We recently prepared a presentation for a client that had more than 100 slides…for a one hour meeting. Do the math: If you calculate time for introductions and leave even five minutes at the end for questions, that’s a pace of two slides per minute during the presentation. A blistering pace.
Then consider the content on the slides: lots of words, tables, and occasional graphics. Typeface size was 18 to 28 point. You get the picture. The intent was to hammer home thousands of ideas and facts. The client could not be swayed. They needed every one of these slides to deliver a successful presentation. They just wanted us to “make it pretty.”
I wish I could say we used our magical powers of persuasion to enlighten them to use a strategically messaged, visually compelling presentation. Didn’t happen. I did wonder what it was like in the room for the audience… and the presenter. I imagine they were both exhausted when it was over.
Presenters often start with a bunch of slides and try to cram them into a narrative—and it shows. The most effective presentations look simple because they were planned that way.
When your objective is to communicate, educate or influence, the most important work starts with the result in mind:
What is the point you’re trying to make or what must the audience learn?
Why is it important to the audience?
What story can you use to bring the material to life?
What do you want them to do with the information?
Every presentation should tell a story or take the audience on a journey. This applies even if you’re sharing quarterly returns (some of the most important stories). Once you identify your objective, develop the slides that are clear and compelling. Be concise. Use as little text as possible. Because you don’t want them to be reading your slides, you want them to be listening to you.
Then practice, practice, practice. The more comfortable you are with the information, the less you’ll need to rely on slides. Your audience will be grateful.
Consumers today are more environmentally conscious than ever. Businesses are learning that sustainability and environmental awareness can drive purchase decisions. A recent study found that 58 percent of consumers consider a company’s impact on the environment in purchase decisions and are more likely to pick companies that practice sustainable habits.
Your employees care about this too. Earth Day is April 22 and is an excellent opportunity to showcase your company’s eco-friendly initiatives and promote green behaviors with employees.
Here are a few easy-to-introduce tactics that can reduce your business carbon foot print, save money and build engagement with employees:
Promote your company’s recycling and green programs.
Ask for volunteers for a “green team” to make recommendations about green initiatives.
Incentivize carpooling or car sharing programs for employees.
Promote electronic document usage to reduce paper waste.
Host a lunch and learn with a guest speaker from a community or government organization to discuss emerging technologies or eco-initiatives in your area.
Provide recycling collection areas and educate employees about what can be recycled.
Instead of stocking disposable water bottles, provide employees with reusable water bottles with your company logo.
Sponsor a community clean-up day just for employees.
I was watching a movie the other night (Jurassic Park III, underrated movie in my opinion) and there was a conversation between two of the main characters that stood out for me.
Billy “You have to believe me, this was a stupid decision, but I did it with the best intentions.”
Dr. Grant “With the best intentions? Some of the worst things imaginable have been done with the best intentions.”
Now in this case, Dr. Grant was talking about building a dinosaur theme park that ended up getting hundreds of people killed. On a smaller scale, businesses sometimes make decisions that end up backfiring with undesired consequences.
Business Insider published an article recently highlighting a perfect example of this. United Airlines announced they were making a change to their employee incentive program. Rather than using the existing quarterly performance and attendance-based bonus program they were moving to a lottery- based bonus program. Eligible employees would be entered into drawings for various prizes if the company hit performance goals during that quarter. The news did not go over well. Very shortly, United President Scott Kirby announced that they would be “pressing pause” on the new system after negative feedback from employees.
“Our intention was to introduce a better, more exciting program, but we misjudged how these changes would be received by many of you. So, we are pressing the pause button on these changes to review your feedback and consider the right way to move ahead.”
There was an obvious disconnect between the decision makers at United and their employees. In retrospect, this is something that could have easily been avoided. When introducing a new internal program, particularly one that employees are passionate about, be sure to understand what your employees value and take steps to prepare them for the change. Seeking input and instituting change management best practices will help ensure that new initiatives are launched successfully.
Conducting an employee survey is a low cost effective method to gather information on employee priorities and areas that need work. Conduct an employee survey annually or use spot surveys for immediate input before launching a new program.
Before rolling out new programs, test the concept through focus groups. This will give you a good idea of how new programs will be received and identify any potential problems before launch.
Institute a Soft Launch or Pilot Program
Test the concept in one functional area or with a user group over a specified period of time. This will give the pilot group time to ask questions and give feedback before the full program launch so the program can be tweaked before full launch.
Sometimes an idea looks great of paper but simply doesn’t work in practice. Being prepared will make the entire process easier. Get out in front of any potential problems and create a plan that simplifies the information with a clear and consistent message. How does your company communicate new programs? Please share your ideas and stories with me: email@example.com
In the wake of widespread media reports of sexual harassment, what is your business doing ensure a safe and accountable workplace? Consider this: the #MeToo hashtag was shared more than 1 million times in just 48 hours after being posted to social media. The public debate continues as others are empowered to share their stories.
This is not a new issue. According to the Society for Human Resource Management, 94% of U.S. companies have harassment and/or bullying policies that outline conduct that is prohibited. But if you think having a policy is enough, think again. A 2016 EEOC study of workplace harassment revealed that policies alone do not encourage appropriate behavior. The study reported that approximately 90% of survey participants who experienced sexual harassment never file a complaint.
This is a unique, timely moment to be very clear about workplace harassment. It benefits everyone to make this a priority in your business. When employees experience a safe and welcoming workplace, they perform at their best and drive business performance. As you review this issue internally, consider these communication best practices.
Review and update the existing Harassment Policy
Start by examining the current policy. When was the last time it was reviewed and updated? If it’s been more than five years, it’s too old. The policy should, at a minimum, list examples of prohibited conduct, detail the process for reporting objectionable conduct, and be signed by the current CEO. Then ensure that the policy, and the reporting process, is accessible. Bottom line: let employees know where to go for help.
Time for leaders to speak out
Every leader must be accountable. Let employees hear directly from the C-Suite that harassment will not be tolerated. Human Resources can support this endeavor, but can’t shoulder it alone. Executives must step up and commit that when allegations are brought, they will be investigated immediately and that appropriate actions will follow. Convey that retaliation is prohibited since many cases are unreported due to fears of job loss or reprisals.
Train. Train. Train.
Most companies provide online harassment training, but do you mandate that training is completed? Is harassment addressed in new employee orientation? Training will ensure a better understanding of the behaviors that comprise harassment. Additionally, the HR team must be prepared and ready to conduct prompt, objective and thorough investigations.
Amplify the message through internal communications
If an employee experiences sexual harassment–or witnesses it–do they know what steps to take? Make it easy for individuals to report. Use multiple channels to share the harassment policy and reporting procedure. Talk about it in town halls, blogs, create a video from the CEO and put a link to the policy on the home page of your company intranet. Make it loud so that everyone understands that harassment is unacceptable in your company culture.
The first week after the holidays is always painful. So here’s something to lift your spirits. Our first bit of advice for 2018 is from the master essayist Emerson who has deeply influenced leaders, thinkers and communicators for more than 100 years. Tuck this away for when you need some inspiration.
“Write it on your heart that every day is the best day of the year.”