To make a change happen.
No change, no point. A presentation that doesn't seek to make change is a waste of time and energy.
Before you start working on your presentation, the two-part question to answer is, "who will be changed by this work, and what is the change I seek?
"
The answer can be dramatic, "I want this six million dollar project approved."
More likely, it can be subtle, "I want Bob to respect me more than he does."
Most often, it's, "I want to start a process that leads to action."
If all you're hoping for is to survive the ordeal, or to amuse and delight the crowd, then you're not making a presentation, you're simply an entertainer, or worse, wasting people's time.
Change, of course, opens doors, it creates possibilities and it's fraught with danger and apparent risk.
Much easier to deny this than it is to embrace it.
Every element of your presentation (the room, the attendees, the length, the tone) exists for just one reason: to make it more likely that you will achieve the change you seek. If it doesn't do that, replace it with something that does.
And of course, you can't change everyone the same way at the same time. One more reason to carefully curate your audience with your intent in mind.
If you fail to make change, you've failed. If you do make change, you've opened the possibility you'll be responsible for a bad decision or part of a project that doesn't work. No wonder it's frightening and far easier to just do a lousy presentation.
But you won't. Because the change matters.
November 8, 2013
- I'm too busy
- I don't trust you
- This isn't on my list
- My boss won't let me
- I'm afraid of moving this forward
- I'm not the person you think I am
- I don't have the resources you think I do
- I'm not the kind of person that does things like this
- I don't want to open the door to a long-term engagement
- Thinking about this will cause me to think about other things I just don't want to deal with
What it doesn't mean:
- I see the world the way you do, I've carefully considered every element of this proposal and understand it as well as you do and I hate it and I hate you.
November 7, 2013
The studios spend ever more on the blockbusters they make because that demonstrates their power and pays everyone in the chain more money, which creates more (apparent) power for those in charge.
But since they pay so much, they have no choice, they think, but to say, “This must work!” So they polish off the edges, follow the widely-known secret formula and create banality. No glory, it seems, with guts.
Every meeting is about avoiding coming anywhere near the sentence, "this might not work," and instead giving ammunition to the groupthink belief that this must work.
And as soon as you do that, you’ve guaranteed it won’t.
Every bestseller is a surprise bestseller, and in fact, nobody knows anything.
(And of course, it's not just movies, is it?)
November 6, 2013
I've put together some reviews of particularly arcane, wonderful or just nicely giftable items for people you want to indulge this season. Things you can hold and touch and wave around. Or at least listen to.
So far, royalties from my reviews have raised more than $35,000 for Acumen and other worthy causes. Thanks!
Headphones that dramatically change the experience of listening
A coffee table book featuring funny people in poignant poses
An over-the-top MP3 and digital music player for people who love music and gadgets
A flashlight that doesn't deserve the term. It's more of a functioning light sabre
A new set of all of Bob Dylan. Well, almost all.
And when in doubt, add a hug.
November 5, 2013
In fact, The War of the Worlds did not cause mass hysteria when it first aired. It was a story fanned by radio-fearing tabloid newspapers.
In fact, Pam (eBay founder Pierre's wife) did not need a place to buy and sell Pez dispensers. This is a tale invented by a PR person and repeated by tech-phobic journalists eager for a simple story.
In fact, Columbus wasn't surrounded by flat-earth believing denialists before he 'discovered' America. This was amplified by Washington Irving (!) in a book that was largely invented without much research.
And George Washington didn't cut down the cherry tree and Robin Hood didn't do all those cool tricks in green tights.
The media isn't the one that needs a narrative… we do. We need to make sense of what's around us, not just the true things that really happened, but the fictional ones that we know didn't.
All this myth-making reminds us just how strongly wired we are to believe in things that both make sense and feel right. They feel right because of who told us, and when. Culture creates reality.
The longest string of dependent, non-compressible tasks is the critical path.
Every complicated project is the same. Many people working on many elements, some of which are dependent on others. I want a garden, which means I need grading, a bulldozer, a permit, seeds, fertilizer, irrigation, weeding, planting, maintenance and time for everything to grow. Do those steps in the wrong order, nothing happens. Try to grow corn in a week by giving it a bonus or threatening to fire it, nothing happens…
Critical path analysis works backward, looking at the calendar and success and at each step from the end to the start, determining what you'll be waiting on.
For example, in your mind's eye, the garden has a nice sign in front. The nice sign takes about a week to get made by the sign guy, and it depends on nothing. You can order the sign any time until a week before you need it. On the other hand, you can't plant until you grade and you can't grade until you get the delivery of soil and you can't get the delivery until you've got a permit from the local town.
Which means that if you're the person in charge of both the sign and the permit, do the permit first.
That's obvious, right? And yet…
And yet most organizations focus on shiny objectives or contentious discussions or get sidetracked by emergencies instead of honoring the critical path.
Thirty years ago, I led a team of forty people building an incredibly complex series of products, all of which had to ship in time for the Christmas selling season. The stakes were pretty high: if we missed by even one day, the entire company was going to fold.
We did some critical path analysis and pretty quickly identified the groups of people that others would be waiting on as each stage of the project developed. It's a relay race, and right now, these four people are carrying the baton.
I went out and got some buttons–green and red. The deal was simple: If you were on the critical path, you wore a green button. Everyone else wore red. When a red button meets a green button, the simple question is asked, "how can I help?" The president will get coffee for the illustrator if it saves the illustrator three minutes. In other words, the red button people never (ever) get to pull rank or interrupt a green button person. Not if you care about critical path, not if you care about shipping.
Once you're aware of who's on the path, you understand the following: delaying the critical path by one hour at the beginning of the project is the very same thing as delaying the entire project by an hour at the very end.
Rush early, not late. It's cheaper that way, and better for your peace of mind, too.
November 4, 2013
When you rent a car with unlimited mileage and a full tank of gas, how far are you willing to go? You're only limited by desire and time.
The web feels that way to me. You can share as many secrets, ask as many questions, write as many blog posts as you can dream up. You can invest the time and energy to connect with as many people as you have something to offer… The opportunities for generous sharing and connection are unlimited by anyone (except us).
November 3, 2013
Persistence is doing something again and again until it works. It sounds like 'pestering' for a reason.
Tenacity is using new data to make new decisions to find new pathways to find new ways to achieve a goal when the old ways didn't work.
Telemarketers are persistent, Nike is tenacious.
November 2, 2013
Most of the things we avoid are avoided because we're afraid of being afraid.
Too meta?
Sorry, but it's true. The negative outcomes that could actually occur due to speaking up in class, caring about our work product, interacting with the boss–there's not a lot of measurable risk. But the fear… the fear can be debilitating, or at the very least, distasteful. So it's easier to just avoid it altogether.
On the other hand, artists and leaders seek out that feeling. They push themselves to the edge, to the place where the fear lives. By feeling it, by exposing themselves to the resistance, they become more alive and do work that they're most proud of.
The fear doesn't care, either way. The choice is to spend our time avoiding that fear or embracing it.
November 1, 2013
Pizza quality is inversely proportional to flexibility. At some places, the inflexibility can be appropriately confused with callous indifference or even rudeness.
Saying yes to every prospect and every request isn't the point of most organizations. The point is to do work that people seek out, that changes things for the better, to bring ideas that spread to the world.
Some of the legendary families that serve great pizza in New York aren't in the customer service business. They're in the great pizza business.
Saying yes to every request is one way to do business, but it's not the only way.
October 31, 2013
