QTC Advanced Presentation Skills Ezine

Advanced Presentation Skills 2022 eZine

TABLE OF CONTENTS

Introduction

Program Modules

Learning Elements

Program Learning Journey

Module 1 - Prepare

How to do Feedback

Creating Optimal Mindset

The Why and How of Practice

Adapting for Virtual

Best Practice Frameworks

The Situation-Complication Resolution Framework

Module 2 - Perform

Performance Skills

Leadership Presence

Power And Status

MASTERCLASS - BRAND

MASTERCLASS - STORYTELLING

Module 3 - Pivot

Q & A

Operating Styles

Module 4 - Persuade

Tips from a Seasoned Facilitator

Conflict Management

ADVANCED PRESENTATION SKILLS

At Executive Central we aim to unlock your potential as a leader. Our Advanced Presentation Skills Program specifically develops executive skills in presenting and influencing.

Our team will work with you throughout the program to achieve your goals and the Program’s learning objectives.

Welcome and we look forward to working with you.

Todd Everitt Managing Director

Sally-Anne Ross Group Programs Officer, Facilitator and Mastercoach

PAUL GARCIA Co-Facilitator and Coach

Rob Balmer Executive Chairman and Mastercoach

Program modules

Our Advanced Presentation Skills Program is comprised of 4 modules; Prepare, Perform, Pivot, and Persuade, with each module building on the learning of the other as the participants progress. The program achieves the learning objectives through a number of mediums as detailed overleaf.

01: Prepare

• •

Creating the optimal mindset The why and how of practice

• Adapting for different delivery modes (virtual) • The most effective frameworks 02: Perform

• •

Getting heard – performance skills Develop your executive presence

• Understand and use status and power

MASTERCLASS: Leverage Your Brand

03: Pivot

• The unexpected – leveraging up • Unlocking the power of ‘difficult’ stakeholders • Effective Q&A

MASTERCLASS: The Art of Storytelling

04: Persuade

• Get outcomes using best practice facilitation skills • Manage stakeholders by stealth • Be highly influential in the public sector context

Optional Executive Coaching

Individuals may also choose to receive one-on-one coaching, integrated with this program. Please discuss this option with your Leader in collaboration with Netty Tregea.

4 x 2.5hr Interactive Workshops

2 x 2hr Masterclass Sessions

learning elements

Toolbox •

Interactive Learning • Peer review •

eZine •

Frameworks

Audio Video

• •

Lessons Stories

• •

Video footage Coach feedback

Pre-Reading

•

Experiential Learning • Live scenario management

Workshop Learning • Content • Modelling •

Forget Me Not • Microlearning App

• •

Role play

Masterclasses

Games - unscripted

Program Learning Journey

The Program is conducted over a 12 week period :

Workshop 1: Workshop 2: Masterclass 1: Workshop 3:

29th March 27th April

WORKSHOP 4 PERSUADE

4th May (Zoom)

19th May Masterclass 2: 1st June (Zoom) Workshop 4: 14th June

MASTERCLASS 2 THE ART OF STORYTELLING

MASTERCLASS 1 LEVERAGING YOUR BRAND

WORKSHOP 1 PREPARE

WORKSHOP 3 PIVOT

WORKSHOP 2 PERFORM

PROGRAM LAUNCh

MODULE 1 - PREPARE

YOUR PREWORK

Come Prepared to do the following >>>

P R E P A R E

1. Introduce yourself to the group, but differently…

Rather than listing a mini CV, tell your career story in 2-3 minutes. This is the time to be playful and learn by doing.

Tips on building your narrative arc, consider - • The hook • The Challenge / The Big Idea • The how to / the impact • The CORE MESSAGE • The call to action

Some inspiration if you need it...

The ARC of TED (3 mins) The Art of Being Yourself (26 MINS)

2. Share with the group what you know about presenting

3. Give a 5-min presentation to your buddy

You determine the content and context (standing/sitting/moving/ props etc). This is the time to stretch yourself!

4. Provide feedback to your buddy

5. Review the eZine Try to spend 1 hour reviewing Module 1 - PREPARE of the eZine. Follow your interest and come prepared to share your findings with the group.

Module 1 How to do Feedback

How to give feedback

The latest leadership research finds feedback is largely ineffective. Why is this so? 1. Research shows that people can’t reliably rate the performance of others: More than 50% of your rating of someone reflects your characteristics, not theirs. 2. Neuroscience reveals that criticism provokes the brain’s “fight, flight or freeze” response and inhibits learning. 3. Excellence looks different for each of us, so it can’t be defined in advance and transferred from one person to another. It’s also not the opposite of failure. So, what to do? Instead, when you see a great outcome, say, “Yes! That!,” and share your subjective impression of why it was a success. Neuroscience shows that we grow most when people focus on our strengths. Tips on providing useful feedback • Create psychological safety, for feedback to be useful, intent matters. • Make it factual and specific, but most importantly future orientated. • Focus on positive changes. • Make it timely, well-thought out and provided in the right setting.

