just talk about your business

A tiny but pivotal moment in IBM's legendary turnaround reveals a better approach. Lou Gerstner was new to his post as CEO and had invited Nick Donofrio, one of his executive leaders, to speak at a state-of-the-company meeting. Gerstner recalls, "At that time, the standard format of any important IBM meeting was a presentation using overhead projectors and graphics on transparencies that IBMers called - and no one remembers why - 'foils.' Nick was on his second foil when I stepped to the table and, as politely as I could in front of his team, switched off the projector. After a long moment of awkward silence, I simply said, 'Let's just talk about your business.'"

That's what the goal for most presentations is supposed to be: to "just talk about your business." So the next time you have to write a report, give a presentation, or make a sales pitch, resist the temptation to add unnecessary extras. They aren't just a distraction for you; they're also a distraction for your audience. That's why, when I do presentations, I use six slides, with fewer than ten words total. 

There is rarely a need to go that second mile beyond what's essential. It's better to go just the first mile than to not go anywhere at all.

Greg McKeown

Effortless: Make it Easier to do what Matters Most. Random House. 2021. p. 120, 121

knack for simplifying ideas

Roosevelt’s knack for simplifying ideas grabbed the attention of the press and public. He was the first president to summarize his entire legislative agenda in three words: “The Square Deal.” It meant that government should pursue a fair playing field for corporations and the wage worker, the rich and the poor. In 1905, The Washington Post called Roosevelt’s explanation “entirely plain and understandable.”

 

Carmine Gallo

Public Speaking Secrets That Made Four U.S. Presidents Influential Leaders by Carmine Gallo. Forbes. February 21, 2022. 

a ferocious reader

Storytelling played a role in the formative years of Theodore (Teddy) Roosevelt. Roosevelt became a “ferocious reader,” writes Goodwin. Books transported Roosevelt into “the lives of the adventurous heroes he most admired.”

Roosevelt once said that leaders in every field need to understand human nature. The best way to know how people feel is to read the works of “great imaginative writers,” he advised. 

Roosevelt’s love of reading and history would work to his advantage in helping to reach a peaceful solution during the six-month coal strike of 1902. By understanding the deep history of distrust between labor and management that had sparked the rebellion, he was able to empathize with everyday people and communicate with them plainly and simply. 

Carmine Gallo

Public Speaking Secrets That Made Four U.S. Presidents Influential Leaders by Carmine Gallo. Forbes. February 21, 2022. 

the lead to the story

Charlie O. Simms taught a journalism 101 class in Beverly Hills High School. He started the first day of the class Nora Ephron attended much the same way any journalism teacher would, by explaining the concept of a "lead." He explained that a lead contains the why, what, when, and who of the piece. It covers the essential information. Then he gave them their first assignment: write a lead to a story. 

Simms began by presenting the facts of the story: "Kenneth I. Peters, the principal of the Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new teaching methods. Among the speakers will be anthropologist Margaret Mead. college president Dr. Robert Maynard Hutchins, and California governor Edmund 'Pat' Brown."

The students hammered away on their manual typewriters trying to keep up with the teacher's pace. Then they handed in their rapidly written leads. Each attempted to summarize the who, what, where, and why as succinctly as possible: "Margaret Mead, Maynard Hutchins, and Governor Brown will address the faculty on...", "Next Thursday, the high school faculty will..." Simms reviewed the students' leads and put them aside. 

He then informed them that they were all wrong. The lead to the story, he said, was "There will be no school Thursday."

"In that instant," Ephron recalls, "I realized that journalism was not just about regurgitating the facts but about figuring out the point. It wasn't enough to know the who, what, when, and where: you had to understand what it meant. And why it mattered." Ephron added, "He taught me something that works just as well in life as it does in journalism."

Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.73,74

technical debt

Companies all over the world are embracing digital transformation — the use of new (or already existing) technological capabilities — as the means to better work with their customers, distance themselves from (or keep up with) their competitors, and connect various aspects of their businesses. But to succeed in this endeavor — or even to simply get the most from their current tech — they must rid themselves of a heavy burden: technical debt. Put simply, technical debt occurs when you choose an imperfect short-term solution that will require a more substantial fix later, and includes disparate systems, added software to accommodate them, and added effort to work around them.

