In his opinion, spending “days and days doing up a colourful slides with funky animation or photoshopped images” is not an optimal use of time.
Read the article.
Doing so has provided his organization with five distinct competitive advantages.
Read Robert Glazer’s article.
“Showing us PowerPoint decks isn’t it.”
He concludes with: “Many of us are closing in on our first anniversary of working from home. One way to combat Zoom fatigue is to have a little less information and a little more conversation in 2021. Bergman can help make that happen.”
Click this link to read Jay Robb’s full review of One Bucket at a Time, which is available from Amazon, Kindle and Apple Books.
Citing a study at Harvard, the author points out that in a business scenario, PowerPoint was rated as no better than verbal presentations with no visual aids.
The author says that research found “a more engaging and enjoyable experience for an audience with an oral presentation’s total lack of visual aids.”
By simply not showing slides, research has shown that communication effectiveness can improve by twenty per cent to thirty per cent.
Read the article.
His biggest complaint is that the slides should complement what the speaker is saying, but often there is one thing on the screen while the speaker is saying something else.
He also makes a point that has long seemed obvious to me. Why would someone bother attending the presentation when they can read the PowerPoint deck and stay home?
Read Alyson Connoly’s article.
In this video segment, Mr. Bezos explains why he believes insight and collaboration are more important than raw data to effective decision-making. He then explains how the implementation of the two-pizza rule fits into his thoughts and why banning PowerPoint at Amazon enhances decision-making. Read the full article.
To get there, effective leaders might borrow a page from the playbooks of Amazon and LinkedIn. Both have eliminated marching through slides, saving time and achieving dramatic improvements in decision-making.
And, based on my conversations with students and professors, moving bad PowerPoint lectures from the room to via Zoom has just made things worse, not better.
Read Bent Meier Srensen’s article in The Independent.
Steve Jobs set an extremely high standard for the presentations he delivered. But how did he do it? How was he able to give presentations that not only provided valuable information, but also motivated audiences to apply that information and teach it to others?
The YouTube video above is a clear demonstration of how and why Steve Jobs was so successful. And there are lessons here from which every presenter — and indeed every leader — can learn.
First, Mr. Jobs matched the needs of his audience with his business objectives. In this example, he clearly defines the future direction of Apple computers for developers, and how that direction will influence the ways in which developers can support Apple's hardware with meaningful products.
Second, he carefully structures and delivers a conversational presentation. It would be easy to imagine him having this same conversation with three people sitting around a boardroom table, or with 3000 software developers in an auditorium. He pauses between ideas to allow the audience to absorb what is being said. By delivering his ideas conversationally, he is able to deposit his ideas into the long-term memory of those listening.
Third, he minimizes the visual aids he uses. While one could make the case that one or two of the visuals did not add value (were the binoculars really necessary?), most did not distract from what was being said, and indeed directly supported his objectives. Rather than bombarding the audience with words on a screen, he minimized the number of words and carefully selected a few images that help the audience follow his ideas.
By using these strategies, Steve Jobs presented a completely new direction to developers in a way that enhanced understanding. I have no doubt that, by simply paying attention, developers could go back to their office and explain his vision to their colleagues.
And that is the true test of presentation success. If you’d like to test the power of this approach, watch the YouTube video now, and see if you can explain his vision to a colleague tomorrow morning over coffee in relaxed conversation.
Then try that with the “average” presentation you attend this week and compare the results.
One Bucket at a Time shares secrets to informing, educating, influencing and persuading any audience
“The central theme of this book that a presentation should be a conversation is ingenious. Humans have evolved for hundreds of thousands of years to communicate by conversation. We are mentally structured to do so.
"For anyone seeking to set themselves and their ideas apart, this book is well worth the read. Eric Bergman’s techniques are a window to the future of this important human activity.”
John Sweller, PhD,
Emeritus Professor of Education,
University of New South Wales,
Whether a presentation is delivered in the room or via Zoom, a new book is encouraging those conveying their ideas to embrace more conversation and less presentation. In this, the science is clear. It’s the best way to have those ideas received, understood, retained and acted upon by the audience.
One Bucket at a Time is based on the assumption that the only reason for bringing people together is to listen to someone share something of value.
“You can have a presentation without slides,” author Eric Bergman writes. “But you cannot have a presentation without a presenter. At its core, therefore, the effectiveness of any presentation can be measured by what makes it from the speaker’s vocal cords to the long-term memory of those in attendance.
“Once you understand that thought, it becomes evident that feeding into how people listen is the most critical presentation skill to develop.”
Using an analogy of a tank, bucket and trough, the book provides guidance into understanding and developing that critical skill. The tank is the information the presenter plans to get across to the audience. The trough is the collective long-term memory of those in attendance. The goal of any presentation should be to get as much sustenance as possible from tank to trough.
The only way that happens, however, is if the audience engages working memory to transfer those ideas into long-term memory one small bucket at a time.
“The challenge is that the bucket of working memory is incredibly small, more like a child’s sand bucket than a milk pail,” Bergman writes. “And it’s easily overloaded. When that occurs, information spills out, never to be remembered.”
Using a combination of cognitive science and common sense, One Bucket at a Time makes the case that the best way to get meaningful information from tank to trough is through a relaxed, conversational delivery. The audience needs silence, and lots of it, in order to empty working memory into long-term memory before being ready to fill the bucket again.
While most presentations focus solely on attempting to teach others, Bergman’s approach is different. He advocates helping the audience teach themselves. The audience should have plenty of opportunity to ask questions to fill in understanding, which are best answered clearly and concisely.
For Bergman, tapping the potential of presentations boils down to engagement, which he defines along a spectrum. Engagement begins when working memory passes ideas to long-term memory, one bucket at a time. At the other end of the spectrum are presentations after which the audience can effectively convey the presenter’s ideas to others.
Most presentations are not engaging. In the vast majority of cases, a mountain of auditory and visual information is sent, but little is retained as soon as the presentation concludes.
“Most presentations today are like playing tennis with someone who has a large basket of balls and isn’t going to stop serving until the basket is empty, regardless of whether you show any interest in hitting one back,” Bergman explains. “In such situations, if you came to practice service returns, you might be interested in playing along for a while. But if you came to play a game of tennis, it won’t take long before you find something else to do. And this is how most audiences react.
“If the audience is reading, writing, texting, scanning their social media feed, sending an e-mail or reading a document, they cannot be listening. And, ultimately, if they’re not listening, what on earth is the point?”
One Bucket at a Time is available from Amazon, Kindle and Apple Books.
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