Powerpoint Quotes

People who know what they’re talking about don’t need PowerPoint.

Nothing stands for content-free corporate bullshit quite like PowerPoint. And that's just scratching the surface...

...I took Advanced PowerPoint last semester. You guys are always misunderestimating me. I'm totally ready to handle the big stuff.

Vitellius would've given Percy an hour-long lecture on the subject, probably with a PowerPoint presentation.

You don't have to explain,' I say, though all I want is a detailed explanation with an accompanying PowerPoint presentation.

PowerPoint is like being trapped in the style of early Egyptian flatland cartoons rather than using the more effective tools of Renaissance visual representation.

We have met the Devil of Information Overload and his impish underlings, the computer virus, the busy signal, the dead link, and the PowerPoint presentation.

There’s nothing like a PowerPoint presentation to stamp out green shoots of happiness,

I also learned how to take the images and paste them onto PowerPoint for briefings and the like. Yes, even SEALs use PowerPoint.

PowerPoint is the scourge of critical thinking. It encourages fragmented logic by the briefer and passivity in the listener.

On the ride back south, she tapped all the anger-management tricks they'd given her in job training. They played across her windshield like PowerPoint slides. Number One: It's not about you. Number Two: Your plan is not the world's. Number Three: The mind can make a heaven of hell, a hell of heaven.

You wouldn’t believe the scope for mischief that the Beast of Redmond unintentionally builds into its Office software by letting it execute macros that have unlimited access to the hardware. I remember a particular post-prandial PowerPoint presentation where I was one of only two survivors (and the other wasn’t entirely human). However, this is the first time I’ve seen a Word document eat a man’s soul.

He monologued at me. With PowerPoint.★★ ★★He what? And you’re still sane? Obviously I underestimated you.★★

it is very telling what we don’t hear in eulogies. We almost never hear things like: “The crowning achievement of his life was when he made senior vice president.” Or: “He increased market share for his company multiple times during his tenure.” Or: “She never stopped working. She ate lunch at her desk. Every day.” Or: “He never made it to his kid’s Little League games because he always had to go over those figures one more time.” Or: “While she didn’t have any real friends, she had six hundred Facebook friends, and she dealt with every email in her in-box every night.” Or: “His PowerPoint slides were always meticulously prepared.” Our eulogies are always about the other stuff: what we gave, how we connected, how much we meant to our family and friends, small kindnesses, lifelong passions, and the things that made us laugh.

People over the age of thirty were born before the digital revolution really started. We’ve learned to use digital technology—laptops, cameras, personal digital assistants, the Internet—as adults, and it has been something like learning a foreign language. Most of us are okay, and some are even expert. We do e-mails and PowerPoint, surf the Internet, and feel we’re at the cutting edge. But compared to most people under thirty and certainly under twenty, we are fumbling amateurs. People of that age were born after the digital revolution began. They learned to speak digital as a mother tongue.

I remember a particular post-prandial PowerPoint presentation where I was one of only two survivors (and the other wasn't entirely human). However this is the first time I've seen a Word document eat a man's soul.

But forecasters often resist considering these out-of-sample problems. When we expand our sample to include events further apart from us in time and space, it often means that we will encounter cases in which the relationships we are studying did not hold up as well as we are accustomed to. The model will seem to be less powerful. It will look less impressive in a PowerPoint presentation (or a journal article or a blog post). We will be forced to acknowledge that we know less about the world than we thought we did. Our personal and professional incentives almost always discourage us from doing this.

The tone of the new ones, in their TED Talks, in PowerPointed product launches, in testimony to parliaments and congresses, in utopianly titled books, was a smarmy syrup of convenient conviction and personal surrender that he remembered well from the Republic. He

At the morning's PowerPoint It's full of unique bullet points

Nothing stands for content-free corporate bullshit quite like PowerPoint.

Yes, even SEALs use PowerPoint.

it’s often the case in group meetings where the person who made the PowerPoint slides puts data in front of you, and we often just use the data people put in front of us.

