Powerpoint vs Presentation: The Art of Communicating Effectively

A lot of people would say that the word "powerpoint" is the same as the word "presentation" and, sadly,  a lot more would define "presentation" with the word "powerpoint" embedded somewhere in that definition.

The truth of the matter is that a presentation can exist without a powerpoint and a powerpoint, unfortunately, can also exist without the presentation. Most companies can fill up rooms of powerpoint documents that failed in getting the message and the decisions across but don't blame the powerpoint for it - in most instances, it was a failure in the presentation and not the powerpoint.

I have learned (and I continue to learn now) that there is a process to a successful presentation that does not start with opening up powerpoint (gasp!). Here are some key tips I have learned so far:

1) Key Message - The thought process should start with the key message - what is the one primary objective of the presentation. It can be a sales pitch or a decision driver, for example.

2) Outline - Breakdown the key message into an outline. The art of the presentation starts with an objective and then goes first into a high level story telling approach - what are the key points that would support the objective.

3) Simplify - When you have the outline ready - review it and ask yourself the following questions - is the story build up good?Does it have direction? Does that direction logically lead the audience to the objective? Is there information that you can consider extraneous? Does it fit the time allotted for the presentation?

4) Approach - When you have the high level outline done and you understand what you want the presentation to do - decide next what is the best approach for the presentation. It is not always through a powerpoint document that a presentation becomes effective. It may be best to just stand in front of the crowd and talk them over it or maybe start with a video for that emotional build up or a series of photos to set the stage.

5) Effective Powerpoints - If you do decide on a powerpoint, keep in mind the following tips that I have learned over the years:

• Keep it simple - each slide must have one message and one message only
• Word it right - imagine that each slide is a billboard on an interstate and your audience is driving a car on that interstate at speed limit and think about how many words they can read on your billboard as they speed by - that is the number of KEY words that you should have on your powerpoint. Studies vary - from 8 to 10 words.
• Keep it tight - the message of your slide should be heard and understood within 5-8 seconds. Imagine that you are presenting your slide while inside an elevator - borrowing from the proverbial elevator speech - each slide should only take as much time presenting as a 2 floor ride in that elevator.
• Images help but don't overdo it - studies have shown that learning is enhanced if senses are involved in the process at the same time. The saying that "a picture speaks a thousand words" still hold.
• Bottom line - each element in your slide, from that picture to that movie to the words used, must have a distinct value and purpose to be on that slide. If you can't figure that out in 3 seconds - remove it.

Red Pill or Blue Pill? (Living in the Matrix)

Most of us, unfortunately, were not given the choice that Neo was given in the movie The Matrix and we typically either land in a matrix environment or not.

I lived in both worlds and I can attest to the fact that whichever organization structure you are in - they all have their pros and cons. I can say, though, that it is the matrix environment that required me, as a project manager, to develop some specific skills that allowed me to navigate it.

Why is it tricky to navigate? For one, aside from your immediate project team, most of the people you need to be successful do not directly report to you. That means that, chances are, their priorities are different from yours and they can derail your project with less of a concern in terms of performance reviews - as long as their real boss agrees with them. There is also this need to have more communication channels which open your team up to a lot of possible miscommunications.

So what skills did I need to succeed in this environment?

1. Influence - John Maxwell, in his book, Developing The Leader Within You actually said that "Leadership is Influence" and never is it more apparent than in a matrix environment. Unlike a direct report, you need to influence more a person or team that does not report to you to buy into your plan and work with you to succeed

2. Communication - Communication takes on a deeper meaning in a matrix environment since it is the glue that keeps everyone pasted onto your objective as you try to move everyone to the goal and as I mentioned, I realized that in a matrix environment,  there is a need to have more communication channels laterally since one characteristic of a matrix environment is that the org chart is a lot flatter but broader.

3. "Ball Handling" - The matrix was created for several good reasons and one of them is to allow expertise to develop in a group while allowing these experts to work in your projects - sounds good but this requires that, as a project manager, you should know when to pass the ball and to whom. This message got imprinted on me in a workshop when excepts of the movie Goal! - The Dream Begins was shown to us.

4. The ability to see the bigger picture - There were times that I needed to admit that truly my project was less of a priority than a project my matrix team was working on and I had to give way and replan my project because at the end of the day - the question is "which project stands to give the company the best possible benefit vs cost". Some days - that project is not yours.

So why does the matrix still exist amidst the complexities it has? It is only the matrix environment that allows a company to have the expertise and flexibility to execute projects through different resources. For it to be as productive as possible though - the matrix must move as one as a project manager - you are one of those people that steer it.