Speaking

Perfect Pitch: three tips for delivering a winning presentation

Perfect Pitch: three tips for delivering a winning presentation

Blah blah blah. All too often this is what it is like. Someone is presenting something to you; they are pitching, promoting, selling, explaining and it just sounds like blah blah blah punctuated by lots of ummms and errrrs. They don’t get to the point. What is the point? The moment is lost and the pitch is lost.

It doesn’t have to be this way. If you are pitching or presenting to an unfamiliar audience, and want to make an impact, here are three top tips that will have you delivering winning pitches.

1. Understand sender-message-recipient

There are three parts to the pitch that you need to consider. The sender – that is you. The recipient – that’s who you are pitching it to. And the message – well that’s your pitch.

The recipient: Here’s the first thing to get right. Know your audience. Once you know who the recipient of your message is you can ensure that you tailor the message right.  A little research about the recipient will go a long way; are they already familiar with your product / category / domain? Do they understand the technology. You don’t want your pitch to fail because they didn’t understand what you were talking about by drowning them in acronyms and industry-speak that’s confusing and irritating.

The sender: This is simple. As the sender of the message, be likeable. You are pitching yourself as much as your product.

The message: And finally the message itself. Your goal is to communicate it as clearly and succinctly as possible so that it is understood and engages the recipient. Consider the ‘signal to noise’ ratio. Ummms and arrrs aren’t the only noise you need to cut out. Anything that detracts or is not directly relevant to the core message you are trying to convey needs to be cut out too. Focus on the key take-aways that you want to convey. To do this you need some structure.

2. Focus upon what’s important

If you look at a newspaper article, you’ll see it is structured like a pyramid. It starts with the title and the key points – a summary of what will follow, before spreading out into the detail and the main content in the body. Your pitch needs to be like a collection of these pyramid tops; you want to engage and sell the key points (as much as possible second guessing contentious issues so that you open yourself up to easy questioning rather than being on the defensive back-foot from the start). What you don’t want to do is drill down into the trivial detail – leave that to the questions after you’ve delivered your killer presentation!

In order to focus upon what is important, you need to frame in your mind what, exactly are you trying to convey? Use the elevator pitch to help shape this.

For (target customer) who has (customer need), (product name) is a (market category) that (one key benefit). Unlike (competition), the product is (unique differentiator). We forecast (top-line revenue projections) through (how you’ll monetise it).

This alone is not the perfect pitch. You need to be able to back-up any assertion you make, and you also need to remember that you’ve only got a limited time to make the pitch and you’ve only got one chance to make an impression and sell the idea. When you know what you need to pitch, now let’s look at how you are going to do it.

3. Form the flow

I’ve seen someone practice a pitch before understanding the approach I’m about to describe, and doing it again after learning it. The difference was amazing. Learn this and you are guaranteed to deliver a perfect pitch. It’s simple:

Tell ‘em what you are going to tell them (Line it up)
Tell ‘em it (back it up)
Tell ‘em what you’ve told them (knock ’em out).

Let’s illustrate that.

Key point to killer statement

Think about the key point you want to convey. State it. Back it up with three succinct supporting facts. Then, with the point built up,  deliver a killer statement that you want to stick in the recipient’s mind. I’ll bring that to life with a random example:

Line it up with the key point
Global warming is a problem we must address

Back it up with 3 supporting facts

  1. In the 20th C the surface temperature of the earth increased by 1.2-1.4oF
  2. In the same period sea levels rose by 4-8 inches
  3. September was the 330th consecutive month with a global temperature above the 20th Century average

Knock ’em out with the killer statement:
The world is getting hotter!

But that’s not enough to deliver the pitch. We need a story. And that means using the above technique to string together a number of statements, each building upon the previous to deliver a coherent and compelling narrative.

