1. Overview
1.1. Description
1.1.1. To exceed $20B, it's crucial that we effectively assess and provide feedback on our SEs' presentation/demonstration skills. Managers will emerge with a common framework, ensuring value-oriented presentations are the Salesforce standard. Solidifying our reputation as the industry's best presenters will delight our customers and have our competitors running for the hills.
1.2. Vision
1.2.1. Perfecting and standardizing our approach to assesing, coaching, and re-assessing SE presentation skills will establish our repuation as the industry's best and accelerate the company's ACV achievement. Critical to our success is ensuring our SEs are laser-focussed on effectively presenting value.
1.3. Values
1.3.1. Consistency - in how we coach Clarity - of our feedback Positivity - encouraging tone Stories - ensure memorability Value - presented throughout Value+1 - innovation beyond "requirements"
1.4. Key Takeaways
1.4.1. Set positive tone: Strengths / Suggestions Consistently tie to customer value Tell a story Feedback timing is everything / don't delay Document your feedback Use SBI (situation / behavior / impact) Evaluate using OPEN UP: Organized, Passionate Engaged, Natural, Understands material/audience, Practiced
2. Act I: Current situation: We can do better
2.1. Start with video of scene from Whiplash
2.1.1. Setup: this clip is a discussion about world-renowned Jazz musician "Charlie Parker," nickname, "Bird." One night he received very direct (albeit harsh) feedback on his performance from his drummer, Jo. Watch....
2.1.2. http://bit.ly/1M7ubQB
2.1.3. "Good job." Raise your hand if you've ever said this to someone.
2.1.3.1. Come on - we've all said it!
2.1.3.2. Hopefully we followed with more detail than that. but admittedly, I've sometimes left it at that when I knew I shouldn't
2.1.4. Why is this such a bad approach?
2.1.4.1. The only thing worse than no info is BAD info.
2.1.4.2. "Good job" does no good. It's incomplete at best, and dishonest at worst.
2.1.5. WE CAN DO BETTER
2.2. Here are some of things we could be doing better
2.2.1. Missing emphasis on establishing VALUE to the customer
2.2.1.1. What's the reason this [statement, feature, function, differentiator, etc.] matters to the audience?
2.2.2. Lack of specificity
2.2.2.1. Giving high-level feedback
2.2.2.2. Useless or inaccurate feedback: "Good Job"
2.2.2.2.1. Again, the only thing worse than no info is BAD info.
2.2.2.2.2. "Good job" does no good. It's incomplete at best, and dishonest at worst.
2.2.2.2.3. Perhaps insert Greg Anderson story
2.2.3. Feedback timing
2.2.3.1. Giving demo feedback 5 minutes before (too late) or 5 weeks after (way too late) = lost impact
2.2.4. Exclusively coaching on features
2.2.4.1. "Explain Lightning in more detail"
2.2.4.2. "Add a visualization to that screen"
2.2.4.3. "Fill in more field values"