Thank you for inviting me here today " I said my voice sounding nothing like me. "I'm here to testify about things I've seen and experienced myself. I'm here because the human race has become more powerful than ever. We've gone to the moon. Our crops resist diseases and pests. We can stop and restart a human heart. And we've harvested vast amounts of energy for everything from night-lights to enormous super-jets. We've even created new kinds of people, like me. "But everything mankind" - I frowned - "personkind has accomplished has had a price. One that we're all gonna have to pay." I heard coughing and shifting in the audience. I looked down at my notes and all the little black words blurred together on the page. I just could not get through this. I put the speech down picked up the microphone and came out from behind the podium. "Look " I said. "There's a lot of official stuff I could quote and put up on the screen with PowerPoint. But what you need to know what the world needs to know is that we're really destroying the earth in a bigger and more catastrophic was than anyone has ever imagined. "I mean I've seen a lot of the world the only world we have. There are so many awesome beautiful tings in it. Waterfalls and mountains thermal pools surrounded by sand like white sugar. Field and field of wildflowers. Places where the ocean crashes up against a mountainside like it's done for hundreds of thousands of years. "I've also seen concrete cities with hardly any green. And rivers whose pretty rainbow surfaces came from an oil leak upstream. Animals are becoming extinct right now in my lifetime. Just recently I went through one of the worst hurricanes ever recorded. It was a whole lot worse because of huge worldwide climatic changes caused by... us. We the people." .... "A more perfect union While huge corporations do whatever they want to whoever they want and other people live in subway tunnels Where's the justice of that Kids right here in America go to be hungry every night while other people get four-hundred-dollar haircuts. Promote the general welfare Where's the General welfare in strip-mining toxic pesticides industrial solvents being dumped into rivers killing everything Domestic Tranquility Ever sleep in a forest that's being clear-cut You'd be hearing chain saws in your head for weeks. The blessings of liberty Yes. I'm using one of the blessings of liberty right now my freedom of speech to tell you guys who make the laws that the very ground you stand on the house you live in the children you tuck in at night are all in immediate catastrophic danger.

This is my favorite. I just love the idea of the guy opening up his phone, seeing the boobs, and thinking, “Ahhhh. Okay, you got this, Phil! Let’s nail this PowerPoint presentation.

A good PowerPoint show turned a failed project into a success in the eyes of top management. As often is the case, senior executives had no knowledge or no real interest in what was really going on.

Law was glorified clerking. Consulting was flying in the middle of nowhere to piss around with PowerPoint. Accountancy was boring and didn’t pay well. And banking, in some nebulous way, wouldn't suit me.

What’s the first thing you should do when creating a PowerPoint presentation? If you’re like many people you’ll say, “Open PowerPoint.” Wrong answer. You should plan the story first. Just as a movie director storyboards the scenes before he begins shooting, you should create the story before you open the tool. You’ll have plenty of time to design pretty slides once the story is complete, but if the story is boring, you’ve lost your audience before you’ve spoken a word.

While Elizabeth was fast to catch on to engineering concepts, Sunny was often out of his depth during engineering discussions. To hide it, he had a habit of repeating technical terms he heard others using. During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.” As Arnav flashed it on a screen with a projector, the five members of his team stole furtive glances at one another, nervous that Sunny might become wise to the prank. But he didn’t bat an eye and the meeting proceeded without incident. After he left the room, they burst out laughing.

Computers thwart, contort, and befuddle us. We mess around with fonts, change screen backgrounds, slow down or increase mouse speed. We tweak and we piddle. We spend countless hours preparing PowerPoint slides that most people forget in seconds. We generate reports in duplicate and triplicate and then somw that end up serving only one function for most of the recipients - to collect dust.

If you are conducting a one-hour meeting at your company, you have effectively stolen one hour from every person in the room. If there are twenty people in the room, your presentation is now the equivalent of a twenty-hour investment. It is therefore your responsibility to ensure that you do not waste the hour by reading from PowerPoint slides, providing information that could have been delivered via email, lecturing, pontificating, pandering, or otherwise boring your audience. You must entertain, engage, and inform. Every single time.

След обяд имахме практически упражнения, предназначени да ни запознаят с компютърни програми като PowerPoint, Excel и Access. За този курс седяхме в полукръг около благ инструктор с вид на библиотекар; Уейнрайт тутакси нарече мероприятието Време със семейството на Майкрософт.

Most PowerPoints aren’t creating a lot of emotion. We decided to flip this on its head. Let’s have people do something active and immersive. That’s going to generate more of an emotional response so they will feel something. And then they can think about what they’ve learned.

You’re Caz’s girlfriend?' The question sounds almost like a threat. 'Um . . .' I lick my dry lips. 'I—' 'Yeah, she is,' Caz answers for me, and—to everyone’s shock—slides a casual hand around my waist. Distantly, through the sensation of his skin against my dress, I remember the slide from my PowerPoint: No physical contact beyond casual shoulder-bumping and occasional hugging. 'We’re actually on a date right now.

Self-discipline is central to the leadership of institutions and to reforming them. A favorite saying of mine is "Never miss a good chance to shut up." I won't tell you how many times in a congressional hearing I just wanted to scream. How often in the White House Situation Room I wanted to say, "That's the dumbest idea I ever heard." How often in a briefing at the CIA or the Pentagon I wanted to tell someone where to stick his PowerPoint slides. Senior leaders want to blow off steam-shout at people- all the time. But to be an effective leader, you have to suppress those urges.

