Business Articles

Article / Updated 10-30-2023

It’s in our nature to tell stories and share our life’s events. And you probably use hyperboles (exaggerations) to make your stories more engaging — peppering them with statements such as, “I nearly died of embarrassment” or “My feet were killing me.” While this casual sharing is different from being in front of an audience, you do know how to tell stories. You have lots of them. After all, you started telling stories when you made babbling sounds as a baby. You can use this innate storytelling ability to create presentations that engage your audience, rather than put them to sleep. Don't have time to read the entire article? Jump to the quick read summary. What do we think of when we hear "presentation?" PowerPoint slides. And, yes, slides are helpful — but they're helpful as visual aids, not as the main storyteller. Good storytelling can make your presentations sizzle in ways that slides can’t. An introduction to storyopia When people ask or search for "how to create a presentation," or "how to create a PowerPoint presentation," they're focusing on the technical aspect of the process. Of course, that's important. However, there's something even more critical to consider before you get down to creating your slides: Storyopia. My concept of Storyopia represents the ideal. It's marriage of the words "story" and "utopia." It’s the ideal story that takes the audience on a journey from what is to what could be; a journey to where they see themselves as heroes along that same path. Try to recall presentations you’ve attended. What drove the presentation? Bullet points? Charts? Tables? The monotonous drone of a facilitator plodding through a dry rendition of data? My guess is all of them. (A pretty tedious experience.) Since people began to communicate, storytelling has been the lifeblood to getting points or ideas across and making them memorable. Stories make ideas and words come alive. They explain examples or points of view in a way that resonates. People naturally connect emotionally with stories, associating their feelings with their learning. Stories aren’t meant to be objective. They’re meant to sway emotions, generate suspense, add surprise, create wonder, facilitate the call to action, and take your audience on a journey to success. Using the story arc When you create a presentation, keep the story arc in mind. The figure below shows the typical story arc (also known as dramatic arc or narrative arc). It represents storyopia. When creating a story using the arc as a guide, your story will have a natural, connected flow: Cite the incident (the plot) telling what is. Build rising tension toward the climax. Work towards the resolution, which is what could be. Always create tension in your story. It’s critical but often overlooked. If the tension isn’t obvious, this is a good opportunity to embellish with a story. After you’ve filled out a start-up brief — a tool for identifying your audience — you’ll have a good idea of your audience’s pain and what matters to them. Focus on storyopia: the gap between what is and what can be. Take them on that journey so they see themselves as heroes on the same path. To learn more about the start-up brief, as well as storyboarding and other helpful tools for preparing excellent presentations, grab a copy of my book/eBook Storytelling in Presentations For Dummies. As part of creating presentations, your story will have characters: people, companies, or things, such as processes or equipment. There will be goals, struggles, challenges, and a positive or negative outcome. Either outcome serves as a valuable lesson. Let’s see how beginnings, middles, and ends can become a story: Beginning: Introduce characters with the same challenge, problem, complication, or issue your audience is facing — the reason they’re attending. You’ll hook them because they’ll feel like they’re in the same situation. Edit the details to keep the story simple and relatable. You may start with, “One of my customers was dealing with your exact issue(s).” Middle: You’ve already sparked their curiosity. Now focus on the characters’ problems and how your solution brought the change they needed. Don’t merely go from Point A to Point B. The long cuts and shortcuts are what make the journey interesting, worthwhile, and relatable. End: This is where you tie it together, targeted to the CTA. Deliver the main takeaways and lessons your audience should remember based on the success of your characters. Let your audience see the happy ending where they imagine themselves as heroes achieving these same positive outcomes. Always give your characters names to make them more relatable, but change the names for the purpose of anonymity. People don’t identify with words such as attendee, coworker, colleague, or manager. Also, provide a vivid description of your main character and the setting so your audience can envision the scenario and place themselves in the situation. For example, if you’re presenting to a group about sales strategies because sales have been slumping, you may share a story of [name] who worked for [company for x years] and how he was able to bring his sales and commissions up to a much higher level by [strategy]. Pitting the heroes against the villains From bedtime stories when we were kids to great novels and movies as we became older, a good story draws us. We love heroes. They display qualities we admire. They show us how to overcome challenges. We can recall superhero caped crusaders: Batman, Batgirl, Superman, Zorro, Shazam, Wonder Woman, Scarlet Witch, Thor, and others. We all want to be superheroes and live happily ever after in our worlds of family, friends, and business. Are there heroes in business presentations? Absolutely — the audience! This is how heroes and villains play a role in happy endings: Heroes: Think of the character Yoda from the Star Wars series. Yoda was the legendary Jedi Master who trained Jedi Knights for 800 years. Yoda was cool. He was a hero in addition to being a mentor and instructor. He unlocked the path to immortality in characters such as Han Solo, Luke Skywalker, Obi-Wan Kenobi, and others who became heroes in their own rights. You can be the Yoda in your presentation, unlocking the path to slaying the villain and guiding your audience toward success. Heroes can even be antiheroes — people who display true human nature. People who make poor decisions that may harm those around them, intentionally or not. Some are even well intentioned, such as Robin Hood, the classical literary antihero. He stole from the rich (bad) and gave to the poor (good). Even Donald Duck has been labeled antihero for his short and often explosive temper. Villains: Without villains (often the most interesting characters) there would be no stories and no heroes. For example, if not for Cruella De Vil, 101 Dalmatians would merely feature lots of spotted canines running around. Without Scar in The Lion King scheming to be next in line to seize the throne, there would be no story, and Simba wouldn’t have become a hero. In business, the villain is the problem or challenge. That can be unscrupulous people, anti-technology diehards, a combative person, the competition, and so on. A villain may also be a non-person: a specific event, befuddled communication, meager lead generation, declining customer base, poor cash flow, inability to retain valuable employees, failure to balance quality and growth, software that isn’t producing as expected, and so much more. Happy endings: You don’t want the victory to be too easy or too predictable — it kills the interest and suspense. At the beginning of every story the villain must be strong, the victim’s problems must seem insurmountable, and the hero’s task must seem challenging. Your story needs an imagined future where the audience puts themselves in the place of slaying their villain and making themselves heroes. Perhaps your audience will use the knowledge they learned from you to: Add $$$ to their bottom line Become more innovative Discover the right tools or technology Take a leadership position Communicate with impact Get the big contract signed Procure a grant Quick Read Summary In our daily lives, we often use hyperboles to add zest to our stories, making them more engaging. But when it comes to presentations, we tend to default to bullet points and charts, which can be monotonous. However, there's a better way to captivate your audience: the art of storytelling. Think of a presentation, and you might envision PowerPoint slides. While slides have their place as visual aids, the real storyteller should be you. Good storytelling can infuse life into your presentations, leaving a lasting impact on your audience. Before diving into creating slides, consider "Storyopia," a concept that merges "story" and "utopia." Storyopia is the ideal narrative that takes your audience on a journey from the current reality to what could be, casting them as heroes along the way. Storytelling is a timeless means of communication. It breathes life into ideas and words, resonating emotionally with your audience. Stories are not meant to be objective but to evoke emotions, generate suspense, and facilitate the call to action. When crafting a presentation, keep the story arc in mind: Cite the Incident (What Is): Start by presenting the current scenario, laying out the facts. Build Tension: Create rising tension, keeping your audience engaged and curious. Work Towards Resolution (What Could Be): Guide your audience toward a better future, making them see themselves as heroes on the journey. To make your story relatable, introduce characters facing the same challenges as your audience. In the middle, highlight their struggles and how your solution brought positive change. End with the takeaways and lessons your audience should remember. Heroes and villains play a crucial role in your narrative. Your audience becomes the hero, looking to you as their guide (like Yoda in Star Wars), helping them overcome the villain (the problem or challenge). The villain can take various forms, from uncooperative individuals to technological obstacles. To ensure an engaging story, make the victory challenging but achievable. Your audience should envision themselves slaying their own villains and becoming heroes in their respective narratives. Incorporate storytelling into your presentations to inspire your audience and leave a lasting impact. Whether it's increasing profits, fostering innovation, or solving challenges, your storytelling can guide them to success. Unleash the power of Storyopia and transform your presentations from mundane to unforgettable. Make your audience the hero in their own story of triumph. Hungry for more? Go back and read the article or check out the book.

