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Comunication & Storytelling for Product Managers (and anyone else)

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Half-Day Interactive Workshop

“Get ready to actively participate in your transformation from product manager to product leader”

A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively.

This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.

Veröffentlicht in: Karriere
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Comunication & Storytelling for Product Managers (and anyone else)

  1. 1. Communication & Storytelling for Product Managers Christina Wodtke Author Radical Focus, Pencil Me in Lecturer, Stanford University
  2. 2. Housekeeping • Break at 3:00 • End at 5 • Please be present for each other • Slides and supplementary materials https://bit.ly/2KZVlNB • Signs for needs • Louder • Slow down • Jargon
  3. 3. Interview Each Other • Get into pairs • 2 minutes of A answering B’s question • 2 minutes of B answering A’s question • Round table: short introduction of who is at each table, 30 secs each
  4. 4. Q&A What questions do you have? What goals for today?
  5. 5. Why Story?
  6. 6. Goals Objective: Learn to communicate my needs effectively and build coalitions that allows my product to thrive KR: Marketing is excited to promote my product Has 3 solid plans to promote KR: Team Members enthusiastically work toward our shared goal Show up on time for meetings and contribute KR: Boss understands my value and rewards it I get a raise/bonus
  7. 7. Two kinds of Communication Part 1: One to One Part 2: One to Many Good for coalition building Time consuming at first; but builds strong ties that last across jobs Good for reaching many, but builds weak ties Upfront work, but the deck can go with you… until the projects over
  8. 8. CAMP Context,Architecture, Mechanics, Poetics
  9. 9. Poetics What do you want people to feel?
  10. 10. What change do you seek? After our meeting, ____________ will feel _____________ and will want to support the product by _______________. Grateful Joyful Relieved Free Peaceful Loving Hopeful Purposeful Connected Confident Curious Enthusiastic Healthy Spiritual Prosperous Inspired Motivated Secure Thrilled Amused
  11. 11. Context
  12. 12. Research • Who in your organization matters as you struggle to move things forward? • Who is that person, as a person? Who do they care about? How do they spend their time? • How do they communicate? • What do they value?
  13. 13. Influence Map
  14. 14. RACI R = Responsible (also Recommender) A = Accountable (also Approver or final approving authority) C = Consulted (sometimes Consultant or counsel) I = Informed (also Informee) https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
  15. 15. 4 Types of buyers • The Sponsor Buyer (Their reputation depends on your success) • The User Buyer (Your decisions affect them) • The Detail Buyer (anyone who can derail the success of the project) • The Financial Buyer (person who can give a go/no go)
  16. 16. Others? • Execution Team • Bosses of matrixed team members • Technical Partners • Promotion platform owners • Business Partners Can any of these veto your work? Can any make you successful?
  17. 17. Share and compare
  18. 18. Culture is Context
  19. 19. Erin Meyer’s Culture Map
  20. 20. Cultural Shearing Layers
  21. 21. “The problem is that we tend to assume that our framing represents the truth, rather than merely presenting a subjective “map.” In truth, however, each frame offers its own image of reality.” Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
  22. 22. Me You Cultural Gap Analysis Pick a person from your influence map. On each line, mark where you think you are and where the person you wish to influence is.
  23. 23. Hierarchal Leading Egalitarian Top-Down Deciding Consensual Points of Conflict
  24. 24. Direct Negative Feedback Indirect Confrontational Disagreeing Nonconfrontational Points of Conflict
  25. 25. Low Context Communicating High Context Concept -First Persuading Application-First Points of Conflict
  26. 26. Task-based Trusting Relationship-based Linear Time Scheduling Flexible Time Points of Conflict
  27. 27. Discuss with tablemates • What is the biggest gap? • How can close the gap? • What hidden dangers may there be in getting this wrong?
  28. 28. Values
  29. 29. POWER: Social status and prestige, control or dominance over people and resources Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  30. 30. ACHIEVEMENT: Personal success through demonstrating competence according to social standards Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  31. 31. HEDONISM: Pleasure or sensuous gratification for oneself Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  32. 32. STIMULATION: Excitement, novelty, and challenge in life Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  33. 33. SELF-DIRECTION: Independent thought and action - choosing, creating, exploring Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  34. 34. UNIVERSALISM: Understanding, appreciation, tolerance, and protection for the welfare of all people and for nature Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  35. 35. BENEVOLENCE: Preservation and enhancement of the welfare of people with whom one is in frequent personal contact Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  36. 36. TRADITION: Respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provide Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  37. 37. CONFORMITY: Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  38. 38. SECURITY: Safety, harmony, and stability of society, of relationships, and of self Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  39. 39. Listening for Values
