained Lend-Lease, the arming of Great Britain during the Second World War, as akin to loaning a neighbour a garden hose to extinguish a fire. And perhaps most memorably, the spectre of the Great Depression was framed as "The only thing we have to fear is fear itself." Even if Geithner had delivered a bang-up presentation, the market may still have dipped. "Wall Street," said President Barack Obama speaking on ABCs Nightline "is looking for an easy out. There is no easy out." Yet if Geithner had connected more authentically, he would have shifted conversation away from himself and onto the plan itself. Now it seems that Congress and the public view him more skeptically and that makes selling his plan even harder. Solutions to the economic crisis are not found in snappy bits of prose well-delivered on the stump; they are found through people willing to put aside differences to coalesce for the common good. Well-crafted and well-delivered speeches can lay the foundation for bringing people together and beginning a dialogue that solves problems collectively rather than individually.  Question: Choose the word that is opposite in meaning of the underlined word ‘discomfited’ in the passage.
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  • It is never a good sign when the market drops 380 points on the day you give your first major policy address as Treasury Secretary. But that is exactly what happened to Timothy Geithner when he sketched the Obama administrations plans for revitalising the financial services sector. Whatever the merits of the plan, Secretary Geithner did not help himself during the delivery of his speech. While earnest and focused, he did not connect with his audience. And he as soon as he finished, he left the stage without taking questions. (He did do television interviews off stage, however.) While Geithner was criticised for lack of detail, that is beside the point. Details are not for public presentations; they are for policy papers which should be distributed immediately after the presentation. In reality, what critics are saying is that Geithner, already under a cloud for failing to pay a portion of his taxes, failed to convince them. Failure to persuade is the real issue. Many talented executives fall flat when they step onto the podium. They may have spent months developing a plan of action, carefully weighing the options and considering the alternatives, but they see it all crumble as soon as they articulate it. Sadly, these executives failed to consider how their message and their personas will resonate with an audience. When a speaker is so discomfited by speaking in public, he makes it seem as if he is also displeased with the content of his message. Often this is not the case, but if you cannot express your message credibly, then you are better off not saying anything. Preparation beforehand is essential. Consider three things: Break the ice. How many times have you seen an executive stride to the podium, look down at his presentation, or up at the teleprompter, and just start reading? All too often, I would imagine. Frankly the speaker is being discourteous; he is not acknowledging the presence of others in the room. It would be far better to walk to the podium, pause and look around the room. A friendly smile is appropriate. Then begin. This gives the audience the opportunity to focus their attention on you. Understand the proposition. Major presentations are often sales jobs. What an executive is selling is not a thing; it is an idea - a new initiative, a new process, or even a new way of doing things. Furthermore, when the stakes are high, as they are in our tough economy, the executive is also selling himself, that is, he is selling his ability to do what he is proposing. He must exert command of the material as well as exude confidence. Take a page from F.D.R. Franklin Roosevelt, patrician by birth, worked very hard to use everyday language. When Roosevelt took office, he declared a bank holiday; a more cheerful way of saying he was closing them. He explained Lend-Lease, the arming of Great Britain during the Second World War, as akin to loaning a neighbour a garden hose to extinguish a fire. And perhaps most memorably, the spectre of the Great Depression was framed as "The only thing we have to fear is fear itself." Even if Geithner had delivered a bang-up presentation, the market may still have dipped. "Wall Street," said President Barack Obama speaking on ABCs Nightline "is looking for an easy out. There is no easy out." Yet if Geithner had connected more authentically, he would have shifted conversation away from himself and onto the plan itself. Now it seems that Congress and the public view him more skeptically and that makes selling his plan even harder. Solutions to the economic crisis are not found in snappy bits of prose well-delivered on the stump; they are found through people willing to put aside differences to coalesce for the common good. Well-crafted and well-delivered speeches can lay the foundation for bringing people together and beginning a dialogue that solves problems collectively rather than individually. Question: Which of the following statements are not mentioned in the passage?
    Clat question from

  • It is never a good sign when the market drops 380 points on the day you give your first major policy address as Treasury Secretary. But that is exactly what happened to Timothy Geithner when he sketched the Obama administrations plans for revitalising the financial services sector.Whatever the merits of the plan, Secretary Geithner did not help himself during the delivery of his speech. While earnest and focused, he did not connect with his audience. And he as soon as he finished, he left the stage without taking questions. (He did do television interviews off stage, however.) While Geithner was criticised for lack of detail, that is beside the point. Details are not for public presentations; they are for policy papers which should be distributed immediately after the presentation. In reality, what critics are saying is that Geithner, already under a cloud for failing to pay a portion of his taxes, failed to convince them. Failure to persuade is the real issue.Many talented executives fall flat when they step onto the podium. They may have spent months developing a plan of action, carefully weighing the options and considering the alternatives, but they see it all crumble as soon as they articulate it. Sadly, these executives failed to consider how their message and their personas will resonate with an audience.When a speaker is so discomfited by speaking in public, he makes it seem as if he is also displeased with the content of his message. Often this is not the case, but if you cannot express your message credibly, then you are better off not saying anything. Preparation beforehand is essential. Consider three things:Break the ice. How many times have you seen an executive stride to the podium, look down at his presentation, or up at the teleprompter, and just start reading? All too often, I would imagine. Frankly the speaker is being discourteous; he is not acknowledging the presence of others in the room. It would be far better to walk to the podium, pause and look around the room. A friendly smile is appropriate. Then begin. This gives the audience the opportunity to focus their attention on you.Understand the proposition. Major presentations are often sales jobs. What an executive is selling is not a thing; it is an idea - a new initiative, a new process, or even a new way of doing things. Furthermore, when the stakes are high, as they are in our tough economy, the executive is also selling himself, that is, he is selling his ability to do what he is proposing. He must exert command of the material as well as exude confidence.Take a page from F.D.R. Franklin Roosevelt, patrician by birth, worked very hard to use everyday language. When Roosevelt took office, he declared a bank holiday; a more cheerful way of saying he was closing them. He explained Lend-Lease, the arming of Great Britain during the Second World War, as akin to loaning a neighbour a garden hose to extinguish a fire. And perhaps most memorably, the spectre of the Great Depression was framed as "The only thing we have to fear is fear itself."Even if Geithner had delivered a bang-up presentation, the market may still have dipped. "Wall Street," said President Barack Obama speaking on ABCs Nightline "is looking for an easy out. There is no easy out." Yet if Geithner had connected more authentically, he would have shifted conversation away from himself and onto the plan itself. Now it seems that Congress and the public view him more skeptically and that makes selling his plan even harder.Solutions to the economic crisis are not found in snappy bits of prose well-delivered on the stump; they are found through people willing to put aside differences to coalesce for the common good. Well-crafted and well-delivered speeches can lay the foundation for bringing people together and beginning a dialogue that solves problems collectively rather than individually. Question: ‘Failure to persuade is the real issue’. Why does the author sum up Geithner’s critics’ view thus?
    Clat question from