Archive for the ‘miscellaneous’ Category

7 Steps to Planning Better Presentations

As we approach the end of the Spring conference season, and in the run-up to BlogWorld New York, I got to reflecting on how my approach to presentations has evolved over the last while.

Preparing a presentation for a conference is no mean feat (I’d estimate I spend at last 30 hours on each presentation I create for conferences; often more). With that level of time investment, especially if you’re creating multiple presentations each year, you need to make sure you invest your time well.

This year, I’ve started approaching presentations in a new way. I’ve thrown out the PowerPoint-driven way of planning my presentations, and turned towards a more story-driven way of building them out. My goal: creating presentations that speak more directly and relevant to the people I’m speaking to.

Here, in seven steps, is how I’m preparing my BlogWorld NYE presentation. You can use these seven steps yourself, to improve your own presentations.

1. Decide on your topic.

Simple enough, sometimes. Other times, it may take a little more thinking.

  1. Who is the audience? Who is attending the conference, and who from that group do you want to attend your session? For BlogWorld, I actually broke it down to a few sample job titles of people I want to ‘speak to’.
  2. What do they want? Once you’ve figured out who you’re aiming to speak to, think about them more and figure out what they may want to get out of the event. Whether you’ve already figured out your topic or not, that will help you focus the meat of your presentation on them. Write it down, and refer back to this every time you sit down to work on the presentation.

2. Create your framework

The next step is to create the high-level framework for the presentation (I’ve taken inspiration from Cliff Atkinson’s book Beyond Bullet Points here).

Break down your session – what do you want to cover in the time you have? How long do you have to present? How long is the Q&A? Plot it out in a two-column table, with your main topic in a single cell on the left (as a reminder to ladder back to it) and multiple rows within this in the second column – you’ll build on this in later steps:

Presentation topic Sub-topic #1
Sub-topic #2
Sub-topic #3

 3. Flesh it out

At this point you already have a bare-bones outline of your persentation. The next step is to flesh it out. I do this with the addition of additional detail to the sub-topic column, and two new columns in the table.

Firstly, figure out how you want to prioritize your topics. You know how long you have and you know what you want to cover, so break it down. You can change it later, but it again helps down the road as you build your presentation.

Secondly, break each sub-topic down into components – this represents the narrative that your presentation will ultimately follow. As you do so, additional thoughts will come to you on soundbites, stats, reference points and even visuals. Note them in the final column here for future reference.

Presentation topic Sub-topic #1

0:00 – 0:15

Subtopic detail 1.1 Notes/Visuals
Subtopic detail 1.2 Notes/Visuals
Subtopic detail 1.3 Notes/Visuals
Sub-topic #2

0:15 – 0:30

Subtopic detail 2.1 Notes/Visuals
Subtopic detail 2.2 Notes/Visuals
Subtopic detail 2.3 Notes/Visuals
Sub-topic #3

0:30 – 0:45

Subtopic detail 3.1 Notes/Visuals
Subtopic detail 3.2 Notes/Visuals
Subtopic detail 3.3 Notes/Visuals

See what we’re doing here? We’re building a kind of hierarchy. By the time you’re done, the sub-topics should read as the key points within your presentation subject, and the sub-topics tell a more detailed story of those key points. Each row ladders back to the high-level topic, and each column tells the story of the presentation at a different level of detail.

By this point you should be finding that you’re forcing yourself to take a hard look at your presentation flow, identifying pieces that need to move around, either vertically or horizontally, within your structure. You should also be getting excited as the presentation takes shape.

4. Write it out

At this point, you’re at the stage of writing-out your presentation. Yes, that’s right – write it out.

The level you take this to is up to you. You could just make more detailed notes on the breakdown of your detailed presentation elements, or you could write it out in full. The latter is more time-consuming, but can also give you a better idea of where you stand time-wise. While I rarely refer to speaking notes on-stage, I do prefer to write things out in full the first time so I can walk through it out-loud and see how it sounds.

If you choose to write it out in full, a good guide to length is shooting for roughly 110 words for each minute you’ve allocated to a topic. Your speaking rate may vary, so adjust according to your own style.