Building the narrative

So for our global warning story, it might look something like this:

1. Global warming is a problem we must address

  1. In the 20th C the surface temperature of the earth increased by 1.2-1.4oF
  2. In the same period sea levels rose by 4-8 inches
  3. September was the 330th consecutive month with a global temperature above the 20th C average

The world is getting hotter!

2. The impact is already being felt

  1. Global warming is causing more intense rainfall and droughts across the world.
  2. 150,000 deaths per year are blamed on the effects of global warming (WHO)
  3. At least 279 species of plants and animals are migrating north to escape rising temperatures (source)
 

If humanity doesn’t act we are doomed!

OK, so maybe that’s rather a large leep to make, but you get the point. You string the narrative together, taking care to build up with too many points (do that and this process looses its impact; seven is always a good number!) and if appropriate end on a crescendo. Remember the serial position effect , that people remember the last things they are told and forget the things in the middle. Do don’t want to end your pitch with a whimper, you need to end it with your audience understanding and liking you, and forcing a positive impression at the end that will allay feers and objections that would be more forefront of mind if the content of your pitch was weak, meandering and indistinct.

Pitch building blocks leading to the key takeaway

Good luck and let me know how you get on!

Four ideas for customer development with charities

A couple of weeks ago I gave this presentation to charities at a Forward Foundation event.  The not-for-profit sector can be just as guilty as corporates for failed IT projects. Several years ago I worked with a high profile campaigning organisation to build a social network for activists. It was useful and usable, but ultimately withered and died. They didn’t do customer development to validate the proposition. This time two years ago I was involved in a pitch to another large charity who again wanted a revamped digital presence.  We lost the bid – it was won by a flagship creative agency.  Again, two years later nothing has been delivered. The website looks the same. It needn’t be this way. The not for profit sector should look to the lean startup community rather than the corporate sector for inspiration in developing digital strategies and building the right stuff for the right people.

Agile experience design video

Doesn’t time fly! It’s been seven months since I last blogged. Since then I’ve moved on, living in a world of car insurance and credit cards. I’ve got loads of ideas for new blog posts brewing, but just no time to get them down. Writing the book took a lot of of me last year!

Anyway, until I write something fresh, here’s a video of me waxing lyrical about agile experience design at the excellent Scan Agile conference in Helsinki earlier this year.

Thinking inspired by the Agile UX retreat

In the quest to get agile and UX to get along better, and following successful retreats in the US, last weekend Johanna Kollmann brought together a bunch of agile and UX folk for an Agile UX retreat in London sponsored by.  Giving up a weekend was hard, but was worth it, meeting a great bunch of people and sharing thoughts and experiences from the agile and UX camps.  So what did I learn.

Rethink what we do

Coming out of the retreat it is clear that the way we do UX today needs a fundamental rethink.  As UX professionals we have fought long and hard to gain credibility and traction in organisations for what we do, but we need to be ready to evolve and embrace the changing world around us.  A world where IT no longer needs to have detailed specifications signed off before development start.  We no longer have the need (or the luxury) to do the up-front research that we are used to doing.  We no longer need to sign-off detailed wireframes before handing them over the fence to the developers to implement.  Software today really is soft.  It is more about creativity than engineering (see below).  The serialisation of activities is inefficient and wasteful.  It is time to ask how do we focus upon doing what is needed and when, working in parallel and infecting the whole system with user-centric thinking rather than siloing it into the upfront design.  This after all is what systems ergonomics is about; a forerunner to UCD that we know today, thinking about the macro (a broad system view of design, examining organizational environments, culture, history, and work goals) as well as the micro (fitting the task to the human).

But I am digressing from what I wanted to blog about, the Agile UX retreat.  Some key takeaways for me included Anders Ramsey‘s analogies to the restaurant and the theatre.