Article / Updated 10-24-2023

If you’re responsible for your company’s B2B marketing strategy, you face the ongoing challenge of reaching new prospective clients and explaining your products and services. In today’s business world, where most marketing is digital, simply posting ads is not enough — it’s a short-term solution to what should be a long game plan, especially for businesses with complex products and services. That’s why most marketing leaders turn to content marketing. Reaching your target audience with content marketing Content marketing involves producing and distributing educational information on topics your target audience finds valuable and interesting. This can include blogs on your website, social media posts, videos, podcasts, white papers, infographics, and ebooks. These strategies help establish your business as a thought leader, get the attention of potential clients, and strengthen connections with your existing partners and clients. Why does content marketing work? Most decision-makers these days research companies online and take more time to make their buying decisions. Custom created, educational content that is of high interest to your audience, written in a straightforward and no-nonsense way, answers their questions, offers something new, and is an excellent way to establish your expertise. Custom content makes the all-important connection breakthrough. And, once you have the attention of a potential client, you’re able to further explain your company, its specialties, and why it’s better than the competition. Dummies Custom Solutions: Great value for boosted recognition Social media, blogs, and email marketing campaigns are important tools to stay on top of, but if you’re looking for a truly unique way to distinguish yourself in today’s competitive marketplace, consider Dummies Custom Solutions, a Wiley offering. You know Dummies — everybody does. People around the world turn to Dummies books and eBooks when they want Learning Made Easy. We’ve been around a long time, and our brand awareness and book sales continue to grow. That’s because Dummies specializes in translating complex subject matter into content that is accurate, straightforward, and easy-to-understand. Working with the Dummies Custom Solutions editorial team, you get a fully customized Dummies eBook (and printed book, if needed) for your company or product that you can distribute in a variety of ways, including: Sign-ups on your website Webinar attendance Professional conferences and other events Email marketing campaigns Dummies Custom Solutions also creates infographics, iPapers, animated videos, audio, cheat sheets, and branded graphics for social media posts. All of these tools complement your eBook and drive traffic to your website, and they create an integrated content marketing approach. Dummies Custom Solutions distinguishes your business among the noise in the market with something unique — increased exposure through the Dummies network of properties, a book, and other materials that help you: Boost awareness of your company or product Nurture relationships with current clients Establish your company as an authority/expert/thought leader Generate leads We help you make that all-important connection to your audience in ways that build confidence in your brand and deliver results for you. What’s more, Dummies is a brand of Wiley, a multinational publisher and global leader in research and education. You can boost your sales, leads, and recognition as an authority by co-branding with Dummies and Wiley. a.drops-article-callout.callout-mobile{display:none}[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic{padding:35px 0 40px 0;margin-bottom:35px;border:0;border-bottom:1px solid #d8d8d8;background:#fff;width:100%}[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic:focus-visible{outline:none}[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic img{margin-bottom:0}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe]:after{content:"";display:block;margin:40px 0 35px}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout{background:none;border:none;padding:0}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout img{max-width:100%;height:auto}@media only screen and (max-width:1023px){[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic{padding:32px 0 30px 0;margin-bottom:28px}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe]{padding:0!important}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe]:after{margin:32px 24px 27px;border-color:#d8d8d8}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout{background-color:#f2f2f2;width:100%}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout img{width:66.7%}}@media only screen and (max-width:767px){[data-v-d27f2bfe] a.drops-article-callout.callout-desktop{display:none}[data-v-d27f2bfe] a.drops-article-callout.callout-mobile{display:block}[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic{background:#ffd200;padding:0;margin:22px 0 60px;position:relative}[data-v-d27f2bfe] a.drops-article-callout.drops-callout-generic:after{display:block;border-bottom:1px solid #d8d8d8;position:absolute;padding-bottom:35px;width:100%;content:""}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout{padding:0 16px}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout.callout-mobile{width:100%}.drops-callout-col.has-drops-callouts[data-v-d27f2bfe] a.drops-article-callout.callout-mobile img{width:414px}} Case Study: Thron Key objectives: Increase awareness of Content Intelligence and the THRON brand, thanks to the proven authority of the Dummies books Become recognized experts on Content Intelligence, thanks to the easy way to explain difficult things that characterizes the Dummies books Find new companies interested in our Intelligent DAM How were the assets used? Free e-book to download from our websites to inform and develop people on CI Free promotional materials for events to widen the audience and make them aware of the topic Gift for our clients and THRON employees to strengthen engagement What results did you see? 8,000 e-books downloaded 750 print books given out How have your customers reacted to the book and what feedback have they shared with you? The book was really welcomed. It helped the customers to improve their usage of the software; on the other hand, it speeded up the onboarding process of new clients. Some of them even chose Content Intelligence For Dummies as their summer reading! “The proven experience of Dummies was a great lever for us to spread the voice about an increasing strategic topic, like Content Intelligence.” –Nicola Meneghello, founder and CEO of THRON, author of Content Intelligence For Dummies