INSTEAD OF

TRY

Can I give you some feedback?

Here’s my reaction.

Good job!

Here are three things that really worked for me. What was going through your mind when you did them?

Here’s what you should do.

Here’s what I would do.

Here’s where you need to improve.

Here’s what worked best for me, and here’s why. When you did x, I felt y or I didn’t get that. Here’s exactly where you started to lose me. When I don’t hear from you, I worry that we’re not on the same page. I’m struggling to understand your plan. What do you feel you’re struggling with, and what have you done in the past that’s worked in a similar situation?

That didn’t really work.

You need to improve your communication skills.

You need to be more responsive.

You lack strategic thinking.

You should do x [in response to a request for advice].

P R E P A R E

“We humans do not do well when someone whose intentions are unclear tells us where we stand, how good we “really” are, and what we must do to fix ourselves. We excel only when people who know us and care about us tell us what they experience and what they feel, and in particular they see something within us that really works.”

Marcus Buckingham and Ashley Goodall

Here are two of the best current articles on feedback (a 15 minute read)

The Feedback Fallacy

How to Make Feedback Work

How to receive feedback

1. Recognise your default response and name it. 2. Take a moment. 3. Choose a helpful mindset and make it your mantra.

Deborah Grayson Riegel from Wharton Business School speaks here about what we do instinctively when we get feedback and how to cultivate a growth mindset (4 minutes) As a final thought, consider where your mindset sits today. This 3 minute doodle is a powerful thought provoker on where you sit. Remember we are hard-wired to live below the line, it takes conscious, daily effort to cultivate a growth mindset.

Creating the Optimal Mindset

The most experienced and skilled presenters still need to manage their mind. To be able to adapt to an audience and the unexpected, perform despite high pressure stakes or context, think strategically while on the spot and influence through messaging takes a calm and settled mind.

Even the most experienced presenters feel stress. This is a normal reaction to a high- pressure context.

For high pressure experiences the latest research in neuroscience, cognitive psychology and mindset coaching converges on how you can effectively manage the moment.

Here are the three common threads – 1. Focus on the purpose of your presentation and what it means for you. Believing in the value and meaning of what you do is the key to managing discomfort 2. Cultivate mindfulness. Be in your moment without distraction. This will enable you to intuit, adapt and respond – in other words, ‘think on your feet’ 3. Move into your observing self or ‘self-as-context’. This is a technique that uses your shift into the meta to disassociate from discomfort

TWO Ways to cultivate mindfulness

1. Notice five things you see. Rather than getting caught up in feelings or thought patterns that might seem overwhelming, try to tune in visually – what’s here, outside your head? 2. Shift your awareness to four things that you can feel. Draw your focus gently away from internal processes and start to notice sounds that you might not otherwise have paid attention to. As you step more and more into a mindful state, we can become more detached from a negative thought or painful emotion. 3. Notice three things you can hear; then 4. Two things you can smell 5. Focus on one thing you’re able to taste at this precise moment in time.

As you gently draw this mini-exercise to a close, try to remember how this mindful state feels whenever you feel yourself over-identifying with a thought or emotion.

Breathe Like a Navy SEAL Box Breathing is the easiest and quickest way to calm an anxious mind. It works. Use it.

Read about it

Hear about it from a SAS soldier

P R E P A R E

useful links:

Hear from Ash Barty’s Mindset Coach Ben Crowe who has coached athletes to brilliance through using these techniques.

Watch Amy Cuddy speak about how to control your mindset and cultivate composure – ‘Pause. Collect your Thoughts’ (2 mins)

...and her renowned TED talk on Powerposes

Read about Acceptance and Commitment Therapy, an evidence-based model from the field of psychology (Cognitive Behavioural Therapy) that offers proven mindset solutions

21 ACT Worksheets and Ways to Apply Acceptance & Commitment Therapy

THE WHY AND HOW OF PRACTICE

Why should I?

Did you know that the more you practice a presentation, the more you will sound as though you are presenting spontaneously? It takes great practice to pull off a flawless, professional presentation. Presenting, like acting, is both a skill and an artform. When you consider your audience, context, content, influencing and performance abilities, there is much to refine. Keep in mind we are not seeking perfection. Authenticity, that conduit to trust, is much more valuable. Practice can cultivate that sense of authenticity, you are your best self in the moment, and this will enable the appearance of expert spontaneity.

The best ways to practice • Rehearse – out loud • Take notes • Experiment and adapt • Time yourself • Record yourself

Deliberate practice, how to BE the gold standard

P R E P A R E

Adapting for virtual

Presenting online is different to in-room.

