Powerpoint Slide With Quotes

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.

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.

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.

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.

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.

Your slides should be a billboard not a document!

Or so the slide deck said.

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.

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.

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.

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.

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.

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?

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

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.

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

Last month we had to sit through a presentation on eliminating redundancy, and it was a bunch of PowerPoint slides, plus a guy reading out what was on the slides, and then he gave us all hard copies.

When a speaker sets up a PowerPoint presentation, often that’s the cue to take a quick nap, because slides are passive. Interactive selling with colorful markers and a whiteboard grabs attention.

Were these slides the visual support for a live oral presentation? If so, I sympathized with the audience. Since when can an audience read and listen to someone talk at the same time (even if they could actually see the 12-point text on the screen well enough to read it)? Were the slides used merely as a kind of document printed in PowerPoint? If so, I pitied both the author and the reader because PowerPoint is not a tool for document creation. Boxes of bullet points and logos do not make for a good handout or report.

To the point Sandeep Unnithan | 139 words Gone are the days of long file notings for the Prime Minister to pore over. Unlike his predecessor, Narendra Modi is not the one to go through details of every file that is sent to him.The PMO has given out instructions that briefings will be preferred to files, especially those accompanied by a crisp PowerPoint presentation. The number of slides should range between five and 10. However, insiders confirm that exceptions are often made as officials plead for more space to make their point. To the PM's credit,he is a good listener who reserves his judgment for the end.

A eulogy is often the first formal marking down of what our lives were about—the foundational document of our legacy. It is how people remember us and how we live on in the minds and hearts of others. And 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.

In 2008 Pfizer, a pharma company, undertook a huge self-examination under the heading PfizerWorks. It realised that its most highly skilled workers were spending 20% to 40% of their time on routine work—entering data, producing PowerPoint slides, doing research on the web. The company now contracts out much of this work.

ADOBE ACROBAT 6.0 73 Section Eight: Manipulating Tagged PDF Structural Elements 6 Click OK. The Progress dialog box that appears as Acrobat 6.0 Professional creates the PDF document Acrobat 6.0 Professional opens each application and converts the document to an accessible PDF document. A PDF document created from a Microsoft Word document, a Microsoft PowerPoint document, and a Microsoft Excel document The tags tree contains a tag and three tags representing the three combined documents. In the previous example, the author correctly tagged the text in the slide presentation and the table in the spreadsheet. Perform a Full Check on combined documents to ensure that all structural elements have been made accessible. Options for combining documents If you choose to combine PDF documents

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.

Action titles on slides The title bar at the top of your PowerPoint slide is precious real estate: use it wisely! This is the first thing your audience encounters on the page or screen and yet so often it gets used for redundant descriptive titles (for example, “2015 Budget”). Instead use this space for an action title. If you have a recommendation or something you want your audience to know or do, put it here (for example, “Estimated 2015 spending is above budget”).

Many of us believe that we need to appeal to people’s rational minds to gain their support for our projects and goals. Just explain the merits of the case using logic and data, and others will rise up in support. And so we present rational arguments in lengthy emails and PowerPoint presentations in an effort to convince. And if we can’t snare people’s attention with one email, well, we just send another one, and another one. If they don’t “get it,” we hammer our argument even harder. We fall once again into the “do-more” paradigm of work, drowning people in an all-too-familiar avalanche of emails, slides, texts, reports, and data. Communicating more of the same when people aren’t listening or accepting our message doesn’t seem like a smart way to work.

Animations are what you use within your slides to make custom effects and control how your presentation moves along.

Avoid PowerPoint and slide presentations. This is a maxim that Steve Jobs also followed. Bezos’s belief in the power of storytelling means that he thinks that his colleagues should be able to create a readable narrative when they pitch an idea. “We don’t do PowerPoint (or any other slide-oriented) presentations at Amazon,” he wrote in a recent shareholder letter. “Instead, we write narratively structured six-page memos. We silently read one at the beginning of each meeting in a kind of study hall.” The memos, which are limited to six pages, are supposed to be written with clarity, which Bezos believes (correctly) forces a clarity of thinking. They are often collaborative efforts, but they can have a personal style. Sometimes they incorporate proposed press releases. “Even in the example of writing a six-page memo, that’s teamwork,” he says. “Someone on the team needs to have the skill.

Jeff and I often discussed ways to improve the S-Team meetings. Shortly after a particularly difficult presentation in early 2004, we had some downtime on a business flight (no Wi-Fi yet on planes), so we read and discussed 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. Besides, the Amazon audience of tightly scheduled, experienced executives was eager to get to the heart of the matter as quickly as possible. They would pepper the presenter with questions and push to get to the punch line, regardless of the flow of slides. Sometimes the questions did not serve to clarify a point or move the presentation along but would instead lead the entire group away from the main argument. Or some questions might be premature and would be answered in a later slide, thus forcing the presenter to go over the same ground twice.