Article / Updated 10-20-2023

To stay competitive, companies have to adapt and adopt a progressive feedback structure. The ones leading the pack are those whose leaders recognize that their talent development strategies need to evolve with the changing demographics of their workforce. Successful feedback and reviews are absolutely critical. Oftentimes an employee’s exit can be traced back to a poor review session with his manager. If you’re not rethinking your review session to appeal to Millennials’ unique needs, you’re going to slowly (or quickly) see your turnover numbers creep up. When Baby Boomers entered the workforce, they entered into stiff competition with millions of peers to try and get ahead. In order to better understand how they stacked up with others, Boomers collectively created the annual feedback process. At the time, this yearly review was considered revolutionary. Fast forward 20 years and you had Gen Xers growing weary of the style and infrequency of the yearly evaluation. It felt too formal, too delayed and, in a way, insincere. Xers had different objectives and priorities from their Boomer predecessors. The old model wasn’t working for them, so they shook things up by asking for more regular and transparent feedback. Enter Millennials. They’re the first generation in the workforce that grew up with the Internet. It has shaped who they are and what they expect, and they’re bringing those new expectations into the working world. Don’t be afraid to examine your current review structure and ask questions, such as: Your review policy should be a living, breathing, evolving thing — has it been touched in the last ten years? Five years? Past year? Do your managers give both formal and informal feedback? Is there flexibility in feedback frequency, or is the rate static? Do you customize your approach based on the generation and/or the individual’s preference? Are you staying abreast of what your competitors, as well as the best-of-the-best, are doing? If you answer “no” to any of these questions, read on. If you make a 180-degree shift in the way things used to be done, you’re going to face an unhappy flood of Xer and Boomer employees. Make sure you’re giving people a few options. Maybe your Xers don’t want a weekly check-in and once a month serves them just fine. Don’t ever assume; take the time to ask. And always keep in mind that change is hard, and in the workplace, if you’re trying to retain all generations, evolution trumps revolution. Know what works for Millennials When strategizing about how to deliver feedback to Millennials, don’t spend sleepless nights daunted by how much you need to change. Yes, Millennials are wired a bit differently, but at the end of the day, they’re just people. To make things easier for you and more valuable for them, it’s helpful to get a handle on understanding what works for them. Chances are you’ve got a pretty good grasp of how to communicate with Baby Boomer and Gen X employees, but start thinking (or asking!) about what works for Millennials before you sit down for a review. Ask them to self-evaluate before they pontificate One of the first steps to make a review session work for Millennials is to give them time to think and evaluate first. This practice is not uncommon to Millennials — they’ve likely been doing it from elementary school all the way through their MBA programs — but that doesn’t mean they do it without prompting. Sitting down and listing all the things you’ve done right and wrong isn’t necessarily a fun task for any generation, but it certainly is worthwhile. Prior to an informal or formal review session, ask Millennials to reflect on their performance. Ask yourself whether you know what to say While it may seem obvious, do your best to think before you speak. Consider phrases/words/thoughts commonly used in the workplace that should be avoided and replace them with something more savory. Don’t Say Do Say Three months ago … Last week or a couple of hours ago … Why do you need so much feedback? How much feedback do you prefer? What could you have done differently? What did you do well and what would you change? Back in my day … What has worked for me may or may not work for you … Let’s talk about your weaknesses … Let’s focus on your strengths … Ask them Yup. That is it. Just plain ask them how they like their feedback. In all likelihood they have lots of thoughts on the topic. But you can’t forget that, though they belong to the Millennial generation, each employee is an individual. Take the time to have a conversation with them about how they prefer to receive feedback. Come to the meeting prepared with a proposed review session and format. Ask them for their thoughts, amend as necessary, and go from there. If you’re feeling adventurous, ask them whether they need anything different from you as a mentor. How to differentiate between formal and informal feedback Feedback sessions lie on a moving scale of formality, where all levels are equally important, but knowing when and how to go about each one … well, that requires a dash of experience with a pinch of emotional intelligence. That said, Millennials show a marked preference for the informal end of that scale. They’re an inherently informal generation because they grew up in an environment that allowed for constant and candid communication. Facebook, Twitter, and Instagram all allow Millennials to give feedback on people’s lives with a thumbs up/heart icon/emoji or comment. An acquaintance might post a recent picture of a vacation in Spain, and the response might be “Whoa, Jordan, those bullfighters are impressive. Looks fun!” Even if they’ve spoken to Jordan only a handful of times, they’re comfortable commenting (in a way, giving him feedback). They’re so accustomed to constantly giving and delivering feedback via these informal platforms that, to a Millennial, informal is the new normal, to the point that very formal feedback can stir up anxiety and feel a bit uncomfortable. In stark contrast, other generations grew up in an environment when the norm was being left alone to fend for yourself unless something was going terribly wrong. In the workplace, older employees wait for the formal review process and use it as a scale to track progress over time. In this format, you condense a half year or year’s worth of comments into a couple-hour time block. The window for feedback is typically opened for that brief period of time before being shut again for all but the most immediate and/or pressing needs. Politically correct language and documentation are standard, as well as professional attire and thorough preparation for every single review session. There’s clearly quite a difference between the formal standard that Xers and Boomers are accustomed to and the more informal check-in that Millennials hunger for. In all likelihood, all your employees — whether they’re 25 or 68 — prefer a healthy mix of the two (with Millennials tipping the balance in favor of the informal). To make sure that you deliver, you must first understand what differentiates the formal from the informal. Formal feedback looks like this: The review is often scheduled months in advance. Pre-work is a prerequisite. The review room is organized in a specific way (for example, the manager deliberately sits across from the employee). The review always takes place in person. It lasts for a set period of time, typically one to two hours. Criticism is carefully couched, using phrases like, “This is an area of opportunity.” Professionalism and polish in communication and dress are expected. The review is meticulously documented. Communication is (mostly) one-directional. Extended periods of time lapse between sessions. Informal feedback, on the other hand, looks more like this: Feedback is delivered instantly or within a couple hours or days. Little or no pre-work is required. A public place or open office is often preferable to a closed-door office. Virtual communication is an acceptable alternative to meeting in person. Time frames are short and flexible, typically 5–15 minutes. The style of communication is casual and open — direct, but not abrasive. There are no expectations regarding decorum or dress. Documentation is scant, aside from determining next steps. Communication is two-directional. Flexibility is key in finding time that works, which may often be determined on the fly. Each individual may prefer feedback that is particular to his career and lifestyle, so what works for one person won’t necessarily work for another. It will take a bit more work upfront, but make sure to curate your approach based on the needs of the individual. Determine the right frequency for performance reviews It’s no secret that Millennials want constant feedback. Of course, they do — they’ve grown up in an instant world and know that the sooner they learn something needs fixing, the sooner they’ll be able to fix it. The work environment, however, isn’t necessarily designed to accommodate that model, at least not at the present. HR policies, overscheduling, and lack of resources can all get in the way of instant communication and evaluation. As a manager, you work with the tools at your disposal. Keep the lines of communication open with both your higher-ups and your direct reports. To ensure that you’re determining the right frequency — one that works for you, your employee, and your organization — follow these three steps: Ask. Get a gauge of how often the Millennials you’re managing want your thoughts. You will find that it varies from person to person, and you’ll save valuable time that might be lost in making assumptions. Research. Seek insight from fellow leaders about what works for them. How often do they meet with their teams, and how rigid or flexible is that schedule? You can even take it a step further and track what trends and best-in-class examples are being referenced in the news and apply those concepts to your own practice. Act. After asking and researching, set a plan into action. Pilot a feedback timeline for a month and then review until you find what works. The following are signs that the frequency may be too high: When you meet with your direct report, you have trouble coming up with a review topic, whether the feedback is good or bad. You spend all the review session talking about your personal lives. Your own work is suffering. The Millennial keeps cancelling your sessions. There’s not enough time between your conversations to see positive changes in performance. You’re bored. They’re bored. At most, stick with a default frequency of once a week. Younger generations will favor informal feedback in the moment, but in many cases that just may not be practical. Instead, as a base, schedule one-on-ones regularly for 15–30 minutes. Set a time and a location, and make it a habit. That way you and your reports will grow accustomed to these check-ins. It’s up to both of you to assess and readjust the necessary frequency from there.

