The document provides tips and best practices for creating effective presentations, including analyzing the audience, defining the problem, collecting relevant evidence, overcoming common myths, and storytelling techniques. It discusses audience analysis, problem definition, evidence collection, myth busting, slide design principles, and storytelling approaches. The overall goal is to help people interested in improving their presentation skills and ensuring their presentations facilitate real change and decision making.
7. IS THERE A PROBLEM?
WORST FEARS FINANCIAL SUCCESS FACTORS
(>$350,000)
1. Speaking in public 1. Communications skills
2. Heights 2. Intelligence
3. Bugs 3. Integrity
4. Money problems 4. Experience
5. Deep water 5. Positive attitude / enthusiasm
6. Illness 6. Self-esteem / confidence
7. Dying 7. Risk taking approach
8. Flying 8. Formal education
9. Loneliness 9. Ambition
10. Dogs 10. Emotional maturity
Do you fear your presentations will limit you?
8. OTHERS’ STORIES
“There is too much time spent on ‘research-ese’.
“Margins are razor thin and so we
Bottom-line it for me. Get to what we need to do
can’t spend the time really needed
about it quicker.” -- EVP, Beverage Manufacturer
to go as deep as clients would like.”
-- SVP, Brand Consulting Practice,
Research Supplier
“Be clear, be brief, be gone”
-- CMO, Financial Services
Support “Clients expect more than
what they are willing to pay
for.” -- VP Account Servicing,
Research Supplier
“What I usually get are the
facts which is fine. But, I
just wish they would go “We can’t go as deep as we want in
beyond that and offer some fully understanding the business
solutions.” -- VP, Marketing complexities of each client. We are
not set up to do that.” -- VP, Sector
Head, Large Global Research Agency
17. PROBLEM DEFINITION
Improve how we Probing needs improved Solution offered lacks Training &
understand relevance coaching issue
customer needs Internally focused and
assessed measures
Scorecard focuses on Goal & metrics
quantitative production issue
Metrics do not link to
customer needs metrics
Additional assessment Research issue
No external point of view process needed
from customers
CSR role lacks definition
Increase relevance Content is limited Training &
of discussion and coaching issue
Optimize
Customer & CSR content provided to CSR depth knowledge
Interactions customer Content is not unique
Lack cross-site
coordination / sharing
Optimize OBTM targeting Marcom does not
coordinate with CSR
Lack optimized integration & Opportunities not
alignment with marketing & optimized for CSR
Optimize to communications
Marketing leads (e-mail)
what? not activated
- sales?
- servicing? Do not call same high net Lack “trigger” lists
- relationships? worth customers often
enough Too much churn
Lack depth / Contact is Programmatic approach
Improve customer superficial lacking
commitment
Systems not optimized to Notations need
Training &
deliver experience reoriented to support
coaching issue
relational approach /
trend identification
Other sub-issue
18. ACTION OUTCOME
“MY” OBJECTIVES
Review methodology and approach for the
concept test research
Share research findings and winning concepts
Discuss next steps for more research
19. ACTION OUTCOME
MY OBJECTIVES
Review methodology and approach for the
concept test research
Share research findings and winning concepts
Discuss next steps for more research
26. EVIDENCE
AUDIENCE: Marketing Team
OBJECTIVE: To help people interested in improving their presentations
PROBLEM: Presentations fail to facilitate change; are politely listened to; don’t translate up to correct decision makers
ACTION: Think and act differently about approach, construction and delivery of presentations
1.a.i Mind Map Understand Audience (most important people) & How to influence them / Politics / Venue & Time Analysis /
1.a AUDIENCE
ANALYSIS (ENTJ?) 1.a.ii Problem Definition “Made to Stick”; What problem is audience interested in solving? (Update presentations bad idea -- only reason to give a
presentation is to solve a problem. Show Issues Tree
1.a.iii Audience Action - change thinking or Develop “close” Establish “metric”: what is the change desired? Situation-Problem-Complication-Solution; Begin with end
activity in mind; From-To Think-Do Matrix
1.b SCOPING (IDEA 1.b.i Collect Evidence Get all content facts, evidence, information / List: FOR & AGAINST / multi-source: CI, BI, primary, qualitative quantitative
SOUP)
1. PREPARE
1.b.ii Brainstorming Volume; Partner; Iterate; Sleep on it / Solitude / Develop main and conclusions
1.c FRAME 1.c.i Story Boarding Post its & Sharpies; Analog / Sketch illustrations of charts
1.c.ii Topic Map WIIFM; Show problem hierarchy---solutions diagram tool
2.a MYTH BUSTERS / 2.a.i Rule of Thirds 4 Power Points --
TIPS & TRICKS
2.a.ii Research shows… Pictures; bite sized chunks; visual cues; words alone don’t read me a story
2.a.iii 3x6 & 3x6; 40; 7x7 Myths busted! 7x7 worst- much less better & much more better - why?