Until that June day in 2004, PowerPoint had been the default tool for communication of ideas in many meetings at Amazon, just as it was and still is at many companies. Everybody knew its delights and perils. What could be more exhilarating than listening to a charismatic executive deliver a rousing presentation backed up by snappy phrases, dancing clip art, and cool slide transitions? So what if you couldn’t remember the details a few days later? And what could be worse than suffering through a badly organized presentation using a drab template and tons of text in a font too small to read? Or, worse still, squirming as a nervous presenter stumbled and faltered through slide after slide? The real risk with using PowerPoint in the manner we did, however, was the effect it could have on decision-making. A dynamic presenter could lead a group to approve a dismal idea. A poorly organized presentation could confuse people, produce discussion that was rambling and unfocused, and rob good ideas of the serious consideration they deserved. A boring presentation could numb the brain so completely that people tuned out or started checking their email, thereby missing the good idea lurking beneath the droning voice and uninspiring visuals

As I was to learn, the process for creating the digital media business would be quite different because there was so much more to creating a great digital media customer experience than simply adding the next retail category to the Amazon website. The first part of the process went as normal. Our team of three or four people developed plans using the tried-and-true MBA-style methods of the time. We gathered data about the size of the market opportunity. We constructed financial models projecting our annual sales in each category, assuming, of course, an ever-increasing share of digital sales. We calculated gross margin assuming a certain cost of goods from our suppliers. We projected an operating margin based on the size of the team we would need to support the business. We outlined the deals we would make with media companies. We sketched out pricing parameters. We described how the service would work for customers. We put it all together in crisp-looking PowerPoint slides (this was still several months before the switch to narratives) and comprehensive Excel spreadsheets.

As we continued to meet with Jeff, we tried various kinds of spreadsheets and PowerPoint slides to present and explore our ideas, none of which seemed to be particularly effective. At some point, I don’t remember exactly when, Jeff suggested a different approach for the next meeting. Forget the spreadsheets and slides, he said. Instead, each team member would write a narrative document. In it, they would describe their best idea for a device or service for the digital media business. The next meeting arrived, and we all showed up with our narratives. (As mentioned, ours was one of several teams involved in the early experimentation with narratives at the company. They were not yet official Amazon policy.) We distributed them and read them to ourselves and then discussed them, one after another. One proposed an e-book reader that would use new E Ink screen technology. Another described a new take on the MP3 player. Jeff wrote his own narrative about a device he called the Amazon Puck. It would sit on your countertop and could respond to voice commands like, “Puck. Please order a gallon of milk.” Puck would then place the order with Amazon. 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. After we started using the documents, our meetings changed. There was more meat and more detail to discuss, so the sessions were livelier and longer. We weren’t so focused on the pro forma P&L and projected market segment share. We talked at length about the service itself, the experience, and which products and services we thought would appeal most to the customer.

La diffusion simultanée d’un volume trop important d’informations dans un format ramassé a pour conséquence inévitable la dilution complète du message. La bonne approche dans le cadre d’une présentation consiste plutôt à sélectionner quelques idées clés autour desquelles articuler un propos cohérent.

L’aspect de vos slides ne doit pas accaparer l’attention du public au détriment de la transmission [du] message. Les animations originales et les visuels de qualité ne sont qu’un vecteur facilitant la délivrance du contenu.

Une présentation réussie est tout simplement le fruit d’interactions maîtrisées entre un animateur, une série et un public.

Avec des slides adéquats, vous ferez en réalité d’une pierre trois coups avec un contenu mieux mis en valeur, des performances d’orateur améliorées et une attention accrue du public

Un slide est réussi à partir du moment où il devient impossible de le tronquer sans le dénaturer. Soustrayez des éléments jusqu'à atteindre cette limite, l'objectif étant d'obtenir un impact maximal avec un minimum de matière.

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.

The next day we return and do it all again. I’ll skip the blow-by-blow except to say, by hour 5.5 on day 2, I look up to see we are at slide 27 of 145 of the PowerPoint and I want to cry.

We took all the old-world systems and digitized them. Skeuomorphism, the design concept of making digital items resemble their real-world counterparts, was a way to aid the transition into the new era. Mail became e-mail, with ‘addresses’ and inboxes. We made ‘folders’ and ‘trash’ and ‘desktops’ as digital equivalents. PowerPoint had ‘slides’ like early slide projectors and floppy disks represented ‘saving’, which is wonderfully anachronistic, as is ‘return’ which stands for ‘carriage return’ from typewriters – and don’t even start me on ‘cc’ for carbon copy.