It's the same thing that makes all pop music so heartbreaking. Even when Miley Cyrus sings "So I put my hands up, they're playin' my song / The butterflies fly away / I'm noddin' my head like 'Yeah!' / Movin' my hips like 'Yeah!'" in her song "Party in the U.S.A." It's that chirping mirth against a backdrop of despair, that juxtaposition of blithe optimism against all the crushing brutalities and inadequacies of life. The image of an ineffably beautiful butterfly flitting by the shattered windows of a dilapidated, abandoned factory is not so poignant because it highlights the indomitable life force. To the contrary, the butterfly (and the pop song) is like a PowerPoint cursor; it's there to whet our perception of and strengthen our affinity for what's moribund, for what's always dying before our eyes. Loving the moribund is our way of signaling the dead from this shore: "We are your kinsmen...

The apparatchiks, too, were an eternal type. The tone of the new ones, in their TED Talks, in PowerPointed product launches, in testimony to parliaments and congresses, in utopianly titled books, was a smarmy syrup of convenient conviction and personal surrender that he remembered well from the Republic.

Almost all Afghan recruits had been deprived of a basic education during their country's decades of turmoil. An estimated 80 to 90 percent could not read or write. Some could not count or did not know their colors. Yet the Americans expected them to embrace PowerPoint presentations and operate complex weapons systems.

As we're told that 10 percent of all high school education will be computer-based by 2014 and rise to 50 percent by 2019, and as the PowerPoint throws up aphoristic bromides by the corporate heroes of the digitally driven 'global economy' -- the implication being that 'great companies' know what they're doing, while most schools don't -- and as we're goaded mercilessly to the conclusion that everything we are, know, and do is bound for the dustbin of history, I want to ask what kind of schooling Bill Gates and Steve Jobs had. Wasn't it at bottom the very sort of book-based, content-driven education that we declare obsolete in the name of their achievements?

The information he did not get was formal information. The data. The details. The options. The analysis. He didn’t do PowerPoint. For anything that smacked of a classroom or of being lectured to—“professor” was one of his bad words, and he was proud of never going to class, never buying a textbook, never taking a note—he got up and left the room.

Audience members will notice the most salient (because of its striking color, size, or other eye-catching characteristic) line first and interpret it as the most important.

Many troops were far more proficient in PowerPoint than they were with firearms, so

Work hard, but make time for you love, family and friends. Nobody remembers powerpoint presentations on your final day

Hacer presentaciones persuasivas no tienen que ver sólo ocn el entusiasmo y con usar PowerPoint, requiere destrezas concretas que mantengan a su audiencia interesada.

Too many would-be beautiful businesses that could reinvent markets and create substantial value live only in PowerPoint documents, never to be launched.

La gente que sabe de lo que está hablando no necesita PowerPoint

Main purpose of PowerPoint is to slow communication down so the ideas are easier to catch.

The Shadow Brokers leak was by far the most damaging in U.S. intelligence history. If Snowden leaked the PowerPoint bullet points, the Shadow Brokers handed our enemies the actual bullets: the code.

During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.

There are a lot of things wrong with this particular approach to getting your girlfriend to agree to reenter a relationship with you. Probably the biggest problem is that it's a PowerPoint presentation.

to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.” The product review revealed how unfocused Apple had become. The company

People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.

In 90% of cases, you can start with one of the two most effective ways to open a speech: ask a question or start with a story. Our brain doesn’t remember what we hear. It remembers only what we “see” or imagine while we listen. You can remember stories. Everything else is quickly forgotten. Smell is the most powerful sense out of 4 to immerse audience members into a scene. Every sentence either helps to drive your point home, or it detracts from clarity. There is no middle point. If you don’t have a foundational phrase in your speech, it means that your message is not clear enough to you, and if it’s not clear to you, there is no way it will be clear to your audience. Share your failures first. Show your audience members that you are not any better, smarter or more talented than they are. You are not an actor, you are a speaker. The main skill of an actor is to play a role; to be someone else. Your main skill as a speaker is to be yourself. People will forgive you for anything except for being boring. Speaking without passion is boring. If you are not excited about what you are talking about, how can you expect your audience to be excited? Never hide behind a lectern or a table. Your audience needs to see 100% of your body. Speak slowly and people will consider you to be a thoughtful and clever person. Leaders don’t talk much, but each word holds a lot of meaning and value. You always speak to only one person. Have a conversation directly with one person, look him or her in the eye. After you have logically completed one idea, which usually is 10-20 seconds, scan the audience and then stop your eyes on another person. Repeat this process again. Cover the entire room with eye contact. When you scan the audience and pick people for eye contact, pick positive people more often. When you pause, your audience thinks about your message and reflects. Pausing builds an audiences’ confidence. If you don’t pause, your audience doesn’t have time to digest what you've told them and hence, they will not remember a word of what you've said. Pause before and after you make an important point and stand still. During this pause, people think about your words and your message sinks in. After you make an important point and stand still. During this pause, people think about your words and your message sinks in. Speakers use filler words when they don’t know what to say, but they feel uncomfortable with silence. Have you ever seen a speaker who went on stage with a piece of paper and notes? Have you ever been one of these speakers? When people see you with paper in your hands, they instantly think, “This speaker is not sincere. He has a script and will talk according to the script.” The best speeches are not written, they are rewritten. Bad speakers create a 10 minutes speech and deliver it in 7 minutes. Great speakers create a 5 minute speech and deliver it in 7 minutes. Explain your ideas in a simple manner, so that the average 12-year-old child can understand the concept. Good speakers and experts can always explain the most complex ideas with very simple words. Stories evoke emotions. Factual information conveys logic. Emotions are far more important in a speech than logic. If you're considering whether to use statistics or a story, use a story. PowerPoint is for pictures not for words. Use as few words on the slide as possible. Never learn your speech word for word. Just rehearse it enough times to internalize the flow. If you watch a video of your speech, you can triple the pace of your development as a speaker. Make videos a habit. Meaningless words and clichés neither convey value nor information. Avoid them. Never apologize on stage. If people need to put in a lot of effort to understand you they simply won’t listen. On the other hand if you use very simple language you will connect with the audience and your speech will be remembered.