Tips to consider

Voice becomes even more important: • Project volume – to convey energy & confidence • Dial down speed – so you don’t lose the audience • Dial up enunciation – so you’re clear and punchy • Remove fillers & verbal clutter – so you don’t irritate your listeners • Add strong/longer pauses – to elevate clarity & gravitas • Strengthen light & shade – to engage/maintain attention • Smile and show some personality! – to build rapport

Work harder to build connection • Connect through the camera. Make sure you are looking at your camera so that you are effectively making eye-contact with your audience • Dial up your smile to build non-verbal rapport (begin smiling even before you’re on camera) • Use people’s names

Sort your technology! • Unstable or low-speed internet convey an unprofessional impression • A poor webcam giving low quality images compounds the above • Bad lighting casting a shadow over our face puts you immediately at a disadvantage • Poor quality or weak sound from inbuilt microphones/speakers is equally as bad as not being able to see you presenting! • Use a laptop that is at the right height (never dip your head down, lift your laptop up – you need your webcam at eye-level) • A small screen makes things small! This is true both if we are in the audience, or even presenting, say, to a larger group • A bigger, higher-res screen is always better

Keep attention • Vary what’s on screen - use the latest technology • Make slides more graphic – so the audience move their eyes around the slide • Include another medium- e.g. elements the audience has to print out or handle • Include audience interaction – so that people are mixed up and on notice • Schedule in breaks • Request everyone has their video on at kickoff

Solicit feedback It is not as easy to read cues so build in feedback mechansims (Menti-meter, chat, break outs and reports back, post meeting requests)

Best practice frameworks

Open Statement

Frameworks will help you structure your message, find your way with a narrative, and adapt to the needs of your audience with confidence. Even a simple framework, shown here, can anchor your content. This can be used for a spontaneous presentation to a complex business case.

Backup Statements

Call to Action

Wrap Up

Tips for a senior executive team

1. Give them what they asked for. 2. Summarise upfront. 3. Set expectations. 4. Create summary slides.

When populating your framework remember - context is everything – Rule no. 1 is know your audience.

A framework for a universal storytelling approach is the Audience, Benefit, Goal Framework.

Audience What do they care about? How do they like to receive information? Why are they listening to you? What is their level of focus, energy and openness?

We will deep dive into various storytelling techniques for engaging presentations in our Storytelling Masterclass. Presenting involves working with groups and in every group you will have variations in how people like to receive information.

Benefit What is in it for them? How can your message matter for them? How can you maximise the upside and /or impact for your audience?

Goal What is the intent of the story? How do you want to make them feel? What thoughts do you want to elicit? What action do you want to provoke?

P R E P A R E

Nancy Duarte is a presentation master with a the largest design firm in Silicon Valley, here’s a link to a 2 minute read on How to Present to Senior Executives. A proven framework for telling a business story very useful for structuring a presentation is McKinsey’s Situation-Complication-Resolution Framework.

The Situation-Complication- Resolution (SCR) Framework

This is a straightforward framework that can structure the most simple to the most complex of presentations. McKinsey used this to offer strategic advice on the United States Postal Service (USPS).

Situation

Resolution

But...

Therefore..

Complication

This 1 minute video explains it – so simply.

This longer (optional reading) details McKinsey’s work at USPS.

MODULE 2 - PerFORM

Prework

Come Prepared to do the following:

1. Bring a children’s book and be ready to use performance techniques - you will be reading aloud 2. Give a 5-min presentation to your buddy This can be the same presentation as last time but it will be delivered differently. Again, you determine the content and context (standing/ sitting/moving/props etc)

3. Provide feedback to your buddy

4. Contribute to the group by finding examples of executive presence in action

5. Review the eZine Try to spend 1 hour reviewing Module 2 -

PERFORM of the eZine. Follow your interest and come prepared to share your findings with the group.

P E R F O R M

Performance Skills Introduction

Every presentation is a performance. An actor is a professional, they understand their audience and know to practice their lines. A professional actor prepares thoroughly. Preparing their mindset is crucial.

For improvisation work this is even more important. To think on your feet, you need a calm and collected mind.

Review the mindset section on page 12. Begin regular practice of mindful techniques – box breathing at a minimum for presentations.

Here’s a guided box breathing session to walk you through it.

BOX BREATHING

Tips to improve your performance skills

The Big 5

Movement Soft, gentle, heavy, light, quick slow. Hunched, upright, limping, energetic…

Gesture Signals with your hands / arms to show feelings.

Be aware of what you do automatically. Is it distracting or authentic? Make gestures conscious and then decide if they’re right for you and your audience.

Facial expressions Wide eyed, narrow eyed, raised eyebrows, troubled (permanent frown / down-turned mouth). What is your default? Is it helping you get your message across? Eye contact Staring, glaring, fleeting. Avoiding eye contact can signal you are disengaged or uncomfortable. Eye contact increases engagement, it can be used to influence your audience. Be aware of what you do automatically. Adapt for your agenda and what is required for you and your audience. Voice Pitch (high and squeaky, low and soft etc.). Volume (loud / soft etc.). Timbre (tone). Prosody. Pace. Silence.

useful links:

Brilliant resources for brilliant performances:

The full Julian Treasure Have you ever felt like you’re talking, but nobody is listening? Here’s Julian Treasure to help. In this useful talk, the sound expert demonstrates the how-to’s of powerful speaking - from some handy vocal exercises to tips on how to speak with empathy. A talk that might help the world sound more beautiful. In this fun and personal talk... Caroline shares a story of moving from stage-paralysis to expressive self. Accompanied by an unusual prop, she encourages us to use our voice as an instrument and really find the confidence within. Caroline Goyder is an author and voice coach, with a lifelong curiosity in the question of how we find the courage to think for ourselves: aloud. Caroline trained as an actor, and then as a voice coach at Central School of Speech and Drama (CSSD), where she worked for ten years.