5. Start the deck

Step number five of seven, and you haven’t even opened PowerPoint or Keynote yet! Well, now you can. The difference is, rather than creating a presentation based on slides, you’re now creating it based on a narrative. Go through your notes, and drop them into the speaking notes section of slides. Don’t worry about the front end; just the notes.

You can create slides based on the topical break-down you’ve created – the more straight-forward approach – or you can do it based on natural transitions within the speaking notes you’ve created – your choice.

The key part here, again, is that you’re building your deck based on the topic and not based on shoe-horning specific visuals into slides, which often happens if you let slides drive the topic instead of vice versa.

6. Visuals!

Now that you’ve built your deck, the final step is the visuals. Happily for the audience, with the way you’ve planned this out, your visuals now support the material rather than the reverse, and you should be able to avoid “death by awful PowerPoint slides”. Refer to your topic notes, refer to the visuals you jotted down throughout your process, and pick visuals that reinforce what you know you’ll be saying rather than the reverse.

7. Refine and rehearse

You’re almost there. The last step is editing – my least-favourite but possibly most-valuable step. Don’t close things down and wait for the presentation; go over your deck and make sure it works. Sanity-check it with a colleague (or, if they’re really tolerant, your partner).

Finally, rehearse the hell out of your presentation. There’s nothing worse than a presenter who umms and aahs his or her way through their presentation, and you’re not going to have slides full of 12-point font behind you as a crutch if you forget, so make sure you know your presentation inside and out.

You should know your presentation well enough that you can accommodate interruptions without getting flustered (because, as anyone who presents a lot will tell you, it happens all the time. Sigh…).

Conclusion

There you have it. I’ve used this approach for a couple of presentations, and found I come at them with a much more thoughtful approach than I used to. It takes a bit more of a time investment, and it means you need to know your stuff, but I think it’s worth it.

What do you think? If you give a lot of presentations, how do you go about planning them?

If you’ll be at BlogWorld, I’m presenting “Six Important Shifts in Social Media Strategy” at 10:15 on June 5 and let me know if you think this technique worked for my session! (If you haven’t registered yet, use the code “SDaveF10″ to receive a 10% discount on your registration fee.)

(Photo credit: evablue)

Communication is about what they hear, not what you say

If you think you’ve conveyed something but the other person hears something completely different, is that their fault or yours? 

Recently a friend of mine posted a photo on Facebook:

As pithy and humorous as it was, I disagreed. Strongly. From my perspective the onus is on you to consider not just the words coming out of your mouth, but how they are received.

Everyone has their own background and context that they overlay on top of what they hear. It’s our jobs as communicators to consider that perspective and to adjust the way we communicate accordingly. If we do, we stand a better chance of persuading them to agree with our point of view.

For example, let’s say I want to go to a specific dim sum restaurant (yum!) one night, and need to convince my wife that we should go there. Her existing perception of the restaurant will affect the way I approach the conversation:

  • If she’s been there and liked it: “Hey, want to go back to that great dim sum place you liked tonight?”
  • If she’s been there and didn’t like it: “Hey, can we give that dim sum place another chance?”
  • If she’s never been there: “Hey, want to check out a new dim sum place?”

By taking into account her existing perception, I can optimize what I say to increase my chance of her agreeing.

The same principles apply in business. Client calls go better when you consider where they’re coming from, and you’ll build better relationships with team members when you consider their backgrounds and personalities.

On a larger scale, your messages will be better-received if you consider your audience and their perceptions. The larger-scale side of things is hard, but that doesn’t mean it’s not worth doing.

As I said at the time, “Not doing so means the outcome suffers, whether that’s something as small as picking the restaurant you want, or as significant as buying your company’s product or believing your party’s political view. If you’re ok with that then that’s fine, but if persuasion is your goal then it’s important.” Good communicators take the time to understand their audience and the key stakeholders in a situation, what they want and how to satisfy their needs.

It’s not easy, but the reality is that your outcomes – at work and at home – will improve if you focus on what people “hear” rather than what you say. If you’re ok with the opposite then that’s fine; if not, then give it a try and see.

What do you think?

 

Want to get better at social media? Ask “Why?”

Social media practitioners: want to get better at your job? Learn one word:

Why?

