The messaging of an idea... solutions and problems — PART 3

As Renée Cormier and I continue to dig deeper into "The messaging of an idea" (which I might add Jerry Fletcher called an arduous task), we have been spending a fair bit of time discussing and debating how to approach it — because as Jerry suggested it's a big and meaty topic. I'm of the mind set that we build our efforts organically using our original posts, incorporating our ongoing discussions, people's thoughts and insights, as well as any comments that come our way. I think the jury is still out as far as Renée is concerned. 

In a recent discussion, the point about not letting an idea be a "solution looking for a problem" came up — and somewhere in the discussion Renée asked, "What do you do when your solution has problems?". She then reached for a blue sticky note in her bag, wrote on it, and stuck it on my computer. Triumphantly she said, "There... there is your next blog topic". 

 

"What to do when your solution has problems?"

I am almost certain someone, somewhere, is thinking that it can't be much of a solution if it has problems right out of the gate. Although that may be true in a perfect world, in the real world there are two truisms that you need to consider — there is no such thing as perfection and there will always be problems (some big and some small). 

Recognizing this, there are two considerations that come with this question... one has to do with messaging and the other does not; although it does influence the messaging of your solution (aka idea).

Understand the problems that are associated with your solution —

Although this is not directly associated with the art and science of messaging your solution, it does influence what you have you say, as well as how you are going to say it. It is extremely important to understand the problems that will impact how you will make your solution a reality — and I will say it is much easier said than done. It's crucial to look at your solution as objectively as possible, understand its strengths and opportunities, and understand its weaknesses and PROBLEMS. There are two outcomes in doing this: 

• An understanding if your solution can really solve the problem.
• A prioritized list of the problems your solution has to work through (from biggest to smallest).

In doing this you will — 1) determine if your solution is viable and 2) identify (and understand) the problems you need to work through for the best solution.

As I say, this can be very difficult to accomplish when you look at your solution in the cold, stark, light of reality — we humans are notoriously optimistic and sadly this has given birth to the saying, "He's living in a fantasyland".

Messaging a solution that inherently has problems (and they all do) —

"Be honest and transparent — full stop".

I suppose I should elaborate a little. It is always best to lead with the strengths and opportunities associated with your solution, and of course minimize your weaknesses and problems — that's just good "selling". This is not to suggest that you should ever misrepresent yourself, but rather acknowledge this is an aspect of managing how you present the problems that come with your solution.

It is important to do two things here : 

• Without apologizes, be clear what the problems of your solution are.
• More importantly, have a plan to overcome any major problems (and if you can't, see above).

Oh, and something else...

When you are actually presenting your idea (and solution) make sure you listen to what people are saying, the questions they have, and the challenges they make. Your audience is not just trying to understand what you are saying, but experience has shown, also try to help solve the problems your solution may have.

And one last point since I'm on a roll, and it's a very important one — if you ever find yourself saying "they don't know what they're talking about" after your presentation, then there is a very high probability you are living in a fantasyland.*

Just sayin'.

iamgpe

* I know this to be true because I've heard it said before.

The anatomy of presenting a plan...

If you are in business (or any organization for that matter) you may find yourself presenting your plan to someone (or many someones) — in fact it may start with something that sounds like this...

"We really want to step change the business so I want you to develop a plan and present it to me and the team in a month — and to stimulate your thinking this is the stretch goal I want to hit next year <insert big goal>. You will have an hour to present. 

Let me know if there are any questions and I look forward to your presentation - see ya."  

As you shake your head at the supposed "stretch goal" — you then get down to work because the clock is now ticking and a month goes very quickly. 

Although I appreciate there are many ways to present I will go out on a limb and suggest most leaders are looking for a slide deck with someone presenting at the front of the room or at the very least on a webinar. With that said, I present to you the anatomy of what I believe to be an effective presentation to get your point across, and more importantly, get buy-in.

The First Slide —

This is the title slide which indicates what your presentation is about and who you are. Don't assume that everyone who is listening knows who you are.

The Second Slide —

This slide sets the tone of your presentation and frames up the three things that the presentation is about: 

Your Vision — a statement that looks into the future at least three years and defines a desired future state of what your plan is working to achieve.

Your Goal — In the largest font you can afford, show the financial goal you are working to achieve with the plan.