It may sound as though she wants a simple PowerPoint presentation about the business, but if she’s hoping to persuade a client of something, you’ll want your slides to help do that. Be clear, too, about deadlines and who needs to be looped in on the project.

I hate the way people use slide presentations instead of thinking,” Jobs later recalled. “People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.

my own primary curiosity was still technical in nature. It’s all well and good to read a document or to click through the slides of a PowerPoint presentation to find out what a program is intended to do, but the better you can understand a program’s mechanics, the better you can understand its potential for abuse.

One of the most striking research findings is the power of active retrieval—testing—to strengthen memory, and that the more effortful the retrieval, the stronger the benefit. Think flight simulator versus PowerPoint lecture. Think quiz versus rereading. The act of retrieving learning from memory has two profound benefits. One, it tells you what you know and don’t know, and therefore where to focus further study to improve the areas where you’re weak. Two, recalling what you have learned causes your brain to reconsolidate the memory, which strengthens its connections to what you already know and makes it easier for you to recall in the future.

Tomorrow, and Tomorrow, and Tomorrow is a novel about work, and I would be remiss if I did not thank my colleagues, whose ideas, skills, questions, observations, provocations, encouragements, witticisms, letters, phone calls, Zooms, texts, PowerPoint presentations, and occasional course corrections have improved this book enormously.

Bannon didn’t promote internal debate, provide policy rationale, or deliver PowerPoint presentations; instead, he was the equivalent of Trump’s personal talk radio. Trump could turn him on at any moment, and it pleased him that Bannon’s pronouncements and views would consistently be fully formed and ever available, a bracing, unified-field narrative

Ревизия продукции началась с упразднения PowerPoint. "Терпеть не могу, когда люди показывают слайды вместо того, чтобы думать, – объяснял потом Джобс. – Они рассматривают проблему с помощью презентации. Я хотел, чтобы люди включались, чтобы обсуждали вопросы за столом, а не разглядывали картинки. Если человек знает, о чем говорит, ему не нужен PowerPoint".

Well-designed visuals do more than provide information; they bring order to the conversation.

Your slides should be a billboard not a document!

Mr. Magoo Rule: Text and graphics must be easily distinguished and recognized.

They should be more like what would have been sent by telegraph in days of old (when each word cost money) than prose.

Because values on a clock face increase in a clockwise direction, we expect greater quantities to be indicated by greater arcs in a clockwise direction

George A. Miller, “The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information,” Psychological Review 63, 81–97 (1956).

Or so the slide deck said.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Detesto que la gente recurra a las presentaciones de diapositivas en lugar de pensar - recordaba Jobs -. La gente se enfrentaba a los problemas creando una presentación. Yo quería que se comprometieran, que discutieran los temas sentados a una mesa, en lugar de mostrarme un puñado de diapositivas. La gente que sabe de lo que está hablando no necesita Powerpoint

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Sami and I had exactly one day together in the old world. On Tuesday the jihadists came to our front door and knocked down our buildings. Our new world was hijacked planes, anthrax, and Afghanistan. Then we had snipers inside the Beltway. Then came Iraq. With every military action we were told reprisals were not just probable, but a foregone conclusion. An intelligence officer with a fancy PowerPoint briefed teachers on ‘our new reality.’ He called us ‘targets.’ He said ‘get used to it.’ He told our Webmaster ‘get off your ass’ and remove bus routes/stops from the school’s website. Johnny Jihad would find that information especially helpful if he decided to plow through our kids one morning as they stood half-asleep waiting for the school bus.

les points d'alimentation Powerpoints that discuss power points and targets of soft targets Sweet Açaí fell in love with Grapefruit Paint my skin with honey activate the points of power powerpoints que discuter les points d’alimentation et les objectifs de mou objectifs acai doux tombé en amour avec pamplemousse Peindre ma peau avec du miel activer les points de puissance

PowerPoint presentations, the cesspool of data visualization that Microsoft has visited upon the earth. PowerPoint, indeed, is a cautionary tale in our emerging data literacy. It shows that tools matter: Good ones help us think well and bad ones do the opposite. Ever since it was first released in 1990, PowerPoint has become an omnipresent tool for showing charts and info during corporate presentations.

