The messaging of an idea... working with feedback — PART 5

I thought I would stay with the theme of feedback a little longer for a couple of reasons — I received some "solid feedback" on my last blog, and more importantly, the topic of feedback is so important for an idea to flourish and develop, and that of course supports the evolution of the messaging for said idea.

Feedback will impact the idea, the message, and the messenger. 

I think I will begin with the "messenger" because more often than not it's her idea or at least she has drank the "Kool-Aid", and I want to kick this off with some feedback I received at an annual performance review a long time ago — "Graham," the person said, "You get very defensive when you are given feedback". To that, I got defensive. 

I have come along way since then, and although I'm not perfect, I believe I have developed a valid perspective on receiving feedback as the messenger:

• When receiving feedback check your ego at the door and listen to it.
• Do not categorize feedback as good or bad, or right or wrong, or relevant or non-relevant — again just listen to it and capture it for later.
• We are still human and sometimes the first two points are difficult, so let some time pass before you constructively review the feedback.
• You should never dismiss any feedback until you have constructively reviewed it.
• When you are ready to constructively review the feedback revisit the goals, objectives, and strategies of your idea, your message, and your messaging — this ensures alignment and helps measure validity, efficacy, and relevance of the feedback.
• Not all feedback is created equal — not only because of its relevance but also because of where it is coming from. This is the reason we search out domain experts and experience.
• It is very dangerous not to accept feedback because it doesn't align with your current thinking.
• If you keep getting similar feedback from credible sources there is a very high probability they are right, and you, maybe not so much.

With regard to the idea and the message, well that's simple... just adopt the feedback to make your idea and the messaging better. And if you don't, then you are either not finding the right feedback to develop your idea, or you just aren't willing to accept it — either way, your idea is destined to never go a far as you would like (if anywhere at all).

And regarding the feedback on that presentation in my last blog, I reviewed it with the Principal of Takota Asset Management using the same lens as above, and he's incorporated the feedback into future videos where the alignment makes sense with his strategy, objectives, and resources. 

The feedback (and the process) was greatly appreciated I was told,

iamgpe

The messaging of an idea... feedback — PART 4

As Renée Cormier and I continue to work our way though "The messaging of an idea" (in an attempt to offer perspective and build discussion to get really good at it) I received a comment on my last blog post.

Lisa Gallagher had offered some perspective on presentations and mentioned she had hoped I would have offered an example of a "good one" — due to confidentially agreements and sensitivity to people's privacy it is actually easier said than done. Recently though I was speaking to an associate of mine and he had no issue with me using one of his recent presentations as an example. He is always looking to promote his business, expand his social media strategy, and is always looking for feedback (which it seems scores a solid 20).

What I am including here is a video of the presentation, which does move the conversation from simply about the format and structure of a PowerPoint slide deck to something bigger —

• How is the presenter using the slide deck?
• How are his abilities as a speaker?
• What is the utility of using a PowerPoint slide deck for a video
• What about the video itself
• Et cetera...

The Presentation —

To Lisa's original request, if you want to consider the slide deck itself it would be best to mute the video and follow the presentation through from beginning to end — overall I think this is a rather "tight" slide deck that tells a story, identifies the important points for consideration, and it isn't much of a leap to envision the narrative of the presenter.

But of course a slide deck does need a presenter, and this expands the considerations for optimizing the messaging of an idea, and starts to scratch at the modes (channels) that can be used to that end —

• What the presenter says and how he says it.
• Considerations as to when you expand to different modes of messaging.
• Managing your resources to get the most you can without compromising your message.
• Is what you are doing aligned with your strategy?
• Et cetera...

In the end thought it's just a PowerPoint deck, and although it has lots of utility, messaging an idea is much more than simply having a slick, tight, PowerPoint presentation, and presenter.

And now to the point of all of this (other than getting Lisa her slide deck example), which is the importance of getting constructive feedback; something needed to progress your idea. Feedback is how you pressure test your idea (or whatever you are presenting) to ensure it can withstand the real world. That feedback is then used (in context with your objectives and strategies) to ensure your messaging is exactly what you want (or need).

Having given Renée a heads up that a simple question would be coming her way, I will ask it now — "So Renée (and anyone else for that matter), can I get your thoughts on the presentation and the video, as well as your constructive feedback?" 

There is courage in asking for feedback, and it is important to appreciate two things in doing so —

1) There is never any growth without feedback.

and

2) “It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.” —Teddy Roosevelt

iamgpe