Article / Updated 10-20-2023

Having insight into your audience’s wants and desires will help you comprehend the factors that lead to their perceptions of authority, leadership, values, virtues, and work ethics. These are mobilizing factors. Here, you gain that insight by breaking down the workforce into the beautiful Quad — the four generations currently operating in the workforce today. During adolescence, people make determinations about what is cool, healthy, natural, and worth their time; sexuality emerges, and passion and ambition start to pique their interest. Opinions based on outside influences create the framework to ultimately determine what they want. The formative years also play a large part in determining how people will view the world. Their perceptions and reactions to different stimuli, such as how their parents raised them, current events, music, politics, and so on, create opportunities to draw conclusions on safety, security, money, career, government, and so on. These outside factors create their mindset and way of being in the world. Although no two people will react the same, general conclusions about generations can be derived. Listen with an open mind. Don’t judge. Be aware of what may be your own preconceived notions of who and what each generation in the Quad represents. Generational cohorts are defined by a period of development within a certain span of time. To some extent, these boundaries are arbitrary, and defining and labeling generations can vary from sociologist to sociologist, though for the most part they vary by only a few years. The author uses the research of noted sociologists William Strauss and Neil Howe to bracket the generational periods. Feel free to adjust the years based on your understanding if needed. In the figure below, you may be surprised to be classified not as a Baby Boomer, but on the outer edge of Generation X. Or you may be more Millennial than you knew. There are three main generations that make up the current workforce: Baby Boomers, Generation X, and Millennials. On the outskirts are the almost completely retired Silent generation and the emerging Homeland generation. Together, they make up the “bumper” generations of the current workforce and are classified as the fourth part of the Quad. Just so you know, the Quad has mixed feelings about you, the leader, and what you can or can’t do. They wonder about your ethics, trustworthiness, and commitment. Are you surprised? You may chalk it up as normal, and it is. But you should know why they may mistrust you. Emotional intelligence, sensitivity, and reflective moments will be a staple on our journey together. Everyone has life experiences that help create perceptions of how things should or will be. Each cohort has reason to be skeptical and critical of leaders in general. Events and experiences may have caused them to mistrust authority and leadership. These events fostered the seeds of mistrust. Workers of all ages have become exasperated by leaders who lack authenticity, compassion, and transparency. Will their leaders do what they say they’ll do when they say they’ll do it? Tell them the truth and take responsibility. For example, in 2015 Japan’s Takata Corporation recalled their airbags and set out to repairs tens of millions of products placed in Honda motor vehicles. However, it wasn’t without pressure from U.S. regulators that set this remedy in motion. Takata leadership took responsibility for the issue and ultimately made it right. The Quad is a reflection of our society — fatigued by empty promises, unaligned values, and the inability to trust authority. They want more. The good news is that they are willing to give more. You can’t change history or their life experiences, but there are some things you can do to change their experience right now. That starts with you, not them. Welcome to values-based leadership.

