They say a powerful story is one that grabs you by the throat and that’s definitely what UNCUT GEMS staring Adam Sandler did to me, but not a good way. It consisted of Adam Sandler yelling and swearing and talking over the top of everyone else for 120 minutes – but I was determined to see it through because my son said it was a great movie. Having said that I think the story line was fantastic as Sandler got into and out of trouble – tension release, tension release – all the way through.
However, overarching the entire story was the tension created by Sandler’s delivery style. When this tension came to an end, the release was one I wasn’t expecting. I think the writers did this deliberately but the emotion I felt was very much a surprise.
A participant on a program recently worked on a presentation that was due in two days time. He delivered the presentation and I called him the day after: “How did it go Jim?”
“Not so good Justin”
“Why was that Jim, did you achieve your objective?”
“Yes I achieved everything I wanted to, but it just turned into a conversation”
Jim was stuck in the old school mindset of presenting. If your presentation turns into a conversation you have engaged the audience because you are talking about things that are important to them – you’ve nailed it!
So, the formulae we use to get the audience involved is what Andrew Abela calls the SCoRE method. It works by juxtaposing tension and release – the formulae for all good stories.
SCoRE stands for:
Situation – what are you there to talk about – put simply in a few words
Complication – What’s the biggest problem the audience is facing. This creates tension and the need.
Resolution – what’s the solution to that problem. This creates the release and satisfies the need.
Example – provide some evidence as to why your resolution will work.
Then continue on with the next CoRE for as long as you need to.
So this simple formula enables us to craft a story, engage the audience and achieve our objective.
There is a part in The Extreme Presentation Method program where we show participants how to construct an anecdote. In order to do that we have to tell an one. Without fail, as soon as I say “I have a story to tell you” I have everyone’s attention, they are all focused on the storyteller. Why are they so powerful? There are many reasons from historical to neurological, but the famous American writer Kurt Vonnegut helps us with a simple explanation.
If you think of the Cinderella story, you have a dynamic of ecstasy and misery played out over time. Derek Sivers draws it like this:
There is an abundance of evidence that stories are essential for persuasion, to the extent that storytelling in organisations drives business results. To take facts and figures and craft them into a story links the information together and aids retention by the audience. Also stories engage emotions which also aids memory.
In the next few posts we will talk about two broad categories as they relate to the Extreme Presentation Method.
The first is anecdotes and the second is sequencing your evidence to craft a story.
Anecdotes. Anecdotes are used to highlight the most important points of your presentation and will be typically one of three types:
Directly relatable to a company issue e.g. an employee did “x” which resulted in “y”
Hypothetical. A story about a company that is not real, but the story is possible
Metaphor. A story that is symbolic of the story you want to make
The second type of story is the one where your evidence and anecdotes are sequenced in a way that juxtapose tension and release which is the formulae of all good stories. Andrew Abela calls this the SCoRE method and is based on the Method of Opposites outlined in detail by Henry Boettinger in his book Moving Mountains.
We will explore these two categories in the following posts.
It’s interesting to watch team dynamics when coaching bid presentation teams. Especially when the team has come together having previously not known each other. Psychologist Bruce Tuckman came up with the phrase “forming, storming, norming, and performing”, which pretty much describes what we see in bid presentation teams. In the storming phase people start to push against the boundaries established in the forming stage and start to belittle each other as they jockey for position.
I’ve seen this belittling present itself when a senior member told a less experienced and nervous team member that their presentation style was boring. And another senior team member telling two other presenters, two days before a major $400million bid that if they presented “like that” the team was stuffed!
In both these situations the senior members were deflecting – denying their own failings and projecting them onto someone else.
Here’s three things you can do to prevent this from happening.
Set the ground rules up front for feedback and that you as the facilitator will control (not dominate) that process. Make sure everyone knows there is a right time and place for giving feedback.
Make sure everyone uses the aware, impact, change model. For example, rather than saying ”you’re boring”, say “are you aware that when you read from your notes the impact is you stop engaging the audience, you can change that by making sure you use more eye contact when you speak which will give you more energy.”
If people start to deflect call them on it quickly. Preferably one on one.
So watch out for the any narcissistic behaviour because it can undermine what should be the celebration of a lot of hard work.