Watch Amy Cuddy Essential viewing for anyone who has ever found themselves like ‘a deer in headlights’ while presenting. Here Harvard lecturer Amy Cuddy speaks about how to control your mindset and cultivate composure. ‘Pause. Collect your Thoughts’ (2 mins)

P E R F O R M

LEADERSHIP PRESENCE

As a professional, you are being judged not only on your performance but also on your presence. People form an impression of others within seconds of meeting them. The real question, then, is not whether you’ll create an impression, but rather, will you create the one that you want?

Read more on practical steps to cultivate presence

In our Workshop we will use the ‘PRES’ model developed by Lubar and Halpern in their book Leadership Presence:

• P = Presence: the ability to be completely in the moment and flexible enough to handle the unexpected

• R = Reaching Out: the ability to build relationships with others through empathy, listening and authentic connection

• E = Expressiveness: the ability to express feelings and emotions appropriately by using all available means (words, voice, body, face) to deliver one congruent message

• S = Self-Knowing: the ability to accept yourself, be authentic and reflect your values in your decisions and actions

These elements build upon each other and contribute to establishing overall presence. There are interior and exterior aspects for each component. Presence starts with mindset and radiates outward towards others.

Also important is what the PRES model is not:

• Being Present — not pretentious

• Reaching Out — not looking down

• Being Expressive — not impressive

• Being Self-Knowing — not self-absorbed or self-centred charisma

Here is an outstanding example of two leaders

If you plan to continue to develop and refine your executive presence this is a useful addition to your bookshelf

with very different ‘presence’ levels.

Notice even when Obama is listening, his stillness is commanding. (5 min)

EXECUTIVE PRESENCE

Executive presence (EP) is a combination of Four elements: gravitas, communication, energy and impact . The characteristics of gravitas, as it relates to EP, are self-assurance, decisiveness and emotional intelligence. Leaders exhibit gravitas when they speak truth to power, and when they communicate their vision. Effective communication skills engender commitment and esteem from co-workers, friends and stakeholders. Great communicators develop polished speaking skills and learn to command a room. Body language – the way you walk, make eye contact, shake hands, sit and stand – communicates volumes. People judge your appearance before assessing your gravitas or communication skills.

PRESENCE Authentic Executive Presence The Power of Presence

Based on a nationwide survey in the US working across a range of sectors and occupations, Sylvia Hewlett and the Center for Talent Innovation discovered that EP is a dynamic, cohesive mix of appearance, energy, communication, and gravitas. While these elements are not equal, to have true EP, you must know how to use all of them to your advantage.

Are you “leadership material?”

Terrific book to read is:

More importantly, do others perceive you to be? Sylvia Ann Hewlett, a noted expert on workplace power and influence, shows you how to identify and embody the Executive Presence (EP) that you need to succeed.

Executive Presence: The Missing Link Between Merit and Success

P E R F O R M

Power and Status

Leadership Style Depends on Leader Status

Management is a position that is granted; leadership is a status that is earned.

Status Relationships

Wherever there are two or more people in contact there is a relationship. And wherever there is a relationship there is status. Status relationships go on between people all the time. In simple terms, the person with the highest status determines the outcome of the relationship. They have the power. Sometimes it is for a moment, sometimes for decades – but someone always has it. It could be very obvious: perhaps the movie star and ticket seller, or Kerry Packer and the croupier. Sometimes it is less easy to pick: the matire d’ and the patron, the bishop and the actress, the defence attorney and the client.

Moving Status:

When you as a leader give status you become more accessible, supportive and humble. You’re actively communicating that you’re committed to serving the interest of another. But again there are problems with remaining in one mode, and you run the risk of appearing incapable of leading. Clearly the ideal is to be flexible. People generally have a preference for being high or low status. A particular position may make you feel more comfortable or safe. Some people resist holding status for fear of appearing arrogant or a ‘tall poppy”. Some resist giving status because they don’t want to be perceived as unimportant or inferior. People who are comfortable in themselves fear neither. The have a strong sense of self and the capacity to continually change their status.

In healthy relationships, both parties hold and give status as appropriate. When you are required as a leader to determine the outcome of a situation, you must hold status. You must carry a sense of confidence in yourself and your capacity to make the right decisions. However, when a leader gets stuck in this ‘status holding’ mode they run the risk of appearing inaccessible, uncaring or arrogant. This isn’t really helpful when others require your support, empathy or encouragement. At these times, giving status rather than holding it encourages the confidence and a real sense of power in others.