Used well, asking “why?” can help you get to the bottom of almost any problem, push your colleagues to explore new options, and force a new level of honesty in decision making.

I’ve just started reading Christopher Barger‘s book The Social Media Strategist (side note: only a few pages in and I already like it), and one particular section stood out to me:

“The individual connections and relationships made within social networks on behalf of organizations and brands don’t happen because the brands want to appear more approachable or more human. Those are nice side effects. But make no mistake, as unromantic as it sounds, businesses and organizations get into social media because they want customers (or potential customers) to eventually buy their products, feel better about having purchased their products, and have problems with their products resolved more efficiently, and they want to get insight on what might make a customer more likely to buy those products in the future. “The conversation” and “engagement” are just means to that end.”

We’re operating in a field which is still full of kumbaya and hugging. Social media is still a shiny object to many people – companies still come at it with a focus on the shiny object rather than on what they really need. In that context, asking “why” is critical to improving your odds of success.

Let’s take an all-too-frequent conversation that agencies have with clients: the “we should be ‘in’ social media” conversation. At face value, a statement from a client like “we should be in social media” has no meaning, direction or any sort of objectives whatsoever. However, by asking “why?” a few times, you can dig to the core of it. The conversation could go something like this:

A: We need to be in social media.

B: Ok, why do you want to be in social media?

A: Because we’re a customer-focused company and we want to get closer to our customers.

B: Fair enough. Tell me, what do you hope to achieve by getting closer in this case – why do you want to be closer to them?

A: Because we want to build a relationship with the people who use our products.

B: Great. So why do you want to build those relationships?

A: To help us hit our sales targets.

That’s by no means the end of that conversation – it’s just the beginning – but in just three questions you’ve dug down from “get me one of those” to a more focused objective of increasing sales volume. Other times that might be increasing loyalty; other times it might be gaining product insights. Once you’re at that point, you can help to re-focus objectives, and can work to build strategies and tactics that drive at the true business need rather than the one originally stated. You can apply the same things to strategic or tactical conversations too, with the end goal of driving better thinking, better communication and better business decisions.

What’s more, you can do the same thing internally. Instead of challenging or editing, ask:

  • Why did you use that particular phrase?
  • Why do you think that’s the right platform for this contest?
  • Why do you think a contest is the right tactic for this objective?
  • Why do you think we should be on Pinterest?

Build a team culture where asking “why” is the norm, and you’re well on your way to building a high-performance organization.

(Image credit: a_ninjamonkey)

What Gets You Up In The Morning?

Every so often it’s helpful to reflect on why your job matters to you – why you put in all the effort, passion and commitment you do.

For me, one of those moments came last week when I read this post by my colleague Rob Clark (which I’m re-publishing here with his permission).

I’ve worked a number of jobs throughout my life. Every single one of them I’ve put everything I’ve got into it. That’s just how I’m wired. I can’t be at a place and not give it my loyalty, my dedication and the full extent of what I have to offer.

Most of these jobs have adequately compensated me though a few have undervalued my contributions and balked at fair payment. Some of the jobs were extremely rewarding – most often through the people I’ve worked with. Some of them were educational – though more often than not a hard lesson learned.

But I have to say that my job at Edelman is the first where I consistently feel that I’m getting more back than I put in. And lord knows I put in a lot.

What’s more – I know that this isn’t simply a momentary happenstance or aligning of events. The company is putting the effort into making this a culture. Making this the regular modus operandi. I greatly appreciate that effort because it tells me this is not just a fluke or temporary alignment of good people. This is the way things will be. Smart people, doing creative and challenging work, together as a team.

I couldn’t agree more, and couldn’t be prouder to have people like Rob with me on that team.

What about you?

A Simple, Effective Way To Boost Your Creativity

Want a quick way to improve your creative output, at work and at home?

Carry a notebook with you at all times.

Carrying a notebook is a habit I’ve fallen into and out of over the years, but I’ve noticed that when I do, my creative output soars. Right now I’m rocking a Moleskine notebook, and I love it. Frankly, you could use scraps of paper instead, but having a notebook makes it way easier to refer back to later.

Why?

