Are you guilty of Death by PowerPoint?

I created the ghastly image above in exactly four minutes using the full range of PowerPoint's handy-dandy text, image and design options.  It's an extreme example to be sure but will not be completely foreign to anyone who has worked in an office environment in the past decade.

You may already be familiar with the phrase, Death by PowerPoint, and while there have been no confirmed cases of people who have actually expired while enduring a PowerPoint presentation, workplaces across the universe are rife with stories of people who metaphorically died, or at the very least, stated that they would rather die, than sit through yet another boring slide show. Not surprising when you consider that 30 million slide-driven presentations are delivered every day.

Toronto communicator Eric Bergman tackles the PowerPoint epidemic, its most common symptoms and potential cures, in his new book, 5 Steps to Conquer Death by PowerPoint.  The book chronicles PowerPoint's journey from shiny new software to boardroom staple, examines the underlying assumptions and misconceptions that force us to choose bullets over conversations, and provides guidelines for breaking free of our addiction.  More importantly, Eric goes back to the communications principles behind sharing data of any kind and reminds us that, before assembling any presentation, we need to be mindful of the needs and wants of our audience.  He even includes a downloadable Audience Manifesto that you can give to the next presenter you hire.

I am not a huge fan of PowerPoint but I can't say I hate it either.  I am not a natural presenter and in my experience, there are very few people who are capable of taking the stage and delivering information in a way that is informative, passionate, and captivating all on their own.  I approach public speaking with hours of preparation, weeks of rehearsal and tons of butterflies flitting around in my stomach.  Other people have the confidence to "wing it" but even then, only a few of them can truly pull it off and many of them are just confusing the desire to speak about themselves with the ability to inspire an audience.

When I present to a large group, I like the security of a few slides behind me.  They serve as an anchor to calm my nerves and prevent me from rambling or going over my allotted time.  So, for those of us who perform better with slides as a backdrop, Eric's five-step process helps ensures they augment our words rather than detracting from them.  The five steps are:

1. Put your audience first - Focus on two-way symmetrical communications where both the presenter and the audience have their needs met and there is equality between the information being shared and the questions and feedback from the receivers.
2. Structure the conversation - The spoken word thrives in an environment of storytelling even when you're imparting complicated information
3. Minimize visual aids - Question the value of each and every slide and only include visual aids if they supplement your story.  If possible, use flip charts, props or audience participation to bring things to life.
4. Convey your message and your personality - Every presentation needs a message and a call to action but no one will accept it if you are not personally believable.  Relaxed conversation is your best presentation style.
5. Answer questions throughout - Telling people you'll try to make time for questions at the end suggests they are not important.  If you have 20 minutes to present, plan a 10 minute presentation and make conversation a priority.

I liked Eric's inclusion of scientific research on how adults learn, the impact of body language and how we receive and process information.  Rookie and seasoned presenters alike will appreciate his Basic Presentation Framework which I'll be using to structure my next presentation.

In closing I'll admit that I would challenge Eric's assumption that we choose PowerPoint without thinking and just accept that it's the standard way of delivering information.  This may be the case for some users but most communicators I know agonize about whether slide-based presentations are necessary or useful and regularly question their value.  When I was running a PR agency, we often suggested to clients that we present without slides only to have them insist upon a formal presentation complete with paper copies they could scribble notes on.  Some of them urged us to put as much detail as possible on every slide so they could meet at a later date to review them on their own.

As all agency people know, getting clients to embrace modern approaches to communications is not just a matter of education.  Sometimes you just have to wait for them to come around.  But now I'm thinking that sending them Eric's book as a gift might not be a bad idea.  Thoughts?

Why the World Needs More Introverts

Ponder these questions:
1. Do you prefer one-on-one conversations over group activities?
2. Do you like to express yourself in writing?
3. Do you tend to think before you speak?

If you answered yes to all of these questions, you just might be an introvert.  Maybe you already suspected this.  Maybe you know it but have spent a lifetime trying to pretend you're more extroverted than you actually feel.

Why would you do that?  Maybe it's because North American society dramatically undervalues introverts and as you traversed from elementary school to college to your first job, you might have learned that your introverted tendencies were something you needed to hide, fix or deny.

I've always known I'm an introvert but thanks to Quiet: The Power of Introverts in A World That Can't Stop Talking by Susan Cain, a New York Times bestseller, I now have a better understanding of what that actually means.  Many people assume that introverts are shy, withdrawn and even antisocial while extroverts are loud, friendly and gregarious.  While these things may be true of some people, the truth is more complex.