2.2.4.4. We'll not be focusing on these today (though of course they are important)
2.2.5. Infrequent feedback
2.2.5.1. Giving feedback rarely can make it uncomfortable. Giving it regularly makes it expected and comfortable.
2.2.5.2. May make some "brace for impact" if it's not common to receive feedback from their manager
2.2.5.3. Less feedback = less opportunity to change and improve
2.3. Set context: why this is important/our goal
2.3.1. Today's goal: get way beyond "Good Job"
2.3.1.1. Step up our coaching abilities around presentation skills, and presenting VALUE
2.3.2. Vision: Establish our reputation as the industry's best presenters.
2.3.2.1. Competitors should shudder when they know who they're up against
2.3.2.2. Customers should be consistently over the moon with our presentations
2.3.2.3. This is essential to hitting $20B by 2020!
2.3.3. Themes
2.3.3.1. Consistency - in how we coach
2.3.3.2. Clarity - of our feedback
2.3.3.3. Positivity - encouraging tone
2.3.3.4. Stories - ensure memorability
2.3.3.5. Value - presented throughout
2.3.3.6. Value+1 - innovation beyond "requirements"
2.3.4. "Hope" is not a strategy
2.3.4.1. Our SEs need our coaching to raise their game
2.3.5. Today we'll share a common framework for assessing and coaching our SEs to the next level
2.3.6. Benefits of using a standard approach
2.3.6.1. Clarity and completeness of feedback
2.3.6.1.1. Helps managers: ensures we evaluate across all key areas
2.3.6.1.2. Helps individuals: trains them to better prepare and improve their skills
2.3.6.2. Consistency from manager = comfort for individual receiving feedback
2.3.7. What we're NOT covering today
2.3.7.1. We will not cover every last detail on presentation mechanics
2.3.7.1.1. How to demo each key Salesforces features and functions
2.3.7.1.2. Toastmasters level of detail on many minute yet important behaviors to evaluate
2.3.7.2. Commercial for "Presentation Skills" training
2.3.7.2.1. http://intranet.internal.salesforce.com/departments/hr/training/presentation.html
2.3.7.2.2. Employees are video taped presenting and receive individualize coaching sessions as they review the recording. A great course to leverage as you coach employees towards stronger presentation skills.
2.3.7.3. Lots of articles out there, like Peter Cohan's "Stunningly Awful Demos"
2.3.7.3.1. http://pragmaticmarketing.com/resources/stunningly-awful-demos
2.3.7.4. Today's goal: step up our COACHING abilities around presentation skills, especially presenting VALUE
3. Act II: Setting a standard
3.1. Group Exercise
3.1.1. "Dan, our team's new SE, will deliver a short presentation. Audience: write down your feedback as if you are Dan's manager."
3.1.2. Dan delivers a poor, quick 2-minute demo, with NEGATIVE examples to help us illistrate OPEN UP [which we've not yet covered]:
3.1.2.1. (dis-)ORGANIZED - No story is told so the demo does not gel. Demo flow: jumps around a little, lacking transition between sections. Not memorable.
3.1.2.1.1. i.e. Start on Dashboard, then back to home, then mention's Service cloud so changes app to service cloud. Search for case 12345. No transition statements, no reason behind steps.
3.1.2.2. (low) PASSION - Dan does not deliver with much emotion or excitement
3.1.2.2.1. [No need to be overly lame]
3.1.2.3. (dis) ENGAGED - Dan barely engages audience, and when he does he uses closed-ended questions
3.1.2.3.1. i.e. He makes the common though ineffective attempt at start, "let me know if you have any questions." OR he says in fairly rapid succession: "Any questions? No? Good." and moves on. OR he says at end: "Did the demo meet your expectations?"
3.1.2.4. (un) NATURAL - Dan shows sign of discomfort and nervousness.
3.1.2.4.1. i.e. He keeps his hands folded on his chest (dinosaur hands), says "uh" or "um" dozens of time throughout, looks down a lot, eyes dart around, etc.
3.1.2.5. (mis-) UNDERSTANDS AUDIENCE - No customer-specific VALUE points are raised. Dan shows no signs of incorporating any knowledge from discovery, or even who they are. He guesses.
3.1.2.5.1. i.e. He says things like, "If your call center reps, or CSRs, or whatever you call them, need to search, they can search here. I don't know, maybe they search for 'Error 123.'"
3.1.2.5.2. i.e. "This demo is configured for a wealth management team, though I understand today that some of you are mutual fund wholesalers"
3.1.2.5.3. i.e. "I'm not sure if you use Outlook or not, but we do offer Outlook integration if that's important to you."
3.1.2.6. (un-)PRACTICED - Dan loses his place, loses his train of thought, goes back to something he forgot to show or say
3.1.2.6.1. i.e. "I meant to show the workflow rule that automatically sends an email" or "Wait....where was I....oh yeah, back to the Service Cloud console...."