Thinking analogies

Think of a restaurant.  We have the kitchen, the back room world that is focussed upon delivering consistency of servings.  Everything in the kitchen is utilitarian, serving the purpose to meet this goal.  At the front of the restaurant we have the dining room where the dishes (of consistent(ly good) quality) made in the kitchen are served.  The dining room is all about the ambiance.  Quality here is far more subjective, but a successful restauranteur will be as passionate about the dining room as she is about the food that is cooked in the kitchen.  This is the way that software is all too often built, with the kitchen and dining room being separate entities, however the way they are organised, paid for and owned, there’s little communication between the two.  To quote another Ramsey, Gordon, it is a Kitchen Nightmare.

Anders’ second analogy to consider was the Theatre.  An overly simplistic representation is that the director starts with a script.  From the script he iterates the production.  The producer’s role is to provide the director with what he needs to make the production successful.  Just be ready for the premiere which is on a fixed date.  In the lead up to the premiere the director assembles the cast, the crew and they rehearse.  They’ve got a strawman plan to work from – MacBeth, but how they implement it will evolve according to the stage, actors and artistic direction the director wants to take.  The producer does not care how or when they rehearse, she is only concerned with the success of the end goal.  As they rehearse they increase the fidelity of their performance until they premiere (go live).  but even then they are not done.  They are happy to accommodate changes to the performance, and if something different happens that clearly delights the audience they will happliy incorporate that into future performances (releases).  Sure, the audience is seeing a performance of Shakespere’s MacBeth, but it is a unique performance that has taken the initial plan and evolved as it has been created.

And so should we approach software development.  Not as an exercise in engineering, where our raw materials are fixed and highly stable, but as a creative artform, where our iterations are rehearsals for the premier and ongoing performances.

Thinking tensions

I’m sure there are more, but some examples of tensions that emerge when we try to work together:

AUX promotes rapid open communication and sharing but designers fear sharing.  (They worry early designs will be seized upon before they are ready)
AUX promotes visualisation and use of walls but corporate policies prevent this
AUX promptes doing just enough, just in time but a legacy of deliverable expectations gets in the way (research is rarely bought by the developers who will ultimately consume it).

Thinking people

At the end of the day, success comes down to people.  Agile zealots have done Agile no favours when they bang on about business value and see anything other than code as waste.  Good product design needs vision, it needs research to ensure you are building the right thing for the right people.  No one has the right to tell a UXer that testing ideas or building a prototype or undertaking research is waste if it is right for their context.  But it doesn’t need to take the time it does today.  The UX community needs to get out and spend time with the development community and understand how software is built today.  UXers need to start seeing developers as partners rather than consumers of what they do.  What if we aligned our teams around the products we build rather than the functional silos that the roles describe?  Bringing agile and UX together is more fundamental than arguing about the process (one iteration in front, washing machine cycles etc), it is about fundamentally changing the way we build software; see it as a team activity that works collaboratively rather than a factory production line with process gates and separation of responsibility.

More on the #auxretreat twitter feed

Customer driven innovation

People talk about innovation but how do you make it happen? How do you engage your customers in the process; how do you rapidly move beyond ideas on the whiteboard to actually implementing them; how do you introduce tests and learn to continuously improve, or provide comfort in failing fast?

Combining agile software development and design thinking, it is possible to go from concept to cash at speed, placing the customer at the heart of the process.

This presentation that I have recently given at an Ovum symposium and the Shaw Innovation Mashup introduces some of these ideas and practical ways of making customer-driven innovation happen.

Web 2.0, retail banks and a Slide Share presentation

This is nothing new, but there are still people out there to whom Web 2.0 is a bit of a mystery. What exactly is it, and more to the point, should our business care about this stuff? Or, as I have heard senior executives argue, is it just another bubble, a distraction to let others waste their time, effort and money on. In an attempt to challenge this assumption, I’ve used a model with a few sceptical clients to hang some structure on. This is central to the below presentation that I’ve given to a few financial services organisations. It discusses what Web 2.0 is, and towards the end describes what it could mean for their on-line retail bank website. (Thanks to Duncan Cragg and Prashant Gandhi for some insights).

[slideshare id=377944&doc=web20public-1209431680446543-9&w=425]

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