For example, one of the main differences between introverts and extroverts is simply that extroverts can handle more sensory stimulation.  Loud music, roller-coasters, crowded streets or an animated group discussion don't bother the extrovert and in fact, they energize him.  If an introvert is exposed to these same things, she is thrown off-balance and, after a period of time, she feels over-stimulated, begins to shut down and is desperate to escape to quiet surroundings.

Consider public speaking.  Most introverts are terrified of speaking in public and experience a variety of mental and physical reactions to it.  These include sleepless nights, elevated heart rate, excessive sweating, shaking, vomiting and even fainting on the way to the podium.  But, because so many careers require public speaking, many have trained themselves to do it by only accepting engagements on topics where they have expertise, spending weeks planning, and practicing breathing exercises, etc. beforehand.  When it's over, even if it was a huge success, the introvert is completely depleted and needs to immediately retreat to solitude to recover.  While extroverts may also get butterflies before giving a speech, they don't put so much pressure on themselves to succeed, spend less time planning, wing it more.  If the speech is a success and the audience is pleased, the extrovert feeds off that and sticks around for the backslapping.

One of Cain's most interesting claims is the notion that extroverts react while introverts inspect. If an introvert and an extrovert both go to the same sales pitch, the extrovert is more likely to react instantly to what is being shared, to be wowed by high-pressure tactics and to be excited about the possibilities.  Inherently suspicious, the introvert will probably experience none of these things.  He'll need to go back to the office, think about what he heard, digest it, maybe do his own research and then come back with a host of questions.

When the extroverted tendency to jump in and see what happens is combined with the introverted need to inquire and make informed decisions, great things can happen.  Business partnerships, boards and senior management teams which value and include an equal distribution of both dispositions, have the perfect combination of fearlessness and risk aversion.

But this rarely happens.  Because our society values speaking up, sharing your opinion and excelling at teamwork, introverts rarely make it to the top and when they do, their cautious approach to change is often viewed as a hindrance.  Introverts dislike teamwork even though, fastidious about details, they often do the bulk of the work and demand little of the glory.  They are also less interested in wealth, fame and status than extroverts, which knocks many of them off the corporate ladder early on.

Cain believes that we live in a culture which admires risk-takers but a time which needs more heed-takers.  Some people have gone so far as to blame the 2008 economic meltdown on a lack of introverts in high finance, positing that, if only there had been more cautious, quiet, inquisitive people at the top, it never would have happened.  I'm not sure if that's true.  Perhaps they were there and no one listened.  Perhaps they don't have the chutzpah to make it in such a high-octane business and so there's a dearth of them at the top.

Reading the book has been therapeutic for me in the sense that I feel more comfortable with my introversion and realize that there's nothing wrong with my preference for working in solitude and my desire to always leave parties early, if I go at all. As the parent of a classic introvert, I'm also determined to let him be who he is and resist the temptation to "bring him out of his shell".

If you think you might be an introvert, you can take Susan Cain's quiz here   You might just be surprised.

The Power of Permission

My friend Gaye Hardiman, who's great at sales, shared the secret of her success with me - when you make a cold call you are essentially asking that person for permission to express interest in them. It's a refreshing approach to marketing as we find ourselves in an economy that requires entrepreneurs of all stripes to "get out there and sell".

Here at Palette, Martin and I have turned up the volume on our networking, pitching and new business development. For the most part, this means re-connecting with friends and acquaintances across the city, becoming more involved in professional organizations and participating in RFPs. But we have also identified potential clients, contacted them personally and, in some cases , enjoyed face-to-face meetings. Many are not ready to commit to new services but a connection has been made and could reap rewards in the future. At the very least, we've expanded our network by one.

As the owner of a PR firm, I've noticed that, I too am receiving more pitches from service providers (e.g. photographers, event venues, financial services firms). I have no problem with this and completely understand the need to sell your wares in this economy. A precious few call and ask permission to send more info by e-mail but most don't bother. Rather, they include me on a bcc list and send a blanket e-mail marketing their services. What's really disappointing is that the majority of them are located in Toronto and could benefit from taking the time to start a relationship.

Like many small businesses, we're holding off on incurring new expenses as we wait to see what will happen with the economy. But we will be looking for partners and suppliers in the future and when we do, I'll be getting in touch with the ones who understood the power of permission.