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Kevin Duncan - Speaking the visual language using images for effective communication; soapconf 2014

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Kevin Duncan - Speaking the visual language using images for effective communication; soapconf 2014

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Kevin uses material from his best selling book, The Diagrams Book, to explain how to tell inspiring stories and shorten training time by using visuals powerfully.

Kevin uses material from his best selling book, The Diagrams Book, to explain how to tell inspiring stories and shorten training time by using visuals powerfully.

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Kevin Duncan - Speaking the visual language using images for effective communication; soapconf 2014

  1. 1. @kevinduncan
  2. 2. SPEAKING THE VISUAL LANGUAGE: USING IMAGES FOR EFFECTIVE COMMUNICATION
  3. 3. 1. TELLING AN INSPIRING STORY (What are we trying to do here?) 2. INSPIRING PEOPLE FASTER (Visual ways to shorten training time)
  4. 4. POSSIBLE AUDIENCES 1.You 2. Your boss 3. Your staff 4. Your customers
  5. 5. 1. TELLING AN INSPIRING STORY (What are we trying to do here?)
  6. 6. Why Anyone Bothers To Work • All three = ideal • 2 out of 3 = okay • 1 out of 3 = vulnerable • 0 = disastrous • Score and discuss
  7. 7. Explain Your Strategy Visually • One diagram clearer than 10 pages • Take 2 most important variables • Compare with competitors • Show direction of travel • Plot progress over time
  8. 8. Example #1 Use Market Map to distinguish between high-end and low price purchasers of air time
  9. 9. Explain Why It Is What It Is • Tell an engaging story • Start broad (10 options) • Then reduce (3 options) • Consider, then reject • One recommendation • Tell story of your battles
  10. 10. Example #2 Use the Whittling Wedge to narrow down a range of proposals to one clear recommendation.
  11. 11. The Bow Tie • Perfect story telling • Reduce, big reveal, expand • Cadence and pace of a presentation • “Now for the detail...”
  12. 12. Example #3 Use the Bow Tie to narrow down proposals to major clients and then expand the detail.
  13. 13. Anchor The Theme • Explain central thought clearly – the shorter the better • Sub ideas show fertility • Show how all elements are interrelated • “This bit works because it fits in with this bit…”
  14. 14. Example #4 Use the Central Idea Satellite System to organise and sell creative ideas.
  15. 15. Pinpoint The Bravery Level • How brave is the company? • And the individual? • What standards expected? • How brave in the past? • How brave now? • Set clear expectations
  16. 16. Knock Down Barriers To Acceptance • Boss, staff, or customer • Likely objections? • How many are there? • How to address them? • One at a time? • All at once? • In what sequence?
  17. 17. Example #5 Use the Barriers To Purchase Axis to identify and overcome purchase reservations.
  18. 18. How To Confuse Everybody • Hubs within hubs • Double-headed arrows • Dotted lines • Understandable? • Simpler is better
  19. 19. How To Clarify • Simple and clear • Nothing dotted, two- way or sideways • Everyone knows where they stand • Subordinates know who is in charge
  20. 20. The Rhythm Of The Year • Full year plans unrealistic • Decision windows: right decision makers present? • Crisis bombs: same time every year? • Can always predict when things will happen • Realistic forecasting, fewer surprises
  21. 21. The Motivational Dip • Honeymoon period fun • But it never lasts • Learning & Understanding phase vital • Ends in success or tears • Analyze past relationships • Predict moment of dip
  22. 22. Anticipating The Dips • Plot morale for year • Map out intended initiatives for year • Spread evenly to keep spirits high as possible • Announce next thing before the next low point
  23. 23. 2. INSPIRING PEOPLE FASTER (Visual ways to shorten training time)
  24. 24. The New Business Pyramid • Relevance, not volume • Populate with names and numbers • Don’t waste time on those who won’t get it • Three proper projects a year may be enough
  25. 25. Example #6 Use the New Business Pyramid to identify prospective customers and volume opportunities.
