Presentation tip: Don’t rely on the presentation

conference room presentationA few weeks back, Karen Martin authored a post for her blog entitled, “How to capture an audiences attention” in which she gave several good tips for remembering your audience and delivering a strong presentation.

Inspired by Karen’s post and a recent chance to address the MassBay PMI chapter (a presentation for which I give myself a B+) I’d like to add another, useful tip to all those would-be speakers out there:

Don’t rely on your presentation to capture the audience, rely on your ability to present.

By presentation, of course I mean PowerPoint decks or other visual aids.  Quite frankly, unless you have something technically complex that can only be understood with a graphical depiction, or you have something uproariously hilarious that can only project its humor when seen, then you really don’t need slides at all.

Yes, perhaps decorum necessitates that you have them, but you really shouldn’t need them.  You really ought to be so utterly devoted to your topic that you can carry the audience without relying upon the screen.  Take a look at many of the TED talks – there’s just a passionate person talking, not a smart instructor elaborating on words most of the audience can already read.

My short speaking experience is already telling me – don’t even think about opening that PowerPoint file until after you have perfected what you will say and how you will say it.  Else, the slides will guide you.  You need to develop that perfect ability to deliver your topic to the room first.  Then, if you must,  craft a few slides around it.

But only if you have to.

Understanding questions

question marksI came across this post from the Derek Bok Center for Teaching and Learning at Harvard University detailing the different categories of questions:

 

Some Different Types of Questioning

Facilitating student discussions can be one of the most difficult aspects of teaching. Listed below are some different types of questioning one might use to encourage student participation in class.

Open Ended Questions

What’s Going On? What do you make of this situation? Casting question nets out to see what comes in. Listening for entry and emphasis points.

Asking for Information

Where? When? Who? What? Facts and opinions.

Diagnostic Questions

How do you interpret and explain “A” and “B’s” impact on the situation?How do you weave these points into some kind of understanding of what else is going on, possibly behind the scenes?

Challenge Questions

Why do you say that? How would you explain� Where is the evidence for what you say? How can you say a thing like that? Is that all? That’s just the opposite of what Student X said. Can you persuade him/her?

Extension Questions

Exploring the issues. What else? Can you take us farther down that path or find new tributaries? Keep going? Therefore?

Combination Questions

How would you relate your points to those mentioned by Student A or to something else you said?
How would you understand X in light of Y?

Priority Questions

Which issues do you consider most important? Where do you start? How would you rank these?Action Questions
What would you do in Person X’s shoes? How?

Prediction Questions

What do you think would happen if we followed Student Z’s action plan? Give us a forecast of your expectations. How will he/she react to your thinking?

Generalizing and Summarizing Questions

What inferences can we make from this discussion and case? What generalizations would you make? How would you summarize the three most critical issues that we have discussed? Can you summarize the high points of the discussion thus far?

 

What I find interesting is that, while intended to be questions asked of students in a classroom, these exact same questions are the sort of things that ought to be asked in the workplace when attempting to promote continuous improvement.  This list of questions serves as a useful study guide for anyone looking to conduct a root cause analysis or initiate a process change.

Netflix culture and the Core of Operational Excellence

netflix_defeats_blockbuster_by_plaidklaus
netflix_defeats_blockbuster_by_plaidklaus

netflix defeats blockbuster by plaidklaus

The slideshare below describes the core concepts that define the culture at Netflix.  First released in 2009, it provides insight into what co-founder and CEO Reed Hastings calls the “Freedom and Responsibility Culture”

There are several elements of the document that sound just like the ROWE movement that I discussed quite a bit on this blog last year.  Just as I found with ROWE, however, the Netflix culture manifesto fails to deliver a significant “Wow!” factor.  Why?  Because Lean and Operational Excellence provide a much deeper management philosophy that takes into account every aspect of either the ROWE or Netflix schools of thought, and then some.

Consider these 9 Core Values from the Netflix presentation:

 

  • Judgment
    • You think strategically, and can articulate what you are, and are not, trying to do.
    • You smartly separate what must be done well now, and what can be improved later.
  • Communication
    • You listen well, instead of reacting fast, so you can better understand
    • You treat people with respect independent of their status or disagreement with you
  • Impact
    • You accomplish amazing amounts of important work
    • You focus on great results rather than on process
  • Curiosity
    • You learn rapidly and eagerly
    • You seek to understand our strategy, market, customers, and suppliers
  • Innovation
    • You re-conceptualize issues to discover practical solutions to hard problems
    • You challenge prevailing assumptions when warranted, and suggest better approaches
  • Courage
    • You take smart risks
    • You question actions inconsistent with our values
  • Passion
    • You inspire others with your thirst for excellence
    • You care intensely about Netflix‘s success
    • Youcelebratewins
  • Honesty
    • You are known for candor and directness
    • You are quick to admit mistakes

All of that sounds an awful lot like some terms that are familiar to anyone with a knowledge of Lean:

  • Lead with Humility
  • Respect for Every Person
  • Experimentation
  • Seeking perfection
  • Constancy of Purpose
  • Deliver customer value
  • Achieve results 

To be certain, the slideshare below appears to demonstrate many of the common misunderstandings of what process is, or should be, and especially of what process means in the Lean context.  Nonetheless, there isn’t anything in this document that isn’t already a part of Lean philosophy, or that isn’t represented in the Shingo Model.  Even the stated distaste for process is met later in the document by a healthy awareness that good processes vs. bad processes actually enable creativity, not prevent it.