Because having a notebook means you can capture ideas as they occur to you, without the risk of forgetting them before capturing them. When you first start this, you’ll be astonished at how many ideas you

Yesterday, on the way to work I jotted down three ideas for blog posts that I had on my 30-minute commute. Today, I took notes on a book I’m currently reading (The Social Customer by Adam Metz).

Cheap, easy to establish and effortless to maintain, but the payoffs are huge.

Thoughts on Disconnecting

You may have noticed that things have been quieter than usual here recently. If you didn’t know, two weeks ago I got married and as I type this, I’m sitting on a plane on the way back from two blissful weeks spent completely offline on honeymoon in Italy.

At the Colosseum in Rome

While many of our vacations focus on adventure and exploration, this time we made a conscious decision to set aside at least half of the vacation for relaxation as the last few months have been… well, manic, to say the least. So, I had plenty of time to think, and I got to thinking about the effect that being offline had on how I thought and acted while we were away.

A few words come to mind:

  1. Old-school!
  2. Refreshing
  3. Disconnected

Resourcefulness

Yu know how you don’t appreciate a good thing until it’s gone? As I rapidly discovered while staying in a villa with no Internet access on the Amalfi Coast (it’s a tough life, I know), I use the Internet for a lot. A lot. No Internet meant no Google Maps; no Trip Advisor; no online bus schedule; no Google searches; nothing.

Was this tough? Absolutely not – it’s not that long since we didn’t have any of these things. However, it did make me reflect on just how much we use the Internet for nowadays. We had to search out real maps (you know, the ones “old people” use) and ask around for recommendations from local people. We had to use a phrasebook instead of Google Translate.

Again, I’m not crying “boo freakin’ hoo” here, but every time I take an offline vacation I find that the Internet had filled more and more functions for me, and I find that fascinating.

Refreshing

The view from Ravello, on the Amalfi Coast

The last six months have been, in a word, exhausting. We bought a house, renovated it, got married, and I was working long hours in the office. With everything that was going on, I found the opportunity to go completely offline reinvigorating.

Going from 300+ emails a day to none; waking up in the morning and not checking Twitter and Facebook; and not feeling like I should be Twitpic-ing photos of the sunset on the coast was completely refreshing. I highly recommend everyone unplug occasionally and just unwind.

Disconnected

Setting aside the hugely positive aspects of being offline, I did feel disconnected. I wondered what was going on with my friends. I wondered what was going on with my family. I wondered what was going on at the office. Not being able to reach out and connect with people whenever I felt like it was strange. And, yes, I did often think “I should totally post this photo” before realizing I couldn’t. It was unsettling at first, but the feeling passed.

Still, social networks are all about connecting with other people. I did miss those connections.

Looking ahead

The last two weeks were absolutely blissful and we couldn’t have had a better honeymoon. With that said, I return from it reinvigorated and re-energized, and I look forward to diving back into the things and relationships that matter to me – friends, family and colleagues – with more energy than ever before!

Criticism is Good

Yesterday I published a post (ok, fine, a rant) about people who sling unconstructive criticism at others and the effect it has.

Several people seemed to take that to mean that I think all criticism is bad, or that we should avoid commenting on other posts. That’s my fault – I buried this line way within the post (as, per the previous paragraph, I was ranting):

“As I’ve said before, criticism can be good. For that to be the case, it needs to be informed and it needs to be constructive.”

My concern is that there’s a big difference between these two statements:

“‘Company X’ did this. I don’t think that was the best move – I might have considered [change A], [change B] or [change C] to make [aspects D, E and F] better.”

“‘Company X’ did this. What a dumb move – who in their right minds would do that? Fail.”

One is constructive; one is unhelpful. One offers useful suggestions; the other tears the organization down. One builds; the other tears down. One makes you look smart and helpful; the other does the opposite.

Happily, the people who read my post and took that meaning from it (again, my bad) chose to do so in a constructive way and made some constructive points in return. For that, I thank you.

Criticism is good. Most people don’t receive enough feedback — the kind that builds and helps them to be better, that is, not the kind that makes an example of them. I know I always strive to receive more, as I know there’s a lot to improve. We just need to get better at both providing and receiving it. The aim of the last post was to let those who aim to knock others down rather than build them up know that that’s not part of the equation.

