Choose the key takeaways so that an attendee of your talk can directly apply them when they are back at work. Also, don't forget to give context so they understand the key points well. Source(s): Demystifying Public Speaking by Lara Hogan Reply via email | Reply via Mastodon | Comment
Ask questions to the audience to create engagement. Put yourself into the audience's shoes. They are strangers to you. Will they still get the joy? Will they understand why you think this topic is important? Will they learn something new? Source(s): Demystifying Public Speaking by Lara Hogan Reply via email | Reply...
LifeLabs Learning developed a rubric to define four kinds of feedback on a public talk. Hearts ♥️: Positive, but not specific. (I liked your talk) Diamonds ♦️: Positive, specific, and actionable. (Your talk is good. If you do this, it can be great) Spades ♠️: Negative, actionable suggestions. Clubs ♣️: Negative, not...
Tell in the beginning that you expect your audience to write something in the chat, or you’ll have the options to invite them to talk directly. When they know that they will be asked to engage, they can shake the “shyness.” Source(s): A colleague at my previous workplace Reply via email | Reply via Mastodon | Comment
Choosing the technology, creating a new product, or even a company has its stages. In each stage, we figure out how to approach a problem. There are two different unknowns. We have known unknowns. We know that there is a thing we have to do, but we don't know how to do it or what happens if things go wrong. There...
When technology is boring, it has its standards set. We not only know how to use it but also know the failures if we use it wrong. New technologies have more unknown unknowns than older ones. Older ones have that too, but the set is a lot smaller. Source: Choose Boring Technology; Reply via email | Reply via...
Choosing a new technology is a process and a conversation, and we need to facilitate that. We need to consider how we can solve our current problems without adding a new thing. We need to write down why solving the problem with the current stack is difficult and expensive. We need to set clear expectations when you...
Deciding and Trusting scales from The Culture Map form Consent-based decision-making. You have to trust in task-based, low-level communication about why and egalitarian leading, top-down decisions. Related Note(s): 32: Communicating Decisions in Organizations; 24b: Specify goals instead of methods or processes; 38:...
Businesses work with making decisions and executing the decisions. To move faster, first, decide when the decision will be made in the beginning. When the decision is made is more important than which decision is made. Related Note(s): 29: Uncertainty is needed to stay open-minded; Source(s): Speed As a Habit by...
Good decisions consist of gathering input and pushing toward it. Ask, "Why can't this be done sooner?" to achieve both. When moving fast, people should have a low level of discomfort. This indicates that they are out of their comfort zone. If we're going too fast, we can see this in the faces of team members....
How can we validate objections to make faster decisions that are "safe to try?" Give everyone a chance to object to the decision by asking "Does anyone have evidence why trying this proposal would cause immediate harm? If so, please suggest an edit that would make it safe to try." Whenever you hear an objection, ask...
Writing by hand is more effective than writing on a computer or other electronic device. Handwriting forces us to understand the fundamental idea, concept, and structure of the thought better. The main reason is that handwriting is slow. We cannot be faster to write everything we hear. We have to be selective and...