Because technical debt is the result of shortcuts — choosing quick fixes over a long-term investment — it causes plenty of problems in the here and now. It adds enormous friction any time people need to coordinate work together across silos. There’s also the ongoing expense to exchange data between systems; the unquantifiable costs associated with being slowed down by your systems, whether you’re in the midst of digital transformation or responding to a competitor’s move; and the price you must eventually pay to redesign and simplify systems. And technical debt and its costs compound over time.

At first blush, executives may dismiss technical debt as the province of their IT departments. That conclusion camouflages the root cause of the issue, however. In truth, technical debt stems from the way the businesses are structured, and how departments develop their own systems and languages for getting their work done.

Effective Digital Transformation Depends on a Shared Language, by David C. Hay, Thomas C. Redman, C. Lwanga Yonke, and John A. Zachman. Harvard Business Review. December 14, 2021

the big idea

When you start telling a story to a friend or colleague, you automatically start thinking about all the different pieces you want to remember to share. Companies often take the same approach in their marketing and fill their story with as many features, benefits, and cool bits of information as possible.

Unfortunately, when you try to tell someone everything, they end up remembering nothing. That’s why the big idea is so important. It’s the heart of your brand strategy: the one concept or idea you want people to remember. It’s even more powerful when that one thing differentiates your business from your competitors.

Ward Andrews

"The Power of Storytelling," Drawbackwards Blog. April 18, 2017

eliminate the unnecessary

The ability to simplify means to eliminate the unnecessary so that the necessary may speak.

Hans Hofmann

As quoted in "How to simplify your presentation without dumbing it down," by Olivia Mitchell. speakingaboutpresenting.com. Accessed on April 30, 2021

finding the core

The Heath brothers in their seminal book “Made to Stick” defined simple in this way:

“What we mean by ‘simple’ is finding the core of the idea. ‘Finding the core’ means stripping an idea down to its most critical essence.”

The core of your idea is the core of your presentation. Express that core in one simple and specific sentence – I call this the key message of your presentation...

Now let’s look at dumbed down, complex and simple expressions of an idea:

• Dumbed down: “People are our greatest asset.”
• Complex: “Human resource assets are being deployed in the operational environments under maximum pressure in order to impact our customer service benchmarks.”
• Simple: “We’re moving staff to the busiest call centres to make ordering easier for our customers.”

Notice that the last example is both simple and specific.

However, don’t get hung up on ensuring that every nuance and subtlety are expressed in the key message... You cannot include every legal caveat or scientific qualification in your key message – or even in your spoken presentation. Put these into a handout. In some topic areas, there’s a choice between being 100% accurate or being understood.

Olivia Mitchell 

"How to simplify your presentation without dumbing it down," speakingaboutpresenting.com. Accessed on April 30, 2021

4 communication approaches

Effective communications: a combination of four approaches:

1. Leaders who have to tell and retell a story over and over again should remind themselves to approach it with a “beginners’ mind” – and not lose sight of what it’s like to tell and hear the story for the first time. As Alan G. Lafley, former CEO of P&G notes, “Excruciating repetition and clarity are important – employees have so many things going on in the operation of their daily business that they don’t always take the time to stop, think, and internalize.” Paolo Scaroni, who has led three Italian public companies through major change as CEO of Techint, Enel, and Eni, agrees as he indicates the key to successful communications is “repeat, repeat, and repeat… throughout the organization.”

2. Ensure the message sticks by coining and relentlessly repeating language that is simple and memorable. Consider Walmart’s “10-foot rule,” which reminds frontline employees of the company’s customer service aspiration: whenever you are within 10 feet of a customer, look them in the eye, smile, and ask how you can help.  At Microsoft, at the end of every meeting the question is called as to, “Was that a growth mindset or a fixed mindset meeting?” This acts not just as a reminder of the desired shift, but also prompts the act of continuous learning that a growth mindset is meant to manifest. As Willie Walsh, former CEO of British Airways, explains, “The simpler the message, the easier it is to deliver. The simpler the message, the more likely it is to be consistent. The simpler the message, the easier it is to control and manage the communication.”

The language not used can be just as powerful as that which is. When Australian telecommunications and media company Telstra wanted to improve internal collaboration, it banned people from using the word “they” in conversations about other teams and unites to remind employees to work as one organization. Posters proclaiming, “no ‘they’,” like the one below appeared everywhere, and people started to call attention to references to “they” and “them” even in casual conversations.