STATUS & LEADERSHIP

HIGH STATUS

Power-hungry

Powerful

Arrogant

Influential

Pushy

Courageous

Directive

Controlling

Unsympathetic

Astute

POSITIVE

NEGATIVE

Inferior

Supportive

Irresponsible

Empathetic

Sycophantic

Pathetic

Approachable

Helpful

Stupid

Obsequious

Encouraging

A Pushover

Non- threatening

LOW STATUS

P E R F O R M

Defensive - LOW status

Happy - LOW status

Defensive - HIGH status

WHAT IS YOUR COMFORTABLE STATUS STYLE?

Happy - HIGH status

For futher reading here is the link to our brand presence and status learning nudge

Come Prepared to do the following:

Prework MASTERCLASS - BRAND

1. Consider the 3 words that define you in the workplace and what people say about you when you’re not in the room. 2. Give a 2 minute elevator pitch in response to the question ‘So... what do you do?’

A personal brand is, in many ways, similar to a corporate brand. It is who you are, what you stand for, the values you embrace, and the way in which you express those values. Just as an organisation’s brand helps to communicate its value to customers or clients and stand out from the competition, a personal brand does the same for you, helping to communicate a unique identity and clear value to your network, potential employers or clients. Your Personal Brand

Build your brand story

Now that you have defined your personal brand - sense check it.

Now and in the future is this what you want to be known for? Consider your audience and your goals. Is this brand authentically you? Tip: it will need to be authentic to you to be sustainable, believable and easier to deploy. It is helpful if you can distill your brand into 3-4 easily remembered words and phrases. Also, craft and perfect your ‘elevator pitch’ - the 1 paragraph, 2 minute story all about you and the answer to ‘tell me a little about yourself?’

Personal branding is your story

First, define and understand your personal brand. Be introspective, and create a list of your personal strengths and weaknesses. Some questions you might ask yourself: In which areas of work or life do I excel? What motivates me? What characteristics do others compliment me on? Which projects or tasks have others had to help me with repeatedly?

Building a Brand Story

Read this step by step synopsis on how to build your brand story, summarised here in 9 easy-read pages.

How to Own Your Power

Essential words of wisdom direct from Carla Harris, Wall Street investment banker and brand realist. We highly recommend spending 20 mins here, to learn how to build the brand you want and harness the power that comes with that! From here, the virtual part kicks in, along with your other work on your personal brand ‘in real life’. Most importantly, for effective results you should be consistent and authentic in everything you do and across all mediums!

Which roles seem to drain my energy?

Which projects or tasks can I spend hours on without feeling overwhelmed or tired?

A good tip is to also ask close family members, friends and colleagues; either to help you answer these questions or to sense check your responses.

5 Questions to Help You Define Your Leadership Brand

B R A N D

Top Tips:

Audit. Get all social profiles and websites in sync. Using social media usernames, website URL’s and email addresses that are professional, consistent with your brand and make it easy for people to find you, helps immensely. Communicate well. Every email you send or ignore and the language you use, continues to contribute to your message. Don’t forget to have an up-to-date professional photo to use across all platforms. Connect. Every connection you have to a person or brand / organisation further strengthens and reinforces your personal brand. There is power in your circle and it is the way other like-minded or relevant people may get in touch with you. Convert the Curious. If you’re creating content, offer up something unique or individual that is consistent with your brand. Even if you don’t create content, what you like, share or comment on across any platform has the power to represent you. Embrace your idols. Your personal brand should be unique to you, but that doesn’t stop you from identifying acquaintances and public figures you admire and emulating the traits or factors that make them successful. Setting out to learn what you can from them and tweaking it to your own experience can be a powerful way to try something new.

Continue to be authentic, but be active. Your personal brand will let you down if it is based on good intentions but lacks hard evidence. Seek testimonials from people you’ve worked with and think about how frequently you wish to engage with platforms. Set a goal and remain consistent.

Your Brand and your Elevator Pitch

Once you know what you stand for, what the three words are that convey your brand, you need to execute. A good place to start is to refine your elevator pitch. Be ready to reinforce your brand when asked that age old question, ‘so what do you do?’.

This 2 min read will help get you started.

How to Perfect an Elevator Pitch About Yourself

Come Prepared to do the following:

Prework MASTERCLASS - STORYTELLING

1. Provide a 2 minute leadership story. 2. Not sure where to start? Read the article on Your Leadership Origin Story!

The Art Of Storytelling

Why is storytelling so powerful for leaders?

Telling stories is one of the most powerful means that leaders have to influence, teach, and inspire.

What makes storytelling so effective for learning? Storytelling forges connections among people, and between people and ideas. Stories convey the culture, history, and values that unite people. But most importantly, stories often lead to action. Logic makes people think; emotion makes them act. At the end of the day, we want to prompt people to do something, and logic doesn’t necessarily emote.

The Art of Powerful Storytelling

Everyone has stories to tell, but storytelling is a skill that can be developed and as a tool it can be used to powerful effect.

Developed and used purposefully, storytelling stories emotionally connect people and create brand loyalty.