If the ongoing importance of a manager is measured by how many people he has working under him, the immediate material manifestation of that manager's power and prestige is the visual quality of his presentations and reports. The meetings in which such emblems are displayed might be considered the high rituals of the corporate world. And just as the retinues of a feudal lord might include servants whose only role was to polish his horses' armor or tweeze his mustache before tournaments or pageants, so many present-day executives keep employees whose sole purpose is to prepare their PowerPoint presentations or craft the maps, cartoons, photographs, or illustrations that accompany their reports. Many of these reports are nothing more than props in a Kabuki-like corporate theater—no one actually reads them all the way through.

One of King Hussein’s skeptical advisers had warned him “to expect a half-baked presentation” at the C.I.A. The spy agency briefers would cloak their lack of knowledge about the internal situation in Iraq “through the use of elaborate graphs, charts, and presentational aids.” Even in these early days of PowerPoint’s hegemony over Washington, an overload of colorfully designed but cluttered and questionably relevant information was a common feature of intelligence briefings.

verbal fluency and sociability are the two most important predictors of success, according to a Stanford Business School study. It’s a world in which a middle manager at GE once told me that “people here don’t even want to meet with you if you don’t have a PowerPoint and a ‘pitch’ for them. Even if you’re just making a recommendation to your colleague, you can’t sit down in someone’s office and tell them what you think. You have to make a presentation, with pros and cons and a ‘takeaway box.

Your competition's sales slide presentation is equally pathetic. Here is the secret solution: Convert the time you're currently wasting watching television re-runs in the evening and develop your own PowerPoint presentation that is 100% in terms of the customer's needs and desires, one that engages the prospective customer by asking questions and promoting dialogue, one that uses a little humor to keep the sales presentation alive, and one that supports every fact and claim with testimonials.

His mouth closes in on mine, and that single second before our lips meet spins out for eternity. And it makes graphs and flow-charts and PowerPoints underlining all the reasons we should absolutely not be doing this. But we are. We so completely are. Winch walks me back to the bed and lies me down, his entire body pressed long and perfectly weighted over mine. He kisses me with a gentle, coaxing pressure for a few minutes, like he's taking my temperature, gauging my heart rate, and determining if I'm in. I'm all in.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer.

No market or type of drug was exempt, including antiretrovirals purchased by the United States and the World Health Organization to fight HIV in Africa. In Europe, the company used ingredients from unapproved sources, invented shelf-life data, tested different formulations of the drug than the ones it sold, and made undocumented changes to the manufacturing process. The PowerPoint also noted that the fallout from the Vimta audit, which had initially taken Kumar to South Africa, was already drawing the attention of regulators and could do further damage to the company’s reputation.

Apple employees had never had much respect for Microsoft’s ability to create anything but ungainly, confusing, and half-baked technologies for consumers. The animus went back decades. Even though Microsoft Word, Excel, and PowerPoint were instrumental in the early success of the Mac, Microsoft’s unforgivable sin, from the vantage point of Cupertino, was its derivative creation of Windows. Steve was being expedient when he offered to abandon Apple’s long-standing lawsuit against Microsoft to seal the deal with Gates upon his return in 1997. But folks at Apple still considered Windows a rip-off of Apple’s ideas, pure and simple.

Like all of you, nobody [at NASA or Thiokol] asked for the seventeen data points for which there had been no problems,” he explains. “Obviously that data existed, and they were having a discussion like we had. If I was in your situation I would probably say, ‘But in a classroom the teacher typically gives us material we’re supposed to have.’ But it’s often the case in group meetings where the person who made the PowerPoint slides puts data in front of you, and we often just use the data people put in front of us. I would argue we don’t do a good job of saying, ‘Is this the data that we want to make the decision we need to make?

When we expand our sample to include events further apart from us in time and space, it often means that we will encounter cases in which the relationships we are studying did not hold up as well as we are accustomed to. The model will seem to be less powerful. It will look less impressive in a PowerPoint presentation (or a journal article or a blog post). We will be forced to acknowledge that we know less about the world than we thought we did. Our personal and professional incentives almost always discourage us from doing this. We forget—or we willfully ignore—that our models are simplifications of the world. We figure that if we make a mistake, it will be at the margin.