2. CREATE 2.b SLIDE DESIGN 2.b.i Types (107) This may be deleted section??? / Slide template design (color / font)
LOOK & FEEL / LAYOUT
2.b.ii sensor example MB tie back with before after
2.b.iii chart make overs Ideal one page, but… (116)
3.a.i How & Why? (63) MB: “feelers” / engages beyond logic alone / appeals to emotions / better internalized and remembered Frameworks /
3.a STORIES & Books / Starting a file / WSJ 7-basic story types good for individual anecdotes, but need to structure all evidence to tell
ANECDOTES broader story that carries the entire presentationSTORY: Problem statement / Develop aspects / Complication / Solution-
& Resolution
ILLUSTRATIONS 3.a.ii Order & Flow Connect back to A.3.1&2
3. DELIVER 3.a.iii Kinds & Types (67) 1. Directly related -- SH & 3 kids 2. Hypothesis & realistic 3. Metaphor - symbolic MRS Conf head of Royal Mail and
story about the frog with the jewel in his head
3.b PRESENCE “Tips” 3.b.i Non verbal
3.b.ii verbal
3.c ACTIVATION 3.c.i Stakeholder Analsyis 1. Action needed 2. Position 3. What’s needed to close gap
3.c.ii Evaluate progress Measure success / post mortem / assess
27. “Others inspire us, information feeds us, practice improves our
performance, but we need quiet time to figure things out….”
-- Dr. Ester Buchholz
30. /
READ + HEAR = UNDERSTANDING
THE PRESENTATION
• I have so much to tell you, so I’m going to
write it all down and hope you will get it all
• Just to be sure, I am going to read it to you at
the same time that you read it to yourself
• Little do I realize that your auditory and visual
channels are competing with each other, and
so you probably won’t get any of this at all
• I might as well have stayed at home.
31. RESEARCH SHOWS…
• No Reading
• Words + Pictures
• Graphics + Narration
• The Squint Test
32. FAILS THE “SQUINT TEST”
Information
• Background
o The Servicing Business Line has a Default Division consisting of Collections and Loss Mitigation and
other areas. This division is charged with reducing the number of delinquent loans and increasing the
number of workout solutions (modifications, reinstatements, short sales, etc.) in order to avoid
foreclosure. The business wants to realign these two areas and leverage efforts while driving
improved results.
o Current State
o Collection Group (Home Equity, Prime, Subprime)
o Default Collection Specialist (3 levels) -- Generates calls to high-risk, delinquent borrowers
in order to make payment arrangements, preventing foreclosure
o Three incentive plans (scorecard based, ranking, monthly payout)
o Loss Mitigation Group (Prime, Subprime)
o Solicitors (1 level…SP) -- Generates calls to high-risk, delinquent borrowers to offer an
alternative (modification, short sales, reinstatements, etc.) to foreclosure; forwards to
Negotiator
o Negotiators (1 level…P/SP) -- Reviews loans with customers in order to reach an agreed
alternative to foreclosure
o Closers (1 level…P/SP) -- Reviews files and performs all tasks associated with post-closing;
coordinates short sales
o Two incentive plans (goal based, ranking); monthly payout
• Issue
o The business wants to change group dynamics: Train employees during September, implement with
one group on October 1st; avoid pay disruptions
33. PASSES THE “SQUINT TEST”
A Default Servicing OPS - CURRENT State B Default Servicing OPS - FUTURE State
Collections Loss Mitigation Collections
Home Sub Sub Early Stage Late Stage
Prime Prime Closers
Equity Prime Prime (1-59 days) (60+ days)
• Default Collection Specialist • Solicitors • Migrate to • Migrate to • Remain on
• Negotiators existing plan existing plan existing plan
• Closers
• 3 unique incentive plans • 2 unique • 2 unique incentive plans
incentive plans
Conversion Risks: Conversion Benefits:
Payroll Errors Efficiencies from combined structure
Pay System Redesign Better skill utilization
Plans become larger and need Pay plans easier for ee’s to understand
new lead position Efficiencies from elimination of 3 plans
34. SENSORS
PRODUCT CONCEPT TEST
• 16 CONCEPTS TESTED: • Success Measures
1. Pay in full Market Share Gain -- Will the new
2. Retail rewards product contribute to market share
3. Exclusive positioning growth?
4. Revolve balances
Grow Profit -- Will the new product
5. Debt help positioning
contribute to profit growth:?
6. Financial responsibility positioning
7. Entertainment perks
Core Capability -- Will the new product
8. Feature rich
capitalize and extend core
9. Travel perks competencies?
10. Dining rewards
11. Family savings positioning • Winners
12. Small business perks
13. Travel rewards 5. Debt help positioning
14. Lowest APRs 11. Family savings positioning
15. No fees of any kind
16. Exclusive access positioning
51. TIPS ON PRESENCE
VERBAL
• Confidence
• Language
NON VERBAL
• Posture, Stance, Movement
• Hands
• Face
52. YOU ARE WHAT YOU SPEAK!
WRITTEN SPOKEN
Profound Deep
Germane In common with
Elusive Hard to find
Emaciated Thin
Confluence Meeting
Obfuscate Be unclear
Duplicitous False
Beleaguered In trouble
Eradicate Wipe out
53. SOME ARE COMPELLED TO ACT
…THE REST JUST NOD OFF
People Sleeping in Audience
Power Point Slides
54. ACTIVATION
Stakeholder Analysis
Who is most
key audience?
What are their business
goals & objectives?
(wants & needs)
What is required to
effectively move
them?
55. ACTIVATION
Stakeholder Analysis
FOR
SATISFY FOCUS
AGAINST
Influence
MAINTAIN INFORM
Involvement