  40. 40. Tell me about a good day Power Security Tradition Conformity Self- direction Hedonism Achievement Universalism Stimulation Benevolence
  41. 41. Tell me about a Bad day Power Security Tradition Conformity Self- direction Hedonism Achievement Universalism Stimulation Benevolence
  42. 42. WHAT MATTERS? SHARE!
  43. 43. Write an argument for what you want using one value Examples: If we launch this, we will protect out user’s privacy (safety) If we launch this, it will continue our company’s tradition of excellence (tradition) If we launch this, it will allow us to keep parity with competitors. (conformity)
  44. 44. Share with a tablemate
  45. 45. Micro- stories
  46. 46. Core Story I tried to achieve Goal BECAUSE motivation BUT Conflict.
  47. 47. Transition Hooks “Little did I know I was completely wrong.” “It proved even harder than we thought.” “No one suspected then that the opposite was true.”
  48. 48. Struggle Yes, But: I was finally able to land a famous blogger for my new platform, but that day my cofounder quit to become a life coach. No, Furthermore: Our first coffee store in Shenzen was struggling, and then we heard Starbucks was opening their first store in a month.
  49. 49. Solution • “It killed us, but we had to go back to those early adopters and show them a new product that actually solved their problems: a mini-hoe coated with pesticides!” • “When we did usability testing, we realized color- blind people weren’t seeing the button. Fixing that solved the mystery we saw in the A/B test results” • “We’d thought that people in China wanted a familiar atmosphere in their coffee shops, but what they really wanted was a tiny vacation to visit the west.We redesigned our stores to give that to them.”
  50. 50. 6 Stories With Thanks to Annette Simmons's The Story Factor
  51. 51. Who am I? When I was I tried It went sideways But then Which is why
  52. 52. Why I’m Here I always hoped But life But then I realized And I’m here because
  53. 53. Vision Today this is true And it sucks because But what if And then we’d have a new world
  54. 54. Values in Action I always thought I was But I faced this I saw who I really was And now I adhere/rebel against that value
  55. 55. Teaching Stories When I was I experienced I realized what I didn’t know And that’s why it’s so important
  56. 56. I know what you’re thinking Name the expectation “Designers are…” Admit culpability Show how that isn’t true/isn’t bad/can be overcome Now what?
  57. 57. Share your Microstories Give advice, Steal good ideas, make each other better
  58. 58. The Roadshow Formal Presentations
  59. 59. “The only reason to give a speech is to change the world.” Nick Morgan
  60. 60. Dan Roam
  61. 61. What change do you seek? After my presentation, ____________ my audience will feel _____________ and will want to support the product by _______________. Grateful Joyful Relieved Free Peaceful Loving Hopeful Purposeful Connected Confident Curious Enthusiastic Healthy Spiritual Prosperous Inspired Motivated Secure Thrilled Amused
  62. 62. Architecture
  63. 63. Two Story-Based Approaches Story Driven Story Decorated Anecdote #1 Point #2 Point #3 Point #4 Point #1 Point #2 Point #3 Point #4 Point #1 Anecdote #12 Anecdote #3 Story (1-3)
  64. 64. Improv • Character with a Goal and a Motivation • Setting/Situation • Inciting incident (usually first attempt toward goal, or a motivation to start trying to accomplish goal. More here) • Try (character tries something to get to their goal) • Fail (something goes wrong) • Try • Fail • Try • Fail • Crises (all is lost, the goal will never be accomplished!) • Climax (character figures out a way! or gets rescued) • Resolution (how is character’s life changed by this success?) • Moral of the story is (punchline)
  65. 65. Persuasion Strategies
  66. 66. Langauge
  67. 67. Be Greek Logos Pathos Ethos
  68. 68. Emotional Appeal
  69. 69. Pathos
  70. 70. Authority Appeal Who are you to make this change?
  71. 71. Moving from Ethos to Logos
  72. 72. Rational Appeal Logic, facts
  73. 73. Stories • Anecdotes (from your life or others) • Fables & Myths • Vignettes • Jokes Activities • Think Pair Share • Mini-debate • Draw & share • Share a story Facts • Studies • News • Metrics Thesis and supporting ideas ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________
  74. 74. Share
  75. 75. BODY LANGUAGE
  76. 76. YOUR BODY TELLS YOUR STORY
  77. 77. Images from Amy Cuddy’s research on power poses
  78. 78. READ
  79. 79. WRITE
  80. 80. Context Architecture Mechanics Poetics
  81. 81. Write down three things you want to do when you are back to work
  82. 82. Q&A What questions do you have?
  83. 83. Thank You @cwodtke | me@cwodtke.com www.cwodtke.com CHRISTINA WODTKE

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