March 28, 2005 I am so ready to be home I have already gone into autopilot mode. Just counting the days, waiting for that big bird to take me home. I am sorry to hear that you are not feeling good. Hopefully getting off the pill will help. Hopefully when I get home I can help with your emotions. Whatever you need, just tell me. I want to make things easy for you when I am home. At least as easy as possible. I love you so much gorgeous. Glad to hear your dad has busted his ass to help us out so much. We are so lucky with our family, I couldn’t have married into a better one. Not to mention couldn’t have married a better woman, cause there is none better. I also got an email from your niece. It was a PowerPoint slide that was real cute. It had a green background with a frog, and said she missed me. Sweet, huh. If she didn’t forward a copy to you, I can. Oh, about the birth control: You said you wanted ten kids anyway. Change your mind yet? What is Bubba doing that has changed? Is he being a fart or is he just full of energy? I’m sure when I get home you will be ready for a break. How about after I get to see you for a little while, you go to a spa for a weekend to be pampered? I REALLY think you deserve it. You’ve been going and going, kinda like the Energizer Bunny. Just like when I get home for sex, we keep going and going and going and going and, you get the point. Hopefully you at least smiled over that. I always want you to be happy, and want to do whatever it takes to make it happen. Even if it means buying a Holstein cow. Yuk! That’s big time love. Wow. I hope you have a good day, and can find time in the day to rest. I love you more than you will ever know. Smooooooch! -XOXOOXOXOXOXOXOX

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

The aim is to get the students actively involved in seeking this evidence: their role is not simply to do tasks as decided by teachers, but to actively manage and understand their learning gains. This includes evaluating their own progress, being more responsible for their learning, and being involved with peers in learning together about gains in learning. If students are to become active evaluators of their own progress, teachers must provide the students with appropriate feedback so that they can engage in this task. Van den Bergh, Ros, and Beijaard (2010: 3) describe the task thus: Fostering active learning seems a very challenging and demanding task for teachers, requiring knowledge of students’ learning processes, skills in providing guidance and feedback and classroom management. The need is to engage students in this same challenging and demanding task. The suggestion in this chapter is to start lessons with helping students to understand the intention of the lesson and showing them what success might look like at the end. Many times, teachers look for the interesting beginning to a lesson – for the hook, and the motivating question. Dan Willingham (2009) has provided an excellent argument for not thinking in this way. He advocates starting with what the student is likely to think about. Interesting hooks, demonstrations, fascinating facts, and likewise may seem to be captivating (and often are), but he suggests that there are likely to be other parts of the lesson that are more suitable for the attention-grabber. The place for the attention-grabber is more likely to be at the end of the lesson, because this will help to consolidate what has been learnt. Most importantly,Willingham asks teachers to think long and hard about how to make the connection between the attention-grabber and the point that it is designed to make; preferably, that point will be the main idea from the lesson. Having too many open-ended activities (discovery learning, searching the Internet, preparing PowerPoint presentations) can make it difficult to direct students’ attention to that which matters – because they often love to explore the details, the irrelevancies, and the unimportant while doing these activities. One of Willingham's principles is that any teaching method is most useful when there is plenty of prompt feedback about whether the student is thinking about a problem in the right way. Similarly, he promotes the notion that assignments should be primarily about what the teacher wants the students to think about (not about demonstrating ‘what they know’). Students are very good at ignoring what you say (‘I value connections, deep ideas, your thoughts’) and seeing what you value (corrections to the grammar, comments on referencing, correctness or absence of facts). Thus teachers must develop a scoring rubric for any assignment before they complete the question or prompts, and show the rubric to the students so that they know what the teacher values. Such formative feedback can reinforce the ‘big ideas’ and the important understandings, and help to make the investment of