Maybe Dad was right. After all, most guys I know are so tired they can’t even work up a good yawn. Oya? (CRIES OF OYA!) Back in fourth grade, being a guy seemed like a fine option. This was the year Mr. Kowalski handed out those little forms asking us to check the appropriate boxes so we could be registered with the government. For the first time in my life, I faced some tough decisions, as you can see from this PowerPoint slide: WHO ARE YOU? A SIMPLE TEST (Please print. Last time you didn’t do this and we still don’t know who you are.) 1. What is your full name? ____________________________ (Hint: Your mother calls you this when she is really mad.) 2. Where do you live? _________________________________ (Please do not describe the house or the people who live near you. Just give us your address. Please spell it right this time.)

Yet the real triumph of Locke is harder to measure than test scores or attendance figures. When you tackle a complex problem from every angle, the various elements of the fix can add up to more than the sum of their parts, yielding a much deeper change. At Locke, Green Dot has conjured a shift in the very DNA of the school, an acceptance that discipline, hard work, and respect are the way forward. You would struggle to quantify it in a PowerPoint slide, but you see it in a hundred little moments every day.

Avoid PowerPoint and slide presentations. This is a maxim that Steve Jobs also followed. Bezos’s belief in the power of storytelling means that he thinks that his colleagues should be able to create a readable narrative when they pitch an idea.

David Christian, who, in March 2011, narrated the complete history of the universe for a TED audience and took all of 18 minutes to do it (17 minutes and 40 seconds, to be exact). Christian told me that he teaches a world-history course that examines the entire history of the universe—from the Big Bang 13 billion years ago to today. The Big History course is offered by The Teaching Company in a series of 48 half-hour lectures. Christian’s deep understanding of the subject helped him condense the content into just the right amount of time to grab the audience’s attention and inspire them to take better care of our fragile planet. “I’ve been teaching Big History now for over 20 years, so I have a pretty good feel for the story and that means I can tell it in many different versions,”6 Christian told me. E. F. Schumacher, economist and author of Small Is Beautiful, once said, “Any intelligent fool can make things bigger, more complex. It takes a touch of genius and a lot of courage to move in the opposite direction.” Courage is the key word. It takes courage to keep things simple. It takes courage to put one picture on a PowerPoint slide instead of filling it with tiny text that most people in the audience won’t even be able to read. It takes courage to reduce the number of the slides in a presentation. It takes courage to speak for 18 minutes instead of rambling on for much longer. Leonardo da Vinci once said, “Simplicity is the ultimate sophistication.” Be sophisticated. Keep your presentations and pitches short and simple.

If students want to learn from reading PowerPoint slides they can do that somewhere else. That’s not going to sell courses.

For example, if you have a face on the right side of the slide looking off to the right, the viewers will have a tendency to do the same—and thus be looking off-screen, rather than where you want them to focus when the next slide appears.

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. THE

Pentagon staff officers today often lament the rise of PowerPoint. They only complain because they’re too young to remember making Vu-Graph slides and printing them on cellulose acetate transparency sheets

and that this is still Day 1 in such a big way. Jeff Bezos Amazon’s internal customs are deeply idiosyncratic. PowerPoint decks or slide presentations are never used in meetings. Instead, employees are required to write six-page narratives laying out their points in prose, because Bezos believes doing so fosters critical thinking. For each new product, they craft their documents in the style of a press release. The goal is to frame a proposed initiative in the way a customer might hear about it for the first time. Each meeting begins with everyone silently reading the document, and discussion commences afterward—just like the productive-thinking exercise in the principal’s office at River Oaks Elementary. For my initial meeting with Bezos to discuss this project, I decided to observe Amazon’s customs and prepare my own Amazon-style narrative, a fictional press release on behalf of the book. Bezos met me in an eighth-floor conference room and we sat down at a large table made of half a dozen door-desks, the same kind of blond wood that Bezos used twenty years ago when he was building Amazon from scratch in his garage. The door-desks are often held up as a symbol of the company’s enduring frugality. When I first interviewed Bezos, back in 2000, a few years of unrelenting international travel had taken their toll

My first PowerPoint slide defined OKRs: “A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.

When you tapped the zoom button on our iPad demo, the keyboard you were looking at (say, mine) transitioned to the other one (his), much like clicking to go to the next slide in presentation software like Keynote or PowerPoint. The image of one keyboard disappeared to nothingness to reveal the other underneath. Bas added scaling to his animation—the keys of the departing keyboard