Workplace Strategies
Making a Presentation to the Boss’ Team
Q:
After nearly 12 years of heading my own small ad film making company, I’m now called to join a Broadcast Channel as a Creative Head in charge of OAPs. However a couple of months ago, the laybacks have started and the CEO, who was initially warm, seems distant. He has been vague on job functions—e.g., I have been asked to make a presentation to his people. He’s asked me to write in what I’d like to present and who in his organisation can be present. (He knows that my experience in TV is zero.) Should I be academic and talk only about “On Air Promos” or should I give a talk on creativity and design and semiotics? Or is this just a Gift to his tightened belt workforce?
A:
That’s a tough one, because his rational could include any or all of the above—or other things, as well. For example, it’s possible that some members of his team are questioning why someone was brought in from the outside for this role, rather than promoting from within. The CEO may be giving you an opportunity to show the depth of expertise you bring.
My strategy would be to talk about On Air Promotions, but illustrate how creativity, design and semiotics contribute to making a memorable clip. (For those of you reading along, I had to look “semiotics” up, too—it’s the study of how meaning is constructed and understood, including through the use of signs and symbols—sounds like a talk I’d love to hear!). Here are some thoughts to keep in mind as you put the session together:
* You want the audience to come away recognizing that you bring an extraordinary set of skills and knowledge to the organization, without perceiving you as arrogant.
* To avoid appearing arrogant—and increase the entertainment quotient—don’t “tell” them about the things you know, show them. Use lots of examples of OAPs that didn’t work well (preferably not from your organization’s archives, unless you’re sure that doing so won’t step on any toes) and examples of ones that did, pointing out why.
* Broadly outline your goals for the department—ways in which you believe your team will be making a significant contribution going forward. Make the connections between what you bring to the table and the overall goals of the organization explicit. Demonstrate that you’re committed to the organization’s success (not just your department’s).
I hope that helps—best wishes for a successful session, and an enjoyable new career.
Tammy
Spending A LOT of Time on Planning
Q:
Hi Tammy,
I’m a Gen Y’er who recently started with a large corporataion. I am the youngest one on my team. All others are Traditionalists, Boomers, and X’ers. I feel confident in my work and contributions. Furthermore, I feel I am taken seriously by most of my colleagues.
The issue I’m having is with project planning. My team spends A LOT of time planning. I recently heard you give a presentation and really connected with the idea that Y’s think the other generations spend too much time planning rather than doing. How can I share my ideas about doing things differently without threatening the way they have been doing things for so long?
Thanks,
J.
A:
Hi J—
There are two messages that you need to help your colleagues to hear—
One is the context: why different generations tend to approach workplace tasks in different ways. Once people get past interpreting different approaches as signs that “the other guy” is perhaps not as dedicated, hard-working, or whatever other judgement might be applied, and recognize that our different formative experiences have conditioned us to approach tasks in different ways, I find it becomes easier to listen to new ideas. Could you perhaps give them something to read? Most people enjoy learning more about the generational perspectives—and ones around scheduling are particularly interesting. I write about this in Plugged In, as well as in my blogs.
Second, is experimentation: ask colleagues if they would try a new approach once. Most people are willing to try something, if they don’t feel they’re buying into a long-term commitment to a different way. Select a specific task and ask the group if they’d be up for experimenting with a different approach.
There’s a section in Plugged In that discusses presenting ideas in terms of the Return on Investment that the new approach could provide. That’s also likely to be helpful here. Presenting your proposal as a way to do something faster or at less cost, strengthens the likelihood of acceptance.
Good for you for looking for ways to do things better. I hope you have great success!
Best,
Tammy