She clicks on the last slide, and that’s when it happens. “Me So Horny” blasts out of the speakers and my video, mine and Peter’s, flashes on the projector screen. Someone has taken the video from Anonybitch’s Instagram and put their own soundtrack to it. They’ve edited it too, so I bop up and down on Peter’s lap at triple speed to the beat. Oh no no no no. Please, no. Everything happens at once. People are shrieking and laughing and pointing and going “Oooh!” Mr. Vasquez is jumping up to unplug the projector, and then Peter’s running onstage, grabbing the microphone out of a stunned Reena’s hand. “Whoever did that is a piece of garbage. And not that it’s anybody’s fucking business, but Lara Jean and I did not have sex in the hot tub.” My ears are ringing, and people are twisting around in their seats to look at me and then shifting back around to look at Peter. “All we did was kiss, so fuck off!” Mr. Vasquez, the junior class advisor, is trying to grab the mic back from Peter, but Peter manages to maintain control of it. He holds the mic up high and yells out, “I’m gonna find whoever did this and kick their ass!” In the scuffle, he drops the mic. People are cheering and laughing. Peter’s being frog-marched off the stage, and he frantically looks out into the audience. He’s looking for me. The assembly breaks up then, and everyone starts filing out the doors, but I stay low in my seat. Chris comes and finds me, face alight. She grabs me by the shoulders. “Ummm, that was crazy! He freaking dropped the F bomb twice!” I am still in a state of shock, maybe. A video of me and Peter hot and heavy was just on the projector screen, and everyone saw Mr. Vasquez, seventy-year-old Mr. Glebe who doesn’t even know what Instagram is. The only passionate kiss of my life and everybody saw. Chris shakes my shoulders. “Lara Jean! Are you okay?” I nod mutely, and she releases me. “He’s kicking whoever did it’s ass? I’d love to see that!” She snorts and throws her head back like a wild pony. “I mean, the boy’s an idiot if he thinks for one second it wasn’t Gen who posted that video. Like, wow, those are some serious blinders, y’know?” Chris stops short and examines my face. “Are you sure you’re okay?” “Everybody saw us.” “Yeah…that sucked. I’m sure that was Gen’s handiwork. She must’ve gotten one of her little minions to sneak it onto Reena’s PowerPoint.” Chris shakes her head in disgust. “She’s such a bitch. I’m glad Peter set the record straight, though. Like, I hate to give him credit, but that was an act of chivalry. No guy has ever set the record straight for me.

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

we will not manipulate people to get the desired superficial results, because we know, as 2 Corinthians 4:3-4 affirms, that “even if our gospel is veiled, it is veiled to those who are perishing, whose minds the god of this age has blinded, who do not believe, lest the light of the gospel of the glory of Christ, who is the image of God, should shine on them.” The problem is not the seed, it’s the soil. It’s the unreceptive, barren condition of the human heart. Paul said he would not use words and techniques that manipulated the results, because he understood that when people don’t believe, it is because they are in the condition of spiritual deadness. They are perishing and blind, thanks to Satan. If our gospel is veiled to someone, it is veiled because that person, like all sinners, is unable to understand. Changing the message, manipulating the emotions or the will, is useless, since no one can believe unless God grants him understanding. Nothing is wrong with the message. Nothing can be. It is God’s Word! How could we be so brash as to change it? If they don’t hear the truth, cool music won’t help. If they don’t see the light, Power-Point won’t help. If they don’t like the message, drama and video won’t help. They’re blind and dead. Our task is to go on preaching not ourselves, not our manipulated message, but repentance and submission to Christ Jesus as Lord. The message never changes. We may be nothing more than baked dirt, but we carry a supernatural message of everlasting life that we will not surrender.

For the canny traveler, the map is dotted with tourist traps that were once something sincere, something worthy of reverence that gave way to branded merchandise. We follow the billboards that are as accurate as those guiding us to the Corn Palace or the World’s Largest Ball of Twine, kick at the dirt a bit, watch an overinflated PowerPoint or squint at a dusty artifact, peek at the gift shop, and go home with less money but nothing in value gained. These sites are mental stamps that one was in a place where something had once mattered, but the veil between Then and Now is thick and impermeable.

This experience drove me to get a coach and really hone my speaking skills. I realized how important it was to be authentic, to not show PowerPoint slides when people are expecting something different but instead to tell stories— personal stories, some of which I had told only to my best friends. And if I shared a weakness to get my point across, which I was afraid to do for a very long time, the audience connected with me even more. If someone like me, with my flaws, could be successful, so could they. My story inspired them.

One classic example involved a hospital33 group that hired IDEO to help answer the question What is our patient experience like? The hospital executives were surprised when IDEO, instead of doing a snazzy PowerPoint presentation, showed them a long, deadly dull video of a hospital ceiling. The point of the film: “When you lie in a hospital bed all day, all you do is look at the ceiling, and it’s a really shitty experience,” IDEO’s Paul Bennett explained. The firm understood this because someone from IDEO actually checked into the hospital, was wheeled around on a gurney, and then lay in a hospital bed for hours. This kind of “immersive” approach enables the firm to consider a question or problem from the inside out, instead of from the outside looking in. (Soon after seeing the video, the hospital’s nurses took it upon themselves to decorate the ceiling tiles in each room.)

One of the most effective steps toward process accountability that I’ve seen is at Amazon, where important decisions aren’t made based on simple PowerPoint presentations. They’re informed by a six-page memo that lays out a problem, the different approaches that have been considered in the past, and how the proposed solutions serve the customer. At the start of the meeting, to avoid groupthink, everyone reads the memo silently.