Your Strategies to achieve your goal (no less than three and no more than three) — a long term plan of action designed to achieve your goal. These strategies are prioritized in order of impact on the goal

The Third Slide — 

The Revenue Walk

This is the slide where you connect your vision and strategies with the financial goal. The objective is to offer a visual perspective as to how you will achieve your goal, set priorities, and engage the audience. Also be warned this is the first slide your audience my attempt to "hijack" your presentation... meaning the audience may try to take you off your "script".

 

The Fourth, Fifth and Six Slide —

Strategies

This is where you present the three strategies in order of priority — one strategy per slide. Each strategy is explained and includes what is needed to make it happen in terms of structure, staff, systems and process, skills needed, and how the strategy will be executed.

The Seventh and Eighth Slide —

Organizational charts

The seventh slide is the current organizational chart (current state) and eighth slide is the required organizational chart (future state). This visualizes the team that is needed to support the three strategies, and drive to the goal (which I remind you started this whole thing). Remember (and this is a truism) — people are everything, and nothing gets done without them.

The Ninth Slide —

Situation Review

This slide offers an overview of the situation that the business operates in. This slide offers insight into the market, market share, current performance, competitive situation, and other considerations that are relevant to the goal and strategies. 

The Tenth Slide —

The SWOT

The SWOT analysis highlights the Strength, Weaknesses, Opportunities and Threats relevant to the organization and the business situation. Strengths and Weaknesses tend to offer an internal perspective, while Opportunities and Threats offer and external one. This slide is best represented with four quadrants highlighting the appropriate strengths, weakness, et cetera. 

The Eleventh Slide —

People

This is the people and performance slide that identifies the people, their performance, and their potential. 

A nine quadrant grid with PERFORMANCE along the x axis and POTENTIAL along the y axis — this allows you to stack rank people from Consistent Star to Talent Risk, and then everyone in between. This helps with honest (and respectful) discussions to help develop people up or out of the organization.

The goal of slides nine, ten and eleven are to create a clear picture of the foundation you are building your strategies and future structure on.

The Twelfth Slide — 

Resources and Risks

This is the slide where you summarize the resources needed to initiate your three strategies and ensure they are successful. Resources needed are normally presented in dollar. This is also where you indicate any risks that may prevent you from executing on your strategies and achieving your goal.

The Appendix (and all the other slides) —

Your presentation will at most consist of twelve slides but there is still all of that supporting material that you need handy just in case someone has a question, wants supporting material for something you did (or didn't) say, et cetera, et cetera. This is where your appendix comes in, and feel free to go wild with the number of slides you put there — but remember, they will never actually be part of your one hour presentation.   

Is this the definitive template for presenting a plan?

Of course it isn't...  it's just one of many, but it has proven effective in having someone say, "I like what you are saying...tell me more." Because the honest truth is this is just the start of your plan and there's a bunch more work ahead of you — but as I mentioned, it has proven to be a good way to start.

iamgpe

To present first or last... that is a very good question.

The following is the original and the rewrite can be found by clicking here.

I was at a networking meeting recently that brought ideas and investors together when an important topic was raised, as well as a point of view. 

The Founder and CEO of a successful startup was presenting to the crowd, offering business perspectives and advice regarding making your idea a reality. There is no doubt he has a long runway for success, and his advice and perspectives were "spot on" until the inevitable happened; you know... you are listening to a presentation and something is said that you disagree with.

As the CEO's was providing some insights, he offered the important advice of ensuring you are the first on the list of presenters, and whatever you do, make sure you are not the "last". Being an instinctive contrarian, I actually think being the last one to present is of great benefit... and so the rub began.

His reasons for presenting first were all very sound:

• You get your thoughts out first and set the tone.
• The audience is all fresh, eager and ready to listen.
• By the end of a long day of presentations, everyone is thinking of little more than just "getting out of there".

A few days after that meeting, I was at an informal retreat and posed this question to a number of experienced business professions who echoed what the CEO said and why. I didn't agree with them either.

I should be clear that I don't disagree with their reasoning, but more with the thinking that being last is a disadvantage. Here is why I see being last as an advantage.

• Even though I am standing between the audience and the bar, I am the "last face they will see".
• Since I know the audience will be tired, influenced by others and have already formed opinions; I will have to deliver a presentation that is so much better than what anyone else has done - Knowing I am already at a disadvantage will challenge me to simply do so much better, be more creative, and figure out how to overcome all the challenges the had CEO mentioned.

There is also one other reason - Sometimes you will have no other choice than be the last to present, so you may as well learn how to get really good at it. 

As that 'ol saying goes, "If you are able to do it in the bad times, just imagine how easy it will be in the good times."

gpe