3.1.3. Ask audience question: How well do you think Dan will keep the audience's attention?
3.1.3.1. Greg Anderson: "Attention = Retention"
3.1.3.2. Retention is required for audience to take action - the whole purpose of the presentation
3.1.4. Ask the audience to share BRIEF feedback - read one item from your page
3.1.4.1. SSS: If/when feedback is observed as a STRENGTH or a SUGGESTION, we praise that, especially with SPECIFICITY
3.1.4.1.1. Which is more effective?
3.1.4.1.2. Say: the *wording* of our feedback can shape how it's received - especially when critical or corrective feedback
3.1.4.1.3. Citing "weaknesses" may be accurate, however it runs the risk of putting the individual on the defensive
3.1.4.1.4. Same for strengths
3.1.4.2. SBI: If/when the feedback cites a specific BEHAVIOR and IMPACT, we praise that coaching
3.1.4.2.1. Discuss S/B/I model
3.1.4.2.2. Commercial for "Coaching for Success" training
3.1.4.3. OPEN UP: If/when feedback relates (indirectly) to each OPEN UP category, call them out
3.1.4.3.1. Example: someone says "Dan seemed nervous;" the leader should say, "Yes, he didn't seem comfortable, or NATURAL"
3.1.4.3.2. Example: someone says, "He was low energy;" the leaders should say, "True - he could have shown more PASSION"
3.2. Slide with 3-part frameworks:
3.2.1. S/B/I (don't assume everyone knows this)
3.2.1.1. Situation
3.2.1.2. Behavior
3.2.1.3. Impact
3.2.2. S/S/S
3.2.2.1. Strengths
3.2.2.2. Suggestions
3.2.2.3. Specifics
3.2.3. OPEN UP (book)
3.2.3.1. Organization
3.2.3.2. Passion
3.2.3.3. Engaging
3.2.3.4. Natural
3.2.3.5. Understands audience
3.2.3.6. Practiced
3.2.4. Add "Attention = Retention" to footer or header
3.3. Detailed slides on OPEN UP
3.3.1. Show book
3.3.1.1. Book: http://www.amazon.com/dp/1929774443
3.3.2. Organization
3.3.2.1. Well-structured presentation drives retention
3.3.2.2. With disorganized presentations, what happens in the audience's minds?
3.3.2.2.1. They lose interest. Retention goes out the window!
3.3.2.3. Set the stage for an organized pitch through a highly effective launch. This is part of Greg's "zone of attention."
3.3.2.4. Tactic: Tell / Show / Tell (with VALUE)
3.3.2.5. Stories, even (especially) simple ones, get our brains working
3.3.2.5.1. Further drives retention
3.3.2.5.2. Stories make connections of cause and effect
3.3.3. Passion
3.3.3.1. Drives attention (= retention)
3.3.3.2. Is infectious
3.3.3.3. What's the best way to capture the audience's attention? Be passionate. Throughout
3.3.4. Engaging
3.3.4.1. Drives attention (= retention)
3.3.4.2. What's an effective way to hold on to (or reclaim) the audience's attention? Engage the audience!
3.3.4.3. Open-ended questioning is essential!
3.3.4.3.1. Tip: start with “How”, “Why,” “Tell me about...”
3.3.4.4. AVOID closed-ended questions, that have short or single-word answers. Their answers are of much lower value. “Leading the witness”
3.3.4.4.1. Ex: "Any questions?"
3.3.4.4.2. Ex: "Make sense?"
3.3.4.4.3. Ex: "Is this useful?"
3.3.4.5. Engage people by name
3.3.4.5.1. Makes it personal
3.3.4.5.2. Sing of respect; makes people feel important
3.3.4.5.3. Tip: write down names during intros. Don't be shy to ask them to repeat or spell their names
3.3.4.6. Be sure to engage remote participants throughout
3.3.4.7. Ask rhetorical questions
3.3.4.7.1. "Ask yourself how much effort that would take with your legacy system."
3.3.4.8. Poll the audience
3.3.4.8.1. "Show of hands...."
3.3.5. Natural
3.3.5.1. Audience is sensitive to the presenter
3.3.5.1.1. Presenter at ease = audience at ease
3.3.5.1.2. Nervous/uncomfortable/awkward presenter = audience not at ease
3.3.5.2. Avoid "verbal graffiti"
3.3.5.2.1. Uhs
3.3.5.2.2. Ums
3.3.5.2.3. Super common, though people are often shy about sharing this feedback
3.3.5.2.4. Tip: have the individual repeat the first 3 minutes, paying attention to their Uhs or Ums
3.3.5.3. Conversational tone is ideal
3.3.5.4. Relax
3.3.5.4.1. Let your arms fall
3.3.5.4.2. Strong stance, posture
3.3.5.4.3. Avoid "dinosaur arms"
3.3.5.5. No script reading!
3.3.6. Understands audience
3.3.6.1. Best way to keep their attention is to talk about THEM, and THEIR problems, how we can solve them, and the VALUE it brings them.