Article / Updated 10-20-2023

If you’ve ever struggled giving a Millennial feedback, you’re not alone. It’s hard. There is no one way to do it, and it doesn’t always get easier with the more people you’ve led or managed; however, one thing is true. Whatever you’re feeling, you’re not alone. Others have felt your pain, your strife, and your desire to be better. A Millennial is just as much of an employee as someone from any other generation though, so there’s no getting around this. Here’s a brief guide on how to navigate the ins and outs of feedback with Millennials. The delivery of tough feedback No matter the generation, level, or age, delivering tough feedback is rarely a fun process. It can lead to a defensive attitude, a reluctance to change, or even a desire to leave. But everyone deserves the opportunity to identify and improve on sore spots, and you’re entitled to the opportunity to improve your team and fix problem areas. The way Xers prefer to receive difficult feedback (they most likely want you to rip off the Band-Aid as quickly as possible) doesn’t necessarily work best for Millennials. The challenge When you deliver tough feedback to Millennials, you worry that they’re worrying. You may be nervous that they’re starting to think too hard about what they need to do differently. Chances are that what you thought was a helpful conversation became one of their worst work moments ever. Possible cause Millennials were raised in the self-esteem movement and weren’t given the tools for handling criticism at a young age. While other generations learned how to let it roll off their backs or deal with it and move on, younger generations internalize the feedback, all while merging their personal lives with their professional lives. The remedy If they’re internalizing your feedback, it typically means they care … a lot. They likely view you as someone whom they want to impress. Maybe they view you as their confidant and coach. It may not seem like it in the moment, but this is actually good, so here’s how you can move past the discomfort: Get comfortable knowing that the situation may get tense or awkward. Don’t waste time getting to the tough feedback. Deliver your critiques in an appropriate time frame, the sooner the better. Provide a structured road map to improve. Follow up with next steps. Be a voice of encouragement along the way. What to do if a Millennial cries It’s most managers’ and leaders’ worst nightmare — what happens if a Millennial starts blubbering, you panic, and you don’t have tissues to provide for them? Okay, not all Millennials cry, that’s an exaggerated depiction of what truly transpires. But it’s more likely to happen with this generation, especially in their earlier years at work. You better start prepping now if you haven’t already. The challenge Millennials can sometimes internalize evaluations and react defensively or sensitively, occasionally resulting in watery eyes, drops of tears, or a minor breakdown. This outcome can prevent a productive review session if what you intended as helpful words of change were instead heard as scathing criticism. Possible cause Millennials grew up in an environment that asked them to be vulnerable and open with their feelings, whereas other generations learned early on how to control their emotions and keep their poker faces intact. Additionally, Millennials may be taking feedback personally, not just professionally, and a comment about their work may be heard as a comment about them as a person. The remedy Although the tears may be distracting, confusing, and even a bit frustrating, you can take these simple steps if a Millennial is crying: Don’t automatically get frustrated. Don’t draw too much attention to the tears. Continue with your thought. Ask if there’s anything the Millennial wants to say. Welcome the option to talk later. Don’t respond with pity or condescension. What if Mom and Dad get involved? Millennials have a close bond with their parents and view them as trusted allies and quite possibly even friends. Sometimes this relationship can go a bit too far if the doting parents become meddlesome in the work environment. It started when Millennials were young, and it’s very different than the way their parents were raised. Millennials are growing up and becoming more independent from their parents — especially older Millennials who have been in the workforce for well over a decade. Luckily, that means fewer calls from Mom and Dad. But when it comes to younger Millennials and even the generation after them, their folks may still be around for support — much to the chagrin of managers. The challenge Millennials’ parents may overstep and contact a work environment to discuss a feedback session gone wrong, amongst many other things. It comes across as unprofessional, annoying, and inappropriate. Possible cause In many cases, your Millennial employees may not know that their parents are calling. They likely discussed the situation with their parents, asked for advice, and may be seeking a solution, but the parents took it upon themselves to help solve the problem for them. Your Millennial employee likely didn’t set his parents on you like a pack of Rottweilers. The remedy Consider some damage control and prevention before griping about meddlesome Boomer parents. Thank the parents for their interest, but let them know you need to speak directly to their Millennial child regarding anything work-related. Ask the Millennial about the incident. Explain to the Millennial why his parents’ involvement can actually be hurtful, not helpful, to his career. Confront it and move on. Don’t hold the incident against the Millennial or use it as a reason to think poorly about him. Use the close parent-child relationship in a positive way to boost your company’s employer status. Consider creating an environment that welcomes parents to the office in a “bring your parents to work” day. This can be a great marketing strategy. I think my Millennial is about to quit … If Millennials leave an organization, it can likely be traced to the last time that they received feedback. You don’t want that last review session to be the ultimate reason that a Millennial decided to leave the organization. The challenge A Millennial receives a firm review, and rather than planning how to change her behaviors or work, she starts plotting her exit to find a workplace she feels will be more conducive to her growth and career improvement (or hurt her feelings less). Possible cause If Millennials receive critical feedback without a clear structure of how to improve, they’ll feel deflated instead of motivated. If weaknesses are focused on more than strengths, Millennials may be wondering whether they do anything right. What are my contributions? Why am I even here? While other generations wouldn’t have dreamed about leaving their job without finding another one, Millennials believe that it’s worth it if they don’t have to sacrifice more of their life in a job that makes them unhappy. The remedy Move quickly and swiftly if you want your Millennial to stay: Schedule an informal meeting. Have an honest check-in and provide the option of a follow-up check-in. Give the Millennial the opportunity to give you feedback. Ask whether a clear structure is in place for the Millennial’s growth and improvement (if not, put one into action). If things aren’t going well for you or the Millennial, consider that it may be time for the Millennial to leave.

Article / Updated 10-19-2023

Values-based leadership (VBL) continues the evolution of how we choose to engage in business. It’s the next step in the integration of one of the initial Conscious Capitalism principles: Business is good, noble, and heroic because it provides ethical opportunities for everyone. VBL expands on Conscious Capitalism using a specific, yet customizable, set of values as the platform for norms of doing business with others and internally. Each step in this leadership model leads to an organization that performs at maximum capacity. Within each of the five sectors, specific tasks, actions, and behaviors need to be instituted. This is the starting point of your journey. Here is an overview of what each sector means: Values-Based Principles: There is a difference between what’s implied and what’s expected. Clarity on which principles are selected by each leader for themselves and their organizations is the foundation for the process. Character of Leadership: You’ll hear me say many times that character can’t be faked. It can be evolved and directed in more constructive ways, but it’s not something you can fake, not for long. It is who you are. On our journey, I’ll show you how, where, and why you need to expand on who you are to become the leader others really need and want right now. Building an Environment of Trust: This is the part of your company culture that’s crucial — without it, you’ll fail. Trust in the leadership, one another, and the path you’re all on together will determine how productive your teams will be. Simply put, if they don’t trust you, they most certainly won’t follow you, at least not wholeheartedly. Employees Engaged: Either they’re part of the process and the organization’s success, or they aren’t. Your willingness to invest in them will speak volumes to them. That investment comes in a variety of applications, such as training, development, benefits, perks, and simply making them part of the process. Performing at Maximum Capacity: The first four elements bring us to this point. Let’s reverse the thought process. Engaged employees who are actively involved in the company’s success are working from a place of trust. They are all in. This was achieved because the leader has led by example with clarity, consistency, and empathy. People love working with people who they truly believe have their best interests at heart, and not just the bottom line. So, are you in? Your reaction to the top-level view will tell you a lot about your own capacity to evolve, change, grow, and adapt. What’s your willingness level at this point? Rank it from one to five. One means “I’m really not interested at all.” Three means, “You’ve got my attention but I’m not sure,” and five means, “I’m all in.”