3. Move from “telling” to “asking.” This has the benefit of also leveraging the “lottery ticket” effect to build ownership. With this technique, even chance conversations can be put to good use. At Emerson Electric, CEO David Farr makes a point of asking virtually everyone he encounters the same four questions: “How do you make a difference?” (to find out whether people are aligned on the company’s direction); “What improvement ideas are you working on?” (to emphasize execution edge health recipe); “When did you last get coaching from your boss?” (to probe on the people development management practice); and “Who is the enemy?” (emphasizing collaboration – the right answer is to name a competitor and not some other department!). This sends a clear message that these issues matter. If employees don’t have good answers for you right at the moment, you can bet they will when they are asked next time. 

4. Ensure the story doesn’t just come from leaders and instead is reinforced through as many channels as possible: speech, print, online, actions, symbols, rituals, and so on. Using multiple channels reinforces the consistent message…. The most progressive two-way communications programs take what’s known as a “transmedia” approach – not just telling the same story through multiple channels but telling different aspects of the story through different channels that all add up to the integrated picture in ways that otherwise wouldn’t be possible to build. 

Scott Keller and Bill Schaninger

Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change. John Wiley & Sons, Inc. 2019

profoundly simple

Understanding evolves through three phases: simplistic, complex, and profoundly simple.

William Schutz

As quoted in Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change. John Wiley & Sons, Inc. 2019 by Scott Keller and Bill Schaninger

addressing popular audiences

It is simplicity that makes the uneducated more effective than the educated when addressing popular audiences.

Aristotle 

Rhetoric.4th century B.C.

find and insist upon our own decent simplicity

We are so caught up in the complexity and clamor of our way of life that we do not realize how much all of these powerful efforts to attract or divert us are a tax on our spirit: they do a double harm, in the triviality of what they offer and the fatigue which they engender, that keeps us from doing something more profitable with our time. Even to screen out that portion of our culture that we do not want becomes an effort of will. Simplicity of life is no longer ours to begin with, as it was in the days of remote farms, and of school lessons written on the back of a shovel. In a world of congestion, shattering noise and an infinity of seductions, we must, in the midst of a carnival, find and insist upon our own decent simplicity.

Thomas Griffith

The Waist-High Culture. Harper & Brothers. 1959. pg.188. As quoted in Overcoming the World by F. Burton Howard. Ensign. Sep. 1996.

provide a vision

In every successful transformation effort that I have seen, the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision always goes beyond the numbers that are typically found in five-year plans. A vision says something that helps clarify the direction in which an organization needs to move.... A useful rule of thumb: if you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process.

John P. Kotter

"Leading Change: Why Transformation Efforts Fail" Harvard Business Review. May-June 1995

great simplifiers

Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.


Colin Powell
"50 Inspiring Quotes on Leadership for Everyone" Time. July 1, 2015

what other decisions can they handle?

[GM CEO Mary Barra said,] “A lot gets set aside when you’re going through a restructuring process, so it was an opportunity to really define our culture. So, brainstorming with the HR department, I said let’s change the dress code. Let’s make it ‘dress appropriately.’

But the HR department ironically posed my first hurdle. They started arguing with me, saying, it can be ‘dress appropriately’ on the surface, but in the employee manual it needs to be a lot more detailed. They put in specifics, like, ‘Don’t wear T-shirts that say inappropriate things, or statements that could be misinterpreted.'” 

“What does inappropriate, in the context of a T-shirt, even mean,” she asked the audience, half-jokingly. ”So I finally had to say, ‘No, it’s two words, that’s what I want.’ What followed was really a window into the company for me.”

After replacing GM’s 10-page dress code treatise with a two-word appeal, Barra received a scathing email from a senior-level director. ”He said, ‘You need to put out a better dress policy, this is not enough.’ So I called him—and of course that shook him a little bit. And I asked him to help me understand why the policy was inept.”

The director explained that occasionally, some people on his team had to deal with government officials on short notice, and had to be dressed appropriately for that. 

“Okay, why don’t you talk to your team,” Barra replied. ”He was an established leader at GM, responsible for a pretty important part of the company, with a multimillion-dollar budget. He called me back a few minutes later, saying, ‘I talked to the team, we brainstormed, and we agreed that the four people who occasionally need to meet with government officials will keep a pair of dress pants in their locker. Problem solved.'”

“What I realized is that you really need to make sure your managers are empowered—because if they cannot handle ‘dress appropriately,’ what other decisions can they handle? And I realized that often, if you have a lot of overly prescriptive policies and procedures, people will live down to them,” she said.