Storytelling connects us, helps us make sense of the world, and communicates our values and beliefs. A good story makes us think and feel, and speaks to us in ways that numbers, data, and presentation slides simply can’t. It can contribute to inclusion and connection, build confidence, and bring about change.

7 Effective Leaders Who Embrace Storytelling And Why

Another perfect article to read:

As a leader, you’ve probably heard that storytelling is important, and that you should be using it regularly. We heartily agree. But don’t just take it from us. Here, we’ve profiled seven leaders who embrace storytelling: who have impressed and delighted us with their ability to use storytelling to persuade, inspire, teach, and explain in a way that emotionally connects with their audiences.

What’s Your Leadership Origin Story?

> > > > > > >

Brene Brown The Power of Vulnerability

Brian Chesky, Airbnb Cofounder And Ceo

Tony Hsieh, Zappos Ceo

Elon Musk, Innovator/Entrepreneur

Richard Branson, Entrepreneur, Philanthropist, Investor

Amy Cuddy, Harvard Researcher

Steve Jobs, 2005 Stanford Commencement Address

Off With You Now, To Strike That Power Pose And Hone Your Storytelling Skills!

For futher reading here is the link to our

STORYTELLING learning nudge

MODULE 3 - PIVOT

Prework

Come Prepared to do the following:

1. Come prepared for an Executive Team/ Board simulation.

2. You will be presenting to half your cohort as part of this simulation. This can be the same presentation as last time (bring a laptop if you need slides).

3. You will need to respond to some unexpected behaviour so bring your new skills and review the tips in the eZine.

P I V O T

EFFECTIVE Q & A

The Benefits - From lecturing to learning

Building Q&A into your presentation fundamentally changes the dynamic between you, the speaker, and the audience — in a good way.

The point of the presentation isn’t to let us talk. It is to create an exchange of views and information.

• Active engagement has been shown to boost attentiveness, understanding, and retention. • Effective Q & A will improve your audience’s understanding of your material. • Q & A shows how your work is being perceived by others. • Q & A allows you to get more information out about your product or topic. • It will create a more democratic and collaborative atmosphere, allowing people to see how their thoughts compare with others. • Your audience will feel that their individual questions and concerns are being addressed. • Even individuals who are reluctant to speak up feel empowered and everyone feels more committed and involved in your project

P I V O T

TIPS - PREPARE

Tip 1 Know why and what you’re doing • If you have a good mindset (purpose, mindfulness, observing self) you will be able to adapt and respond with grace. Tip 2 Timing • Budget minimum 25% of your total time to the Q&A session. • Make it interactive throughout if you can. • Don’t give in to the temptation to get caught up in the flow of your presentation or go over time. • You will get more information out, and in a more digestible format, during Q&A.

Tip 3 Make a list of potential questions (and answers)

• As you prepare, keep in mind the audience and what they’re looking for. • See things from their perspective. What questions might they have? • First, brainstorm at least 5-10 key questions (depending on the length of your presentation). • Then, prepare answers to them. Keep the answers short and direct. Tip 4 Keep some slides in reserve - specifically for Q&A • Ever write a presentation and find that some slides go into too much detail and detract from the flow of the presentation? • Don’t throw them out. Keep them on hand for the Q&A session. • When a question comes up that is more in-depth, pull out your prepared slide and look like an absolute ace for having the information ready!

Tips – Perform Neutralize trouble with openness

How to handle the wrong question – or even a hostile one:

Tip 1 Thank the person asking the question regardless. • This is especially effective for neutralizing hostile questions posed because the asker is showing off. • This shows your openness without giving up your authority. Tip 2 Follow these steps (adapted from game theorist Anatol Rapaport) to defuse tension: • Briefly play back your understanding of their view. “If I understand you right, you feel…” • Outline where you agree. “We’re aligned on much of this. We both think that… and…” • Home in on where your real disagreement lies. “The one place we differ is…” • Explain what’s shaped your point of view. “The reason for my perspective is that…” Tip 3 • Prep an answer for odd and inappropriate questions that allows both you and the asker to save face. Summon your curiosity For example: • ‘Can you tell me more about what’s driving your question?’ • ‘That’s intriguing — is this something you’ve experienced yourself?’ • ‘Is there a specific reason for your concern on this?’ Or even … • ‘That’s a great question and although I don’t feel it’s appropriate to answer at this time, I’d be happy to address it one-on-one after the session.’ Others in the audience will be able to tell that the question is irrelevant or hostile. And they will appreciate your poise in handling such questions effectively. Tip 4 Put your closing remarks AFTER the Q&A. Whether you have one Q&A session at the end or intersperse questions, polling, and discussion, delivering your closing remarks after the Q&A reasserts your control of the information and allows you to underline the conclusions of the discussion. Keep it short and direct!

All of these strategies reinforce your authority in the room.