In spite of the supposed revolutionary nature of Netflix culture, however, what I am more inclined to believe is that Reed Hastings, like the creators of ROWE, has stumbled upon the same core operational Excellence fundamentals that have already been developed, practiced, and that continue to evolve in Lean.

View the presentation below and share your thoughts on whether or not this is Revolutionary, or simply the re-discovery of some universal truths that are already well incorporated into Lean thinking.

 

The height of disrespect for people: A UK Healthcare nightmare

The_Doctor_will_SEE_you_now_by_DaYDid
The_Doctor_will_SEE_you_now_by_DaYDid

The Doctor will SEE you now by DaYDid

I came across this lengthy article from The UK’s Daily Mail detailing the nightmarish conditions at Staffordshire Hospital, where it is reported that between 2005 and 2008 as many as 1,200 patients died needlessly due to appalling conditions and neglect.

Keep those dates in mind – this is current.  The events described in the article did not happen in some long-forgotten past or in a third-world hell hole.  This scandal is unfolding, right now, in one of the most developed nations on earth.  If you want to know just how far an organization can stray from the Respect for People ideal that lies at the root of Lean and Operational Excellence, forget Foxconn and look at the UK’s NHS.

There are a host of other articles on the Daily Mail site.  This article shares stories from the families of victims of the hospital’s abuses, where people were so thirsty they drank water from dirty vases and patients were often left to soak in their own urine for days.

Of course, the man at the head of it all refuses to accept responsibility, blaming ‘the system’ for the problem.  I know Lean typically advocates looking at the system for the root of the problem and not blaming the individual, but this seems like a bit of a bastardization of that concept.

The scandal runs wide and deep, and would be shocking if it wasn’t so utterly disgusting.  The Guardian has published a guide to the scandal, demonstrating just how far-reaching this is that it requires a guide.

Amazing that, in an era where Lean Healthcare is gaining more and more momentum, a situation like this exists.

Beware the surge

Storm Surge by jedidogbert

Storm Surge by jedidogbert

I have witnessed or been a part of multiple process improvement efforts – whether they are small in nature and affect only a few people, or large, transformational endeavors designed to reshape the culture of an organization, if not its entire business model.  Some of them succeed, some of them fail, all of them go through a period of a quick, immediate up-tick in performance that looks and feels like success.  A while later, however, there is a let-down.

Some organizations commit to the new direction, usually only when there is a large investment into something tangible – like a major software implementation, office redesign or relocation, or acquisition or merger.  When the intended change is not tangible, however, and the desire is simply to make things go better or to reduce cost, the immediate surge feels good but then tends to end sliding backwards until old, ingrained habits settle in.

The pattern is well documented and observable, of course.  The dynamic is very similar to the classic marketing problem of “Crossing the Chasm” that takes an idea from the early adopters to the mainstream.  Sure, there are always people who want ot have something new just for the sake of having something new (watch the lines form around the corner at the next iPhone release), however, most people will wait a while before making a decision to try it out, and even longer before committing to the idea entirely.

There are plenty of discussion on how to bridge the gap, too.  Most will focus on the role of leadership in driving the organization and, more importantly, the people within the organization to adopt the new reality, whatever it may be.  This is done with coaching, hand holding, engagement, and so on, each of which is intended to match people’s habits with the expected behavior.

I suspect, however, that the problem when it comes to facilitating adoption isn’t so much one of driving people to the intended outcome, but in allowing people to change the outcome.  Consider the marketing analogy – if a product fails outright, would it have succeeded if the consumers themselves could have changed it into what they desired, rather than what the producer wanted to produce?  This is, in many ways, the essence of the Lean Startup movement – introduce something minimal and iterate as quickly as possible with measurable data as input.

Perhaps, when it comes to change initiatives, a similar approach should be adopted?  Rather than rolling out major process and culture-changing implementations all at once and driving people to the expected behavior, change can be conducted as a sort of crowd-sourced endeavor?  Leadership at the top is usually concerned with industry trends and overall company performance, and (unfortunately) doesn’t necessarily interact day-to-day with the the rank and file.  This places them in a poor position to determine what’s best for  the rank and file (not to mention what’s best for customers), how they’ll react to change and, therefore, how they will react.

Nonetheless, Leadership does have the authority to decide when change is necessary.  Rather than deciding the course, speed and direction unilaterally, however, I have to wonder if the better approach is to initiate the change and then step out of the way.  Let the crowd determine when course corrections are needed in order to align Leadership’s perceived need for change with people’s need to feel empowered and lasting, sustainable changes just might occur.