3.3.6.1.1. This is why discovery is truly critical to our effectiveness at delivering winning messages, ones that are retained and lead to action.
3.3.6.2. VALUE: How do we ensure VALUE is tied to most-every statement or feature? Why should we? TIP: if someone says "can," i.e. "You can send dashboards by email" - they are not focussing on customer value.
3.3.6.3. VALUE+1. We can also go beyond their needs; don't be afraid to innovate, and show transformational value (value beyond what they may have asked for)
3.3.6.3.1. Example: Equinox RFP preso; we 100% met their requirements, AND we showed them a possible/innovative future on our Platform. We won.
3.3.6.4. Use their terminology
3.3.7. Practiced
3.3.7.1. Jobs, Benioff....their presentations are memorable because they practice like crazy. They weigh every word, striving for perfection.
3.3.7.2. Make the investment!
3.3.7.3. Dry-runs are essential opportunities for incorporating feedback
3.3.7.3.1. Timing = important consideration (not too late!)
3.3.7.3.2. Cursory dry-runs are not effective for corrective feedback ("this is the slide, but I'm not going to run through it now.")
3.4. Show example of 3-part framework
3.4.1. -- Strengths -- -- Suggestions -- Organized Passionate Engaged Natural Understands audience Practiced [add example feedback WITH specifics]
3.5. Cite that this is not just for managers observing SEs
3.5.1. It's for everyone
3.5.2. Share this with your team - it's no secret
3.5.3. SEs can use it for AE feedback and vice versa
3.6. Written feedback is highly valuable
3.6.1. People forget what was said!!!
3.6.2. Referenceable in the future by the individual and manager
3.6.3. Helpful for team changes to have written history
3.6.4. Invaluable for performance management activities
3.6.5. Roth's auto-text tip
3.7. Distribute super-basic feedback form (paper? electronic?)
3.7.1. Strengths / specifics
3.7.2. Suggestions / specifics
3.7.3. Organization
3.7.4. Passion
3.7.5. Engaging
3.7.6. Natural
3.7.7. Understands audience
3.7.8. Practiced
4. Act III: Putting it in motion
4.1. Exercise with neighbor
4.1.1. Explain exercise, take 1-2 minutes for each demo, then 1-2 minute to discuss. About 6-8 minutes total
4.1.2. Partner 1 demonstrates how they run their business on their phone (Wave or S1)
4.1.2.1. Partner 2 writes feedback using SBI / SSS / OPEN UP, then shares (and discuss)
4.1.3. Partner 2 demonstrates how they run their business on their phone (Wave or S1)
4.1.3.1. Partner 1 writes feedback using SBI / SSS and OPEN UP, then shares (and discuss)
4.2. Group exercise
4.2.1. "JP, our team's most senior SE, will deliver a short presentation. Audience: write down your feedback using OPEN UP and S/S/S, as if you are Mitch's manager." BTW - this highlights that feedback is for EVERYONE, not just our newest team members. We're doing a disservice when we pay less attention to our senior/experienced SEs.
4.2.1.1. Organization
4.2.1.1.1. Lay out the story up front.
4.2.1.1.2. Have clear transitions.
4.2.1.1.3. Summarize at end
4.2.1.1.4. i.e. Intro with "I'll start as a newly hired CSR who is able to quickly ramp, and later I will change roles to the manager having unprecedented full visibility."
4.2.1.1.5. i.e. transition from case list view, to case, to knowledge search, to resolution
4.2.1.1.6. i.e. close with "We're excited for the opportunity to transform how both your CSRs and managers operate and collaborate with Salesforce's highly usable, agile, and high-performance platform."
4.2.1.2. Passion
4.2.1.2.1. Great energy
4.2.1.2.2. Show excitement for solving their problems
4.2.1.3. Engaging
4.2.1.3.1. Ask open-ended questions, more than once
4.2.1.4. Natural
4.2.1.4.1. Steady pace
4.2.1.4.2. Conversational
4.2.1.4.3. Eye contact
4.2.1.4.4. Avoid "ums" and "uhs"
4.2.1.5. Understands audience
4.2.1.5.1. i.e. "This console view is my organized, one-stop for managing my workload - a major improvement over the multiple busy screens of the prior system."