Make sense?

#thatisall

Armchair Quarterbacks: Don’t Be That Troll

A quick thought (or ten) for anyone who is thinking about armchair-quarterbacking someone else’s PR or social media execution without anything constructive to add…

When you criticize things from the outside, you:

Armchair Quarterback

Don't be this guy.

1. Don’t know what actually happened. You know what you read in blogs, in the papers, etc. You don’t know what actually happened — who said what and to whom.

2. Don’t know what discussions happened internally. You see the reported outcome. You don’t know what conversations happened – between the agency/agencies in question and the company; within the company or among the various stakeholders at the table. Hell, you probably don’t even know who all of those stakeholders and agencies are.

3. Don’t know the context for the decision(s) that were made. You don’t know the competing priorities in play. You don’t know what had been tried before and didn’t work. You don’t know what communications happened behind the scenes.

When you criticize from that starting point and don’t have anything constructive to say, you:

4. Make yourself look uninformed to all parties in question. You don’t impress anyone by taking cheap shots; you just show how little of that context you actually have.

Armchair Quarterback game

Is this how people sit when they come up with this stuff?

5. Make yourself look petty. You’re taking cheap shots. You’re sniping from the sidelines. When was the last time that made someone look good? Oh, that’s right, it didn’t.

6. Set yourself up for a fall. By taking those cheap shots, you set yourself up there on a pedestal, ready for anyone who encountered your critique to take you down next time you screw up. And guess what? Even if you didn’t actually screw up, you don’t have a leg to stand on – that leg is occupied trying to kick others when they’re down.

7. Lose recruitment opportunities. I’ve said many times – PR is a small world. Those people you just alienated might have been potential recruits some day. Don’t worry about it, though – given that you just alienated their client, too, you won’t have too much incremental work to worry about.

8. Lose new business opportunities. I just mentioned it – you don’t just alienate the agency in question; you alienate their client, too, through your misinformed punditry. Say goodbye to being on that shortlist.

9. Damage your own reputation and that of your employer. It’s not just yourself that you hurt with your critique – it’s your employer, too. Yep, just as in so many things nowadays, your actions are tied to that of the company you work for. “These opinions are my own” disclaimer or not, you’re working for that company and the words you say/write are those of someone working for that company. People will draw that line whether you want them to or not (to take it a step further, ask the many people who have lost their jobs after ill-advised comments online).

10. Get me worked up. Ok, that’s not really a big deal, but did you really think I would publish a post with nine points? Yeah, right.

Troll

Don't be this guy either.

For the record: As I’ve said before, criticism can be good. For that to be the case, it needs to be informed and it needs to be constructive. It can’t be uninformed, because that leads to you giving criticism that is based on a slice of reality and that does nothing to benefit anyone (including you). And it can’t just be an attack, with no constructive input, because then you’re just a troll.

If you find yourself falling into that trap (and I’ve done it myself in the past), do yourself a favour and cut the company a break.

Make sense?

(Yes, this was sparked by a particular incident. No, it wasn’t about me or about Edelman. Yes, it got me worked up. No, I won’t name the people at fault. Move along…)

(Images via here, here and here)

The Little Give

Today I’m veering a little way from my normal topics – while I generally write about communications, social media and the like, I thought you might like a little insight into life at Edelman; specifically, one of the cool employee engagement initiatives we have here in Canada.

The Little Give

The Little Give is a CSR program, initially created by Edelman’s Vancouver office, that sees Edelman Canada offices split into teams and work to help charities in our communities.

This year, the Toronto office is supporting ten great organizations that work to improve the lives of youths in various ways. Everyone in the office was invited to participate in the nomination and voting process to decide the list of organizations, with the final list including:

(You can find out more about our partners over on our Little Give blog)

How it works

At 4pm on June 2nd, the Toronto office will split into ten teams, which will then work for the next 48 hours (we close the Edelman office for one day, and people donate a day of their weekends) to solve whatever problem their designated partner organization puts to them. Edelman seeds each team with $2,500 to use over the two days.

At the end of that time, each team comes back and gives a short presentation of what they did to the rest of the office and a panel of judges, who ultimately determine the winning project.