Article / Updated 10-19-2023

Sometimes staying the course and holding steady are great. But at some point, everyone must upgrade their systems, thinking, and ways of being to continue to be viable. There’s a concept in nature called bifurcation. Bifurcation is a process that nature takes to renew itself. Usually it involves a disruption or inflammation that precipitates a split, a morphing into two. For example, deep forests are prone to fires. Within the forest are types of trees, spores, and other flora that require excessive heat for them to reproduce. With fire, they grow and multiply. Without it, they rot and die. One branch of possibility becomes life-affirming as a result of the disruption, and the other (without the disruption) could lead to the species becoming extinct. When you apply bifurcation to business, you see that normal disruptions happen, and as a result — for example, the market crash in 2008 or massive corruption scandals — the system is forced to make a choice: review, reflect, and enact change, or do nothing at all, as illustrated in the figure below. Doing nothing often results in the company petering out into extinction. Many companies and their leadership have taken this route. Not all disruptions or course corrections are a result of such large issues. Consider the following as potential signs that a change is needed in the leadership approach: Excessive competition: While competition will occur, overly aggressive and destructive or disruptive behavior will crumble teams. The attributes and principles of values-based leadership become the remedy. Exclusions and exceptions: Creating an environment where only some people need to follow the rules disrupts the level playing field of fairness where everyone has access to opportunities. Excessive gossip and rumors: These are key indicators that there is a lack of communication and lack of trust seeping into the organization. Team failure: Teams fail to work together to reach their goals. Us versus them: When teams, managers, and leaders are pitted against one another, progress is inhibited. Employee turnover: High levels of turnover create gaps in wisdom and continuity in the organization. The decline of trust and motivation: These elements create the foundation where people work together for the greater good of all involved. Lack of ownership: Leaders and employees who aren’t tapped into the vision, mission, or purpose for the organization’s work create apathy. Stagnation: Lack of innovation in processes, problem solving, products, services, production, sourcing, and technology causes a great deal of frustration for employees. When the decision is made that something must change, which is where you may be in this moment, the next step is to conduct a review to determine how to course correct and then roll out adaptive action and rewrite the future. You may be on a course that’s not sustainable. People may begin walking away from the company, or apathy may continue to weigh down progress. In your heart, you’re probably thinking, I just need to give this one more shot before I walk away. Or: This place has massive potential, but things have to change. What’s scary is when leaders either refuse to see they have a problem or don’t care enough to make any changes. That, inevitably, leads to extinction — dismissal of leadership and potentially the failure of the company. You make the choice to grow, change, and adapt and create a brighter future — or not. To make this choice, you need to be a leader who is open-minded, ruthlessly self-aware, and willing to look at the truth of your results. You also need to be savvy enough to understand that the world of business is changing. Will you keep up or be left behind? Although remnants of the old, establishment way of operating linger on, a more progressive view of business has taken hold. Already, leaders of today are required to deploy a more comprehensive set of tools that go well beyond a technical skill set and a lofty education. Empathy and awareness are being added to leaders’ skill sets. So-called “soft skills” are no longer considered intangibles. They’re a big component of why people will want to work for you and with you, and why they’ll aspire to follow the leadership image you provide for them. The use of self-reflection is important to gain insight into yourself and your motivations. You must consider what it will mean for you to operate in a “we” rather than “me” environment. Reframing how to view business differently sets the foundation for your journey: Is what I’m doing about me — or about them? Who is this serving — me or them? Am I setting up a culture that evolves around me — or around us? You have to assess the selflessness of your leadership. You’ll need to make decisions that affect the whole. Knowing which course to take may become murky but be sure that you’re thinking of the whole — the we — of the organization. When it gets into me territory, you’re in trouble. Everyone has a survival mechanism that’s designed to look out for number one — to protect yourself. But when it comes to your leadership role, we must always be part of the equation.