4.2.1.5.2. [see also examples from engaging questions]
4.2.1.6. Practiced
4.2.1.6.1. Know where you're going
4.2.2. We ask the audience to share some feedback, using the 3-part framework (SBI, SSS, OPENUP)
4.2.2.1. If/when the feedback cites a specific BEHAVIOR and IMPACT, we praise that coaching using S/B/I
4.2.2.2. If/when feedback is observed as a STRENGTH or a SUGGESTION, we praise that, especially with SPECIFICITY
4.2.2.3. If/when feedback relates to each OPEN UP category, call them out
4.2.3. Mitch delivers feedback to JP; JP objects, and Mitch escalates
4.2.3.1. Michael: "So, I have a couple of suggestions: First, you might want to move the dashboard piece earlier, to address the concerns we heard from the Executive. Also, you might want to tighten up your Chatter explanation; remember that it's a new concept to audience."
4.2.3.2. Mitch: "Look, I always do Dashboards at the end. Always. And I've never had anyone complain about my Chatter wording before." or "I ran this by the customer, and they said it was fine."
4.2.3.3. Michael: "Be that as it may, keeping it at the end is a bad idea, and you really should hear Dan's Chatter explanation - it's much more effective."
4.2.3.4. ASK AUDIENCE:
4.2.3.4.1. What's going wrong here?
4.2.3.4.2. How might we handle this better?
4.2.3.4.3. [continued discussion]
4.3. WRAP UP
4.3.1. Key takeaways in one slide
4.3.1.1. 3 part framework
4.3.1.2. WRITTEN feedback is critical for potential performance management
4.3.2. Other resources
4.3.2.1. Ryan Nightingale built app we use for Presenting Value Days
4.3.2.2. Toastmasters has much more detailed evaluation paradigm
4.3.2.2.1. Speech value
4.3.2.2.2. Preparation
4.3.2.2.3. Delivery Manner
4.3.2.2.4. Opening
4.3.2.2.5. Body of Speech/Transitions
4.3.2.2.6. Conclusion
4.3.2.2.7. Notes/lectern
4.3.2.2.8. Posture, movement
4.3.2.2.9. Audience attention and preparation
4.3.2.2.10. Facial expressions
4.3.2.2.11. Eye contact
4.3.2.2.12. Vocal quality
4.3.2.2.13. Language/words
4.3.2.2.14. Grammar
4.3.2.2.15. Humor
4.3.2.2.16. Timing/pauses
4.3.2.2.17. Visual aids/props
4.3.2.2.18. What I liked best
4.3.2.2.19. My suggestions of where/how to improve
4.3.2.3. S/B/I Primer link (do we still offer situational leadership?)
4.3.2.4. Links to Presentation Skills class, and Coaching class
4.3.2.5. Book link
4.3.3. Pitfalls to avoid on giving feedback
4.3.3.1. Platitudes / Good Job
4.3.3.2. Focusing efforts only on newer team members
4.3.3.2.1. Feedback is for everyone
4.3.3.3. The "sandwich"
4.3.3.3.1. Squeezing critical feedback between two positive bits can mask/overly deemphasize the suggestion.
4.3.3.4. Timing and environment
4.3.3.4.1. Be cautious about feedback when SE is in fragile state
4.3.3.4.2. Feedback minutes before preso may not be enough time to apply the recommendations
4.3.3.4.3. Be aware of those around when you deliver feedback
4.3.3.5. Shying away from giving others feedback outside our subordinates
4.3.4. Next steps / 3 in 3
4.3.4.1. Presenting Value days
4.3.4.1.1. Recommend monthly team "Presenting Value Days"
4.3.4.1.2. They are additional opportunities for SEs to practice (more at-bats), and Managers to assess/deliver feedback
4.3.4.1.3. [Get reinforcing quotes from managers and SEs about their value]
5. Misc points
5.1. Presenting Value days
5.1.1. Recommend monthly team "Presenting Value Days"
5.1.2. They are additional opportunities for SEs to practice (more at-bats), and Managers to assess/deliver feedback
5.1.3. [Get reinforcing quotes from managers and SEs about their value]