Why it works

Beyond a cheque: We could just hand over a cheque to these organizations, but by going beyond that and contributing 4,800 hours or so of expertise alongside the money, we can make a real difference to these organizations.

It’s authentic: As our General Manager Lisa Kimmel said, “CSR programs need to be authentic and clear and they need to be woven into the fabric of your corporate culture.” We’re not just handing over a cheque and moving on. We’re working to have a positive impact on our community.

Everyone’s engaged: From the selection of non-profits, to the fun run-up to the event (from the Little Give blog to the Facebook page to real-world in-office games), everyone in the office is involved, making this a high point of our employee engagement initiatives as well as a great CSR program. In fact, just last week a new employee mentioned how excited they were to join us in time for the event.

I narrowly missed-out on The Little Give last year, as I joined Edelman just after it happened. I’m totally psyched for this year’s.

 

5 Tips For Managing The Email Deluge

Ever find yourself thinking, “I need more email”? Ever feel disappointed because you don’t get enough in your inbox?

I didn’t think so. Personally, I get between 200-300 emails a day, as many of you likely also do. That’s enough email to completely paralyze you if you can’t deal with the volume effectively. You could spend your entire day working through your inbox, at the expense of the action items you actually have to do.

I’m continuing to work through the issue myself, but here are five pointers I’ve learned for managing the email deluge.

1. Read once

Ever find yourself reading an email, realizing you’re not sure what to do with it or that you don’t have time to deal with it, and just moving on to the next thing in your inbox? I know I have. Unfortunately, that leads to your inbox becoming a repository for difficult email, not a true inbox.

Try to force yourself to only read emails once. Once I’ve read an email, I take a leaf out of Getting Things Done (affiliate link) by David Allen and take one of several actions:

  1. Deal with it – if it’s going to take less than two minutes to handle, just do it
  2. Schedule it – file it in an “action” category and book time in my calendar to deal with it
  3. Delegate it – assign it to someone on the team to handle
  4. File it “to read” – lots of items are sent as “FYI.” I file these in an “information” category for review when I have time. This is a recent addition for me, as I was finding my “action” category was getting clogged with dozens and dozens of action items (thanks to the book Workarounds That Work (affiliate link) by Russell Bishop)
  5. Archive it – file it in an archive folder for future reference
  6. Delete it – get it out of the inbox to keep things manageable

2. Pay attention to the “To:” line

The body of the email isn’t the only part that sends a message – the address fields also send a message.

If I see that I’m in the “To:” line of an email, I pay attention and look for action items. If I see that I’m in the “cc:” field on an email, I treat the email as an FYI and review when I have time. (In some workplaces, this may require a little expectation-setting with colleagues)

3. Ensure the subject line is relevant

This is an are where I know I need to improve – ensuring that the title of an email remains relevant to the conversation. In the past I’ve sent far too many emails with “FYI” as a title. It could be worse (at least the recipient knows it’s not urgent) but it would be better if it read “FYI – media coverage of XYZ”, “Deadline: Need feedback by Feb 18″ or the like.

In cases where the topic of the email changes during the email chain, change the title!

Keeping the subject relevant lets recipients know what the email is about, and whether they need to pay attention to it.

4. Avoid “reply all”

Does everyone in the email chain need to be on it? If you don’t need to include everyone on a reply, do them a favour and remove the unnecessary people from the chain. No-one sits there waiting for the next group discussion to erupt; you’ll also find that you get fewer emails as a result, as there are fewer other people to hit “reply all” at their end.

5. Default to other media

Many of us co-locate in offices for a reason. Other forms of communication are richer and offer more cues than email. If you have the option, walk over and talk to someone, or pick up the phone and call them. Not only will you cut down on email, you’ll get things done quicker.

This is especially important when something is urgent. Email is an asynchronous medium – it can be read later. In fact, it’s intended for that. I spend a large proportion of my time in meetings and not checking email. In that situation, an urgent request is likely to go unheard. If you need to reach someone urgently, pick up the phone or walk over to them. Don’t rely on them checking email constantly.

What else?

I know my system isn’t perfect, and I still struggle with the email deluge on a daily basis. You likely have your own way of managing the volume. What tips would you add to the list?

(Image: jon|k)