I wholeheartedly endorse the main
point of the Harvard link, that effective presentations are rather like
story-telling. Indeed there are broader lessons for leadership and influencing.
Whenever we try to engage with
anyone, it makes sense to look for and find a shared narrative, a set of common
experiences that mean we both feel "that person's just like me". From
there, we can move forward to a shared solution, and agree actions that we both
believe are worthwhile, and that we can commit to. This is essentially what
happens when you tell a story: you agree on a beginning, you posit other
scenarios, and you reach a conclusion. There's a mutual satisfaction with the
arc of the story, and a shared motivation to pursue the conclusion.
The complementary formula for
explaining anything, as every good presenter and trainer knows, is to tell 'em
what you going to tell 'em (the beginning), tell 'em (the middle), then tell
'em what you've told 'em (the end).
If this just seems like common
sense, then I submit you are already working effectively, but the reasons you
are effective have been subconscious, and you can benefit from a more explicit
understanding. If the idea is new, then glad to have helped.
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