Article / Updated 10-19-2023

In the context of creating presentations, I compare understanding your audience to many of the courtroom scenes you’ve viewed in the movies and on TV. During the trial, attorneys pose leading questions they know will impact the jurors as they intend. They can do that because they’ve had the opportunity to get to know them beforehand through questioning. The attorneys can relate stories aimed at strengthening their clients’ cases to sway the jurors. The jurors become the heroes because they (presumably) reach a fair and equitable judgment. The selection of jurors can contribute to winning or losing the case even before it’s even tried. Let’s relate this to presentations. As you are beginning to create a presentation, of course you won’t select your audience, but the same principle of knowing them applies in order to have a winning presentation (for them and you). When you fill out the Start-Up Brief (see the figure below), you learn all you can about your audience so you can target stories and the entire presentation toward the outcome you intend, and they’ll leave as heroes. Knowing your audience When people ask the question "how to create a presentation?" or "how to create a PowerPoint presentation?" they're often only thinking about the technical aspects, like how to put together slides. You will need to do that, if there's nobody else to do it for you. However, a flashy PowerPoint or Canva slideshow should not be your goal. It's far more important to focus on the substance of the presentation, and one of the first things to consider about the substance is "who will make up your audience?" The better you understand your audience, the better you’ll be able to craft messages and stories they care about in terms of their interests, level of understanding, attitudes, and needs. Here's more to consider about each of the questions in the Start-Up Brief: 1. What’s the key issue — the one takeaway message I want my audience to remember? Your audience won’t remember everything you say or show. What’s the one message you want them to remember above all else? This is like an earworm. If you haven’t heard that term, it’s a tune you hear that plays over and over in your head that you can’t seem to shake. What do you want your audience’s earworm to be? What should they do? Think? Feel? Learn? Condense the key message into one sentence. Until you can do that, you won’t be focused. Imagine you have just one minute to get your key issue across clearly. What would that message be? 2. Who’s my primary audience? Why is it so easy to communicate with friends or close colleagues? Because you know them. You know their preconceived idea, level of expertise, probable reaction, and so forth. The same theory applies to your audience. Understand who they’ll be and whether they’re attending by choice. There are so many types of audiences you may encounter. Here are just a few: Peers or subordinates Senior-level managers Middle-level managers Technical or non-technical Internal to your company or external Competitors Buyers Merchandisers Sales associates Customers (new and/or potential) Customer service When you create presentations, it's helpful to determine the demographics of your audience prior to presenting. While there are limits as to what you can learn, on occasion it’s apparent. For example, if you’re addressing a technical group, you can assume that most are young, educated, and tech savvy. If the makeup of your audience isn’t apparent, here are a few things you might try: Conduct surveys, questionnaires, or interviews with the event organizers. They may have knowledge of job titles, industries, and even a breakdown of age and gender. Survey the audience before the event. Ask what they hope to do, think, feel, or learn as a result of attending. Also inquire about their knowledge of the subject matter, organizations they belong to, volunteer activities, and so on. Tap into social media. If you have access to the event's social media accounts, check out who’s following or engaging with them. Observe the audience and conduct informal conversations before the presentation starts. 3. What does my audience need to know about the topic? Please pay attention to the words need to know. Too often we give too much or too little information. For example, if you’re discussing a specific aspect of genetic engineering but your audience isn’t familiar with basic genetics, you’ll have missed the mark. On the other hand, drastically underestimating the audience’s knowledge may result in a presentation that sounds condescending. For a mixed audience, consider reviewing important key terms and concepts so everyone starts with baseline knowledge. Here are some things to think about: Does your audience have any preconceived ideas? Are there any barriers to their understanding (language, cultural, technical, or other)? Will there be any resistance? Will there be any adversaries? Will you have supporters? 4. What’s in it for my audience? Have you ever listened to WIIFM? The answer is “yes,” you listen to it all the time — What’s In It For Me? Whenever you listen to something, you unknowingly ask yourself, “Why should I care?” On the job, you might ask if this an opportunity to look good to superiors, make your job easier, solve a problem, or learn a new skill. If you didn’t care, you wouldn’t be listening. Dial in to WIIFM to make sure you understand what’s in it for your audience. Dig deeply. For example, if you’re teaching them a new skill, will it impact their job performance? Help them look good to management? Ultimately get them a pay raise or promotion? You don’t want anyone sitting in your audience waiting to find out what’s in it for them. Let them know right up front. 5. Does my presentation need a special angle or point of view? Managers typically need the big picture to make big decisions. The lower down the chain of command, the more details may be needed. Technical people want all the details. Salespeople need benefits. Potential customers want to know why they should select you. When presenting to hybrid audiences, key phrases may be: I’d like to take a few minutes to make sure we’re we are all up to speed on the three key aspects of [topic]. The crux of the matter is … The big picture is … Let me give you some examples … In practice this means … 6. What will my audience’s reaction be toward the topic? Positive? Neutral? Negative? You may not tell people what they want to hear, but you must tell them what they need to hear. What will their reaction be? Positive? Neutral? Negative? If you’re not sure, ask yourself the following questions: Are you disputing existing data? Will you create more work for them? Are they attending by choice, or were they forced (strongly urged)? Are they interested in the topic? Will your information come as a surprise? What is their relationship with you and with each other? How will the presentation help them perform their jobs better? What are the most interesting parts of the topic? How much will the audience know about the topic? Which audience members may be more/less interested? The following are suggestions for positioning positive, neutral, or negative topics: Delivering a positive or neutral topic: When your audience will be positive or neutral, use the BLUF (Bottom Line Up Front) approach. Your presentation isn’t a joke where you need to put the punch line at the end. Tell them what they need to know right at the beginning. We’ve all sat through long, boring presentations waiting to hear the most important part we came to learn — the conclusion or findings. Delivering a negative topic: Strategically build up to your main message. Create a sandwich with good news, negative news, good news. Give reasons why. Offer options. Make lemonade. What is the purpose of your presentation? Whether you think your purpose is to communicate, inform, sell, or whatever, chances are you’re trying to “persuade” someone to do, think, feel, or learn something. Once you realize that most of what you present is to persuade — your message will be “strategic,” not generic. Keep peeling the onion (as the expression goes) because an underlying or unspoken purpose often boils down to money. For example, assume your presentation is to introduce a new corporate initiative. The unspoken message to those who embrace the initiative may be to perform better, look good to their superiors, increase the company’s earnings, or perhaps be thought of more favorably when raises or promotions are due. The takeaway message you’ll fill in on the second blank line (that follows) is the call to action. What do you want your audience to do, think, or feel, or learn? Your intention must be clear in your own mind so you can make it clear in theirs. What’s their call to action? What’s in it for them? Too many presenters don’t get the action they wanted because they didn’t make the expectation clear. To state your strategic purpose and the call to action, fill in the blanks of the following statement: My purpose is to ________________ so my audience will _____________________________________________. Anticipating questions from your audience You may not think of every question your audience may have and need answered, but the following will help you consider as many as you can. They all relate to any or all of the following: What who, what, when, where, why, and how questions will my audience want answered? For practice, let’s assume I’m inviting you to a meeting. There are questions you’ll undoubtedly have when you receive the invitation, such as: Who else will be there? What is the agenda? When will the meeting be held? Where will it be held? Why am I being asked to attend? How can I prepare and contribute? There are two sets of questions to think about when preparing a presentation: Column 1: Questions to ask yourself to prepare your presentation. Column 2: Questions you anticipate the audience will ask that you should include in your presentation or be prepared to answer. Prepare two columns with who, what, when, where, why, and how. The following table provides some possibilities to consider. Delete the questions that don’t pertain to your presentation and add your questions that aren’t listed. Questions to Ask When Preparing for a Presentation Your Questions Audience’s Questions Who … ...will be supportive and make supportive comments? ...will be adversarial and make combative comments? ...may feel threatened by my recommendations? ...is my contact person for logistical and other issues? ...should I bring in as a subject matter expert? ...is responsible? ...will be impacted by the change? What … ...are the major concerns of my audience? ...can I tell or show to help them address those concerns? ...stories can help them remember key points? ...do they know about the topic? ...is my relationship with them? ...obstacles may I encounter? ...discussion points should I encourage? ...tough questions should I expect? ...are the alternatives? ...are the advantages and/or disadvantages? ...are the next steps? ...if we do nothing? When … ...is the best time to deliver this presentation? ...should I distribute the handouts? ...does this take effect? ...do you need a decision? Where … ...can the audience get more information? ...can I get more information? ...will the funding come from? ...can I get more information? Why … ...is the audience attending? ...was I chosen to make this presentation? ...are you recommending this? How … ...much time should I spend on providing background? (Do they need any background?) ...will I open/close the presentation? ...does this relate to the strategic impact on the organization? ...will we measure success?