“But if you let people own policies themselves—especially at the first level of people supervision—it helps develop them. It was an eye-opening experience, but I now know that these small little things changed our culture powerfully. They weren’t the only factor, but they contributed significantly.”

Leah Fessler

"GM’s dress code is only two words" by Leah Fessler. Quartz. April 3, 2018.

far more sensible approach

When it comes time to break a horse, the Havasupai have a simpler, far more sensible approach than western cowboys. They lead the horse out to a deep section of the stream, next to a large rock. Then the rider climbs from the rock onto the horse. In the deep water of the creek the horse is unable to buck and put up much of a fight. After a couple of days of repeating this process, the horse is broken and ready to ride.

Greg Witt

Exploring Havasupai: A Guide to the Heart of the Grand Canyon. Menasha Ridge Press. 2010. p.37

so that dialogue flows more freely

Not long ago I spoke at a company meeting about the challenges of complexity in organizations. At one point, I asked the audience members to identify and discuss simplification opportunities in their areas. During the report-outs, one woman described how she and her co-workers spent hours each week on the cosmetics of a particular report to make sure that it looked good when it went to senior management. She went on to say that this focus on style rather than substance was a waste of time. When I asked why she continued to do this, she quickly said that her boss expected it. Her boss was also in the room, and when asked about the report said, “I don’t care what it looks like, as long as it has the right information.”

This kind of disconnect is not unusual. One of the main reasons that employees knowingly continue valueless activities is the lack of candid dialogue between people at different organizational levels. For example, many times I’ve heard people say that their manager is “unapproachable” or “too busy” to talk about changing the way things are done. And while that observation is certainly true in many cases, it’s also often code for: “I’m afraid of my manager’s reaction.” On the other hand, many senior leaders wonder why their people don’t raise issues more proactively. As one senior person said to me, out of frustration, “I don’t know how many more times I can tell them that they are empowered!”

So what does it take to break this logjam so that dialogue flows more freely and spontaneously? Let me suggest two steps:

Take responsibility for the truncated dialogue[, and then] do something about it. 

Ron Ashkenas

"Speaking Up Takes Confidence, Candor, and Courage." Harvard Business Review. 8/23/2011

simple performance review

If we’re doing our job as leaders, a performance review should only be two columns: Column A is what you do great and Column B is what you do not-so-great. Now, here’s how we move things from Column B to Column A.

Interview with Carly Guthrie 

"This is Why People Leave Your Company" First Round Review. Read on 2/24/2016

simplify and focus

Today, most assume that Xbox was somehow destined to be a winner, but having been Microsoft’s chief Xbox officer, I am here to report that its early years were much more like a ship on the rocks than a sloop cutting through the waves.... As I reflect on surviving the near-death Xbox experience, which we turned around using a strategy process called the 3P Framework to create Xbox 360... I would humbly suggest the following...

Simplify and focus. When things are going badly, there is rarely one obvious problem. In fact, the issues are usually more like a giant knot of yarn, rich in complexity with threads running randomly through the organization. To untie the knot, you can’t pull on every part of it at once. Instead, you have to reduce your activities to a few focused efforts that are both urgent and important. As you begin pulling on those areas, more clarity will emerge, and logical next steps will appear. The secret to solving complex problems is actually radical simplicity.

Robbie Bach

"The Big Leadership Lessons I Learned Almost Failing To Create Xbox For Microsoft" Forbes. 11/5/2015

a Twitter-friendly headline

My favorite communication technique is what I call the Twitter-friendly headline. Whenever you launch a new product or service, clearly summarize it in one short sentence, preferably under 140 characters so it’s easily tweeted. Apple executives do this for every product announcement. The new iOS 7 was no exception. Twice in the presentation Tim Cook said, “iOS 7 is the biggest change to iOS since the iPhone.” Now take a look at a few tweets from popular media brands:

     @Mashable: Apple unveils iOS 7, ‘biggest change since the original iPhone.’

     @HuffPostTech: A look at iOS 7, the biggest change to iOS since the introduction of the iPhone.

     @USATODAY: Tim Cook calls iOS7 the biggest change to iOS since the introduction of the iPhone.

The Twitter headline works every time. Create one.

Carmine Gallo

“10 Presentation Techniques You Can (And Should) Copy From Apple's WWDC Keynote.” Forbes. 6/11/2013