  26. 26. The Long Tail • Fashion for big hits • Multiple niches better? • Less risky/controversial • Can do lots of them • 74% songs online sell less than 10 copies • 15% revenue from 0.00001% of songs
  27. 27. The Three Buckets • BB = excellence as standard • CD = significantly better than normal • CTG = truly extraordinary • Put all projects in a bucket & review
  28. 28. Example #7 Use Three Buckets to review merits of research projects.
  29. 29. The Priority Matrix • Urgent + Important = do now • Urgent + Not Important = delegate/do quickly • Important + Not Urgent = Think, plan, stick to it • Neither = Ignore/cancel
  30. 30. The Growing Pane • Old/good: confirm value • New/good: inspire more • Old/bad: ditch now • New/bad: work out why, be aware of emotional & financial commitment
  31. 31. Ditching The Essay Crisis Mentality • Human nature to delay • Don’t: it’s a student hangover • Convene decision makers in first 24 hours • Set direction, brief experts, course correct • Increases quality
  32. 32. Example #8 Use the Personal Deadline to prepare a winning pitch well in advance.
  33. 33. The IF Triangle • Key to any negotiation • Can have any two • Too much pressure on all three = collapse • Start all sentences with “If…” • “If you require x, we require y in return...”
  34. 34. Plan Your Negotiations Properly • Always plan negotiation • Must limit • Intend level • Wish list • What matters to each side is usually different • Trading variables
  35. 35. The F Triangle • Get them to reconsider • “I understand you feel x... • I felt the same but discovered y... • I found it was worth it.”
  36. 36. How To Be A Sensitive Boss • Done it before: direct • They haven’t: coach • Once or twice: support • They’re sick of doing it: reinvigorate • Different approach for every person, every task, every day
  37. 37. Changing The Language Of Conflict • When it has all become too personal… • Let’s deal with ‘it’ • Not ‘I’, ‘me’, or ‘you’ • “This problem is quite tricky isn’t it? How can ‘we’ solve ‘it’?”
  38. 38. The Cone of Experience? • Read > Hear > See > See & Hear > Say > Say & Do • Doing active things best • Do a diagram on the spot and apply it immediately • Remote learning/homework happens if fun • Remember 50% of this?
  39. 39. Other uses #1:Presentations “I love it - It's great - really innovative. I dip in and out during the day and work out how I can use this stuff in presentations.” Simon Redfern, Director of Corporate Affairs
  40. 40. Other uses #2: Communication "If you process things visually as I do, or if you deal with people who do, you need to communicate your ideas in a simple and effective way." Chris Carmichael, Media Director, EMEA
  41. 41. Other uses #3: Making a point “I’m a big fan of visuals to help represent a point, so it really did the job.” Mat Sears, Head of PR and Corporate Communications
  42. 42. Other uses #4: Too many words? “I'm a very visual person, so the book resonated very strongly with me. It's a great way to resolve issues that become bogged down in too many words.” James Sturrock, Director, Commercial Direct
  43. 43. Other uses #5: Winning respect “Here is a visual language that can be used to make one’s case and win respect.” Will Harris, Business Director
  44. 44. Other uses #6: Adding energy “I had been coveting a copy for a while, so I am dead chuffed to get my hands on one.” Richard Huntington, Director of Planning “He does for business what Nike does for sport.” Richard Hytner, Deputy Chairman
  45. 45. Other uses #7: Enjoyment “Really enjoyed the talk!” Alison Neil, Learning and Development Manager, Legal Division
  46. 46. THE INTERACTIVE KIT BOX • THE BOOK • STARTER TEMPLATES • BLANKS • SHARPIE PEN • BE INSPIRED • DESIGN OWN • PUZZLE
  47. 47. AND FINALLY, A PUZZLE FOR YOU... • Draw nine dots on a blank page like this… • Now try to join all the dots using no more than four lines, and without taking the pen off the paper.
  48. 48. INTERNATIONAL DIAGRAMS • KOREA • GERMANY • JAPAN • CHINA • TAIWAN • THAILAND • RUSSIA • BRAZIL • SPAIN • USA
  49. 49. thediagramsbook.com @kevinduncan expertadviceonline.com kevinduncanexpertadvice @gmail.com +44 (0)7979 808770

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