Or consider the hundreds of thousands of economists—in service of banks, think tanks, hedge funds, and governments—and all the white papers they have published from 2005 to 2007: The vast library of research reports and mathematical models. The formidable reams of comments. The polished PowerPoint presentations. The terabytes of information on Bloomberg and Reuters news services. The bacchanal dance to worship the god of information. It was all hot air. The financial crisis touched down and upended global markets, rendering the countless forecasts and comments worthless.

4. The potential levers to improve employees’ experience We have identified three levers to enable the transition from the current breakdown of employee activities to the ideal division of activities. They are: Automate: companies should identify and automate routine activities, such as generating a PowerPoint presentation for a weekly meeting or recording invoices in accounting software. Augment: organizations should seize the opportunity to increase the value of work activities delivered by employees. IA is used as a crucial component here, with, for example, the generation of insights through advanced analytics to help decision making. Abandon: some work activities do not fit with leading practices for efficient work, and represent an obstacle to the employee’s experience. These activities should be reduced or eliminated. For example, restricting the volume of meetings and email traffic is essential. We call these levers the “Triple-A artifact”. It has proven to be a handy framework to help organizations build their action plans to boost their employee experience.

I swear we could get more done if half of Congress wasn’t incompetent and the other half bought.” “Well, certainly on one side of the aisle,” George agreed. “Hmmph. I’m pretty sure that’s both sides of the aisle, George,” the President responded. “Maybe there are fewer idiots on our side, but that just makes the whole thing that much sadder. Those guys are smart enough, and they’re using it for personal political ambition.” “Makes you wonder how you got in,” George said as he pulled up his PowerPoint presentation to review with the President. There wasn’t much on it, just a few code phrases that reminded George what he wanted to speak about and in what order. He could have used notecards, but that made him seem antiquated. One almost useless laptop later, he seemed up to speed on technology. Hurrah for him! “No, I got in because those who knew better thought they could manipulate me.” He shrugged. “I wasn’t too stupid to recognize that. I was just smart enough to make sure my eagerness hid any rejections of their requests until I got the job. Then they found out they could kiss my ass,” the President said.

an essay called “The Cognitive Style of PowerPoint: Pitching Out Corrupts Within,” by Edward Tufte, a Yale professor who is an authority on the visualization of information.1 Tufte identified in one sentence the problem we’d been experiencing: “As analysis becomes more causal, multivariate, comparative, evidence based, and resolution-intense,” he writes, “the more damaging the bullet list becomes.” That description fit our discussions at the S-Team meetings: complex, interconnected, requiring plenty of information to explore, with greater and greater consequences connected to decisions. Such analysis is not well served by a linear progression of slides that makes it difficult to refer one idea to another, sparsely worded bits of text that don’t fully express an idea, and visual effects that are more distracting than enlightening. Rather than making things clear and simple, PowerPoint can strip the discussion of important nuance. In our meetings, even when a presenter included supporting information in the notes or accompanying audio, the PowerPoint presentation was never enough.

The great revelation of this process was not any one of the product ideas. As we’ve described in chapter four, the breakthrough was the document itself. We had freed ourselves of the quantitative demands of Excel, the visual seduction of PowerPoint, and the distracting effect of personal performance. The idea had to be in the writing. Writing up our ideas was hard work. It required us to be thorough and precise. We had to describe features, pricing, how the service would work, why consumers would want it. Half-baked thinking was harder to disguise on the written page than in PowerPoint slides. It could not be glossed over through personal charm in the presentation.

But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems.

Ban PowerPoint as a tool to discuss complicated topics and start using six-page narratives and PR/FAQ documents in your leadership team meetings. This can be implemented almost instantly. There will be pushback and grumbling, but we’ve found it produces results swiftly, and eventually your leaders will say to themselves, “We can never go back to the old way.

I do have an interest in dissidents. My mother believes 5G may harm us, and I think she’s silly. But what of the nonconformist who warned back in 1940 that cigarettes kill? What of the contrarian who said the CIA was spying on Martin Luther King, Jr.? I mean, I’ve seen no evidence that 5G or the Covid vaccines are harmful. But have I done that research myself? No. I just trust the media would tell me if they were. My media. Whatever media my mom is consuming, they’re quoting “research, studies.” They’re slinging medical articles and YouTube videos of doctors saying that mRNA vaccines kill. A month before our road trip, she sent me one of these videos. It’s a clip of a longer talk, but even the clip is twelve minutes long. “Something to consider,” she wrote in the subject line. “Doctor calls out deadly vaccine!” Twelve minutes is annoyingly long for something I instinctively discredit, but short enough to give it a go. So I do. It’s a doctor on a stage with a PowerPoint. He has studies and graphs and lists of ingredients in tiny fonts and words like “embryonic stem cells.” I write my mom a long response. “OK I’m six minutes in and here are my thoughts: he’s using a lot of technical science speak that is above my pay grade. And so, what I’m doing is I’m trusting the lingo of an expert.