P I V O T

Tips – Technology Tech can help you knock it out of the park

Tip1 Use software that makes interacting with your audience, collecting and fielding questions, a cinch. • Instead of a mic, invest in tools that allow everyone to submit a question via their mobile devices. • Ask them questions too – take polls

Tip 2 Democratize the discussion

Deploy questions before, during, and after your talk to create a feedback system that will deliver maximum insight and exchange for you and your audience. You can: • Ask your audience to submit their questions ahead of time. • Allow your audience to vote on the submitted questions. • Rewrite two or three of the submitted questions as a multiple-choice poll; Tip 3 Stay in control • Planning can help you collect and sift through questions ahead of time. You not only give yourself a chance to prep, you can also weed out hostile and irrelevant questions ahead of time. • Or conduct real-time polling, putting you in control of the room. Tip 4 Leverage anonymity • It can enable people to either ask questions anonymously. There’s no risk or judgment from peers or bosses, this can result in great questions.

Elon Musk Mars video: Watch him tackle bizarre audience questions

OPERATING STYLES Our next section on Operating Styles provides you with a framework to help improve your emotional intelligence, build quality relationships, and achieve superior results when working with other people.

Transmission Behaviour

Higher Degree (Expressive)

We have developed a methodology to allow you to easily describe the way you (and other people) operate/behave in the workplace, at home or in other social situations. In other words, how people go about their business and how they get things done. We call this behaviour a person’s Operating Style. The Operating Styles model works on the assumption that every person is just like an “antenna” that both transmits out to the world and receives in from the world. To do this, we all utilise both “Transmission Behaviour” and “Reception Behaviour”.

Reception Behaviour

High Intensity (Broad)

Lower Intensity (Focused)

Lower Intensity (Reflective)

tRANSMISSION & RECEPTION BEHAVIOURS

THE OPERATING STYLE MODel

With its own plot along the transmission and reception axis each individual operating style is distinct and incorporates its own particular characteristics. To help understand and remember each style, we’ve given each a name and highlighted its key traits and strengths as shown below.

P I V O T

operating styles in action

Operating Optimally Vs Operating Under Stress

While the outside environment may influence it, our operating style is actually controlled by us. Therefore, how our current style looks to the outside world will be a reflection of whether we are operating at our best and/or how we cope with stress.

OPERATING OPTIMALLY

As human beings, we are capable of displaying behaviours that correspond to more than just one operating style. While we might have a preference, when we are operating optimally, we tend to display the strengths and behaviours of several other styles.

From an Operating Style perspective, we describe everyone as having a “cloud” when they are operating optimally. This cloud is likely to overlap into neighboring styles.

As an example, for a Humanist, a typical “cloud” would look something like this...

Higher Degree (Expressive)

Higher Degree (Broad)

Lower Degree (Focussed)

Centreof gravity

Lower Degree (Reflective)

P I V O T

STRESS: YOUR OPERATING STYLE

In times of stress we don’t retreat from our style, we move towards it, because it is what we know. That means both your transmission and reception are exaggerated. If you have a higher level of transmission, you turn up the dial, if you have a lower level of transmission, you turn it right down. The same applies for your reception behaviour. Under stress, this means you are likely to go even more strongly into your operating style and may increase the chances of overplaying the strengths of that style.

For example, when a Humanist operates under stress, this tends to happen...

(Expressive)

(Broad)

(Focussed)

(Reflective)

FLEXING FOR SUPERIOR RESULTS

At this point you might be saying to yourself, “I get the theory but what does it all mean?”. The answer is that if we understand our own operating style, and we can determine the operating style of anyone else with whom we are looking to achieve a positive outcome or result, using operating styles, we can find a way to work well, together.

Deliberately flexing towards another person is likely to achieve an optimal outcome where they in-turn flex towards you..

HappyP lace

Target

P I V O T

Bring It All Together

FLEXING

The way you can work well with others is through flexing. As the name suggests, flexing is about flexing your style to quickly build a strong connection with others.

EXTREMELYCHALLENGING!

Target

If you find dealing with someone a stressful experience, your stress reaction is likely to trigger theirs, resulting in an extremely challenging situation for both of you.

MODULE 4 - PERSUADE

Prework

Come Prepared to do the following:

1. Come prepared for an Executive Team / Board simulation.

2. You will be presenting to your cohort as part of this simulation. This can be the same presentation as last time (bring a laptop if you need slides).

3. Come prepared to adapt your approach according to different operating styles.

P E R S U A D E

TIPS from a seasoned facilitator

Purpose - Be extremely clear about what the objective of the session is.

• This is critical to enable the facilitator the plan their approach to the session and to help them know what lines of conversation to encourage and which to avoid. Avoid rabbit holes. • Is this a facilitation?

Preparation - Be very well prepared for the session.

• Consider any content or data that will definitely be needed and have it ready to go. • Considering any content or data that might possibly be useful and have that ready to go. • Plan out the structure of the session – timings, exercises, etc. • Plan to change the plan – have a few options up your sleeve. • Use judgement – mindfulness and confidence, nous, judgement call. • Prepare for emotional side and rationale side – operating style. • What is your style and how will you flex with the style in your group. • Different ways of contributing – look to purpose.