Article / Updated 10-18-2023

Whether presentations are live, virtual, or hybrid, they’re one of most effective business communication tools of our time. Strong presentation skills are a hallmark of strong leaders and people who aspire to become leaders. When you want to be seen as a subject matter expert (SME) or knowledge source, a presentation can showcase your skills and potential. So, how can you create and deliver engaging and effective presentations? Through storytelling. This article is about how to find stories to incorporate into your presentations. How to create stories for a presentation Before you create a presentation, think about how you can create stories. Open your eyes. Open your ears. Open your mind. Stories are all around you. The key is to be aware and pay attention to your life and the lives of others. Be curious. Look about. Observe with all your senses. Try new things. Take up a new hobby. Explore different places. Talk with people. Ask lots of questions. Everyday life offers an endless plethora of experiences — all of which are potential stories. Some of the best stories come from just being around people. Schmoozing at networking events. Drumming up conversations at dinners, meetings, and conferences. Even chatting with strangers standing behind you in checkout lines. For example, I was on a long checkout line several years ago and started a conversation with a guy standing in back of me. He wound up being one of my best clients. Serendipity! The more people you speak with — especially people with jobs and backgrounds different from yours — the more stories you’ll find and the more interesting your life will be. Becoming an active listener Active listening is a communication skill that involves going beyond simply hearing the words someone else is saying, as you see in the figure below. It will have a positive impact on your business and social relationships. Active listening can also harvest some interesting stories. When I'm talking with people in my workshops about how to create a story for their presenting, people often share their own stories. The following story was shared by someone during one of these workshops. I’m glad I was listening with my ninja ears because it’s a winner. I made a note of this story to use at an appropriate time! Story: Several years ago Nora attended my email workshop. She told the group of a very embarrassing situation. She’d sent an email to several hundred coworkers. In her rush to leave the office after working late, she didn’t proofread carefully and wrote that she was pubic relations director, instead of public relations director. She learned of her mistake when she reported to work the following morning. Oops! I filed the story away for future use. It has provided a great introduction on the importance of proofreading everything. How and when I use it: When I get toward the end of the writing workshop and discuss proofreading, I tell the story of Nora, the hapless PR director. I don’t use the word pubic because I want the audience to use their imaginations. I merely say … and she left the l out of public. Think about that for a moment. People think momentarily, then chuckles start. Of course, I don’t mention her name or company, but the story proves a valuable point about the importance of proofreading — everything. Part of the process of creating an engaging presentation is storyboarding. Learn how to create a story board and all the other aspects of creating engaging, effective presentations in my book Storytelling in Presentations For Dummies. Honing your skills of observation "How to create a story" for your presentation might be weighing on your mind. But stories are all around you. We often go about our days on autopilot, not noticing what’s around and in front of us. By consciously observing our surroundings, we can grow our awareness and flex our noticing muscles, thereby perceiving the world with higher resolution, detail, and clarity. Story: I was stopped at a red light and noticed a sign posted on a poll. In large letters it said, MISSING DOG. Underneath was a small picture and some text, neither of which could be seen by passing in a car. The poster completely missed the mark. Had the owner put a larger photo of the dog and the type of breed in large print, passersby would have known what kind of dog too look for. For example, MISSING DALMATIAN, would have told passersby immediately the breed of dog to spot (pun intended). How and when I use it: During my writing workshops I focus heavily on creating robust headlines. I tell the missing dog poster story to emphasize the importance of delivering key information at a glance. Here’s the difference between a strong and a weak headline. Strong headline: Status report indicates 2 percent rise in sales Weak headline: Status report Noticing when an experience sparks a reaction When you have a reaction to something that happens or a reaction to something you hear or see, that could be fodder for a story. Whether it’s funny, scary, heedless, upsetting, informational, negative, positive, or whatever, it may have story potential. Story: I was sitting at my computer a little over a year ago writing a book. An email popped up on my screen from my friend Pam asking me to meet her for lunch. That message sparked such a strong reaction that my heart skipped several beats. Why? Pam had died six months earlier after a long bout with cancer. Her message must have been floating in cyberspace, and she probably wondered why I never responded. How and when I use it: During my email workshop, I relate this story to convey how you should never assume someone received your message. Emails can get lost, wind up in the recipient’s spam or junk folder, get blocked by the server, have an invalid address, or who knows what else. If you don’t get an expected reply within a reasonable amount of time, either send another message or (better yet) phone the recipient. Noting when you (or someone you know) beat the odds You can create your own story out of an experience in which you “just knew” that you (or someone else) couldn’t do something. It was too difficult, too strenuous, too farfetched, too whatever. Discuss how you (or someone) wouldn’t take “no” for an answer but kept on plugging away. Story: Before I got my first book published eons ago, I sent manuscripts over a period of several years to dozens of publishers and got dozens of refusals. I had read that writers have a better chance of getting struck by lightning than getting a book published. However, I believed in myself and refused to give up. After several years of getting one rejection after another, I finally got a “yes.” I’ve had 25-plus books professionally published. How and when I use it: I host a writing group for seven other people; we call ourselves the Scribe Tribe. They aren’t professional writers, yet they’re wonderful scribes. I’ve reminded them of my long journey to getting published as I encourage them to submit their work. Many of them started submitting their work (and after many rejections) have gotten articles published. One even published a book. I’m so delighted that my experience of beating the odds has inspired them. Drawing upon what you’ve read The stories we heard as kids taught us many lifelong lessons: Laugh at your mistakes; be a true friend; make yourself heard; there’s no place like home; you can’t always get what you want; everyone has a special gift; pick your battles wisely; be a good sharer; good things come to those who wait; and so much more. As adults, our stories aren’t that simple and they don’t necessarily start with “Once upon a time.” But the stories we opt to share will instill valuable teaching and learning lessons. In addition to your own stories, you’ll find stories in newspapers, magazines, and on social media. When creating a story, a presenter should feel comfortable telling other people’s stories, as long as they give credit where credit is due. Here are two examples I include as a contrast: Story example 1: When the Affordable Care Act (also known as ACA or Obamacare) was enacted in 2010, it was several thousand pages long. (The numbers vary depending on which site you look at, but it was veeeeery long.) The frightening truth is that our representatives routinely vote on huge, complex bills without having read anything more than an executive summary. This isn’t a political statement. Most reps admit they never read more than the summary in the ACA, and the same is true for many other lengthy bills. Now, contrast that with the United States Constitution, often called the supreme laws of the land. It’s only four pages long. Story example 2: One of the shortest letters ever written was from Cornelius Vanderbilt, (business magnate who built his wealth in railroads and shipping). It read, “Gentlemen, You have undertaken to cheat me. I won’t sue you, for the law is too slow. I’ll ruin you.” (19 harsh words) How and when I used them: I make reference to these two examples when I’m presenting the workshop segment on keeping it short and simple (KISS) while stressing how to find a good balance and using tact. In all writing and speaking, include what’s necessary and ditch what’s not. Avoiding story overload and clutter Storytelling is like salt. If you don’t include any, the dish is bland. If you include too much, you ruin the dish. Just the right amount makes for a delish dish. So, how many stories should you tell? There’s no magic formula, but there’s one constant: Space stories out so audiences have time to absorb and reflect on each one. Here are some guidelines: If your presentation brings together many different layers, such as scientific data, evidence, or other hard content, interjecting stories makes the data more digestible — somewhat like sherbet served as a palate cleanser between courses. Each story should bring your point to life and transition from one topic to another. Consider a solid story for each major section of your presentation. However, don’t include a story for the sake of telling one. It’s better to tell no story than tell a weak or irrelevant one. If the presentation is less than a half hour or it’s to share one specific idea, one story should suffice. Tell it near the beginning of your presentation to engage the audience. If the purpose of your presentation is to describe (for example) how people from different walks of life have benefited from a situation, you might think of sprinkling stories in two or three places. Referencing your opening story at the end is a really great way to tie the presentation together and lead into your call to action. Regardless of how many stories you tell, cut the clutter. This relates to anything that doesn’t increase understanding, such as inconsequential facts or figures. Remember that not all data are equally important. Ask yourself what you need to express the essence of your message and eliminate what’s not relevant. As Blaise Pascal (French mathematician, physicist, inventor, and philosopher) famously said in the 1600s, “If I had more time, I would have written a shorter letter.” Make sure to use the most current facts, figures, and statistics because data can change quickly.

Cheat Sheet / Updated 10-05-2023

Accountants keep the books of businesses, not-for-profits, and government entities by following systematic methods of recording all financial activities. If you invest your hard-earned money in a private business or a real estate venture, save money in a credit union, or are a member of a nonprofit association or organization, you likely receive regular financial reports. You should read these financial reports carefully, but if you don’t — or if you do but don’t understand what you’re reading — this Cheat Sheet can help you understand the language and necessity of accounting.