#289 Preparing for a presentation

Send to Kindle

If you have a role of any importance in the corporate world, you will be asked to make a presentation from time to time. I’d suggest you make the following versions:

  • The full monty version. This is the version you will deliver in a perfect world, under perfect circumstances. The more senior you are, the higher the stakes, the more likely this will be the case. Keynote addresses, town hall meetings, and deep dives fall in this category.
  • The one page version. What if you were told a few minutes before your presentation that you could only present one slide? To most of you this will come as a deep shock, but it can be done.
  • The condensed version. This is a more realistic scenario. In a management offsite, the earlier speakers will take more time than allotted, random questions will waste time, and poor time management by the facilitator will rip the schedule to shreds. Be prepared with the top 3 to 5 slides to make your point. Ask for follow up meetings to review and take decisions that were not taken due to a truncated schedule.

This is not as hard as it sounds. If you know what you want to say, and who needs to hear the message, it is actually fun. Film makers do this all the time. They make the full movie, then they make a trailer, and then the film may be chopped up further to show on network television.

Giving up what you wanted to say is the hardest part. Knowing what to say so that the right message gets to the right person at the right time is the most important part of the preparation.

Share

#288 Mandate for change

Send to Kindle

In a previous post, I listed the ways a ranking officer can ruin change effort with bad behaviors.

In an even earlier post, I had mentioned that a leader may be hired with a mandate for change.

If you put the two together, you’ll realize that a key barrier to change is the current culture. Every organization evolves organically, and success may institutionalize bad behaviors with fallacious cause-and-effect conclusions. “What I am doing is leading to success, I should do more of it.”

Inevitably, things will start to fall apart, what the organization calls “good habits” turns out to be “rigor mortis.” You, and a few enlightened co-workers will realize that change is needed, and may even be eager for change.

Even if everyone knows that change is required, and is eager for change, change has to be managed. The existing culture will not make the change process any easier. The hard charging change agent (for example, the new leader) must realize that what seems like “pushback” is people preparing themselves emotionally, looking for what to do differently, and seeking validation for past efforts. Plus, the teams have to go thru a “storming” phase to strengthen the team.

Even if you’ve been hired by the CEO or Board of Directors (meaning, people at the very top have given you a mandate for change), you still have to tread carefully. A “slash and burn” approach to change will ruin your legacy and reputation.

If you have to add value in your leadership role, you have to foster relevant change. Understand the principles of change and proceed carefully.

 

Share