QUESTION - Build your micro skills - the ability to draw out key points from participants through questioning and funnelling, rather than just telling them what you think.

Adapt - Change modes regularly to build engagement and appeal to different learning styles – consider…

• Group conversations. • Storytelling/Sharing of Experiences. • Breakout conversations. • Observe and Report exercises (eg. Videos). • Practical/Challenge exercises. • Debrief exercises. • Who is getting airtime?

Plan - Set follow up/homework actions.

Process - Accept you control the process but not the behaviour.

P E R S U A D E

Facilitation Skills – conflict management

Degrees of conflict

Aim – wrap up facilitation and suspend outcome. • Stop the meeting. The focus has gone from the purpose and remediation will be necessary before getting back to the purpose. • No longer a psychologically safe space – end it.

grade 3

serious breach of standard codes of conduct.

grade 2

Aim – maintain facilitation and return to outcome. • ‘I am observing, we are starting to get personal’, call it out – or call time out • – pull out, change or leave.

playing the person not the ball

grade 1

Aim – maintain facilitation and keep to outcome. • Intervene, name process, try ‘2 mins each – no interruptions’ and/or ‘listening to understand’. • Rather than respond – ask questions. • Do not avoid conflict – name it.

funnel chopping, cutting each other off, squabble

When you’re under attack

1. Do not be defensive – don’t defend status or information. 2. Manage your mindset to stay in the moment and think on your feet. 3. Welcome their thoughts, if what you say is not valid, ask what they think is? Then, they have to be accountable for their view. 4. Change mode – ask the person to come talk, stay back, shift the dialogue to one-on-one. 5. If they’re not open to listening provide permission to leave. 6. Look to the broader group for support. 7. Restate purpose.

OPERATING STYLES

How To Present to... Connectors

When preparing, if possible, ask them for advice on how they’d like the presentation to go and what to include – they’ll appreciate you trusting their opinion and valuing their input.

• Asking them to help you shows you value your relationship with them.

When opening, thank them for their time and acknowledge their expertise or experience.

• Be sure to respect their current status quo and acknowledge their performance to date.

Keep your presentation as succinct as possible and focus on the “big picture” elements.

• Just give them the executive summary. • Don’t get bogged down in details. • Let them know that you have all the detail if they’d like it after the presentation.

If using slides, use pictures, models and frameworks as much as possible.

• Minimise the amount of words on slides. • Maximum of three bullets per slide, don’t discuss every point in detail. • Engage them during the presentation by asking questions or allowing them to ask questions of you. • Keep the tone of the presentation conversational and less formal.

Use story-telling if possible and make sure the story is something relevant to them.

• Make your stories about other people who they’d aspire to be like or who they admire.

P E R S U A D E

How To Present to... Drivers

When preparing, ensure you are very clear on what the objective of your presentation is and be ready to state that at the start. For example, is your objective to:

• Influence and ask for a decision? • Inform or educate for their benefit? • Solve a problem?

When opening, thank them for their time and emphasise that your want to take as little of it as possible.

• State clearly what outcome you are trying to achieve from this moment.

Ensure you keep your presentation as succinct as possible and focus on the “big picture”.

• Do not “waffle” – be clear and concise. • Let them know that you have all the detail, if they’d like it after the presentation, but just give them the executive summary.

If using slides, use graphical data, summary tables, project plans (eg. Gantt Charts) or any other form of comparative data.

• Minimise the amount of words on slides. • Maximum of three bullet per slide, but don’t discuss every point in detail.

Don’t be put off by questions or objections from them during the presentation.

• Answer questions confidently and concisely if possible. • If you don’t have an answer, let them know you’ll get that information to them ASAP after the presentation and move on.

Use facts and evidence as much as possible.

If you use stories, get to the “so what” ASAP.

OPERATING STYLES

How To Present to... DETAILERS

Preparation and pre-presentation are the key phases when presenting to Detailers.

• Ensure you have prepared thoroughly to ensure you have quality facts and data to support your presentation. • Pre-circulate the background facts/data to them before the presentation and ensure you allow plenty of time for them to absorb them. • If you are hoping for any contribution from them in the meeting, make sure you clearly state what you want from them so that they can be prepared. Eg. Decisions, Ideas, Information.

When opening your presentation, acknowledge their expertise and re- confirm the objectives of the meeting.

• Provide them with an agenda for your presentation so they know what to expect.

Once you’ve re-stated the objective of the meeting, ask them if they have any initial questions or observations as a result of the pre-work.

• You can note their questions and then confirm which ones you’ll be able to address in your presentation and which ones you believe you won’t get to or which aren’t specifically relevant to the objective. • You might agree to address some questions after the presentation.

You do not need to go over all of the detail you provided prior to the presentation. Take that detail as read and keep your presentation to the key points that will help you achieve your objective.

If using slides, use tables, flow charts, and graphs wherever possible.

• Use words only to provide context to data. • Maximum of three bullet points per slide, summarise each succinctly.

Let them know that you’ll be taking questions after the presentation.

• This allows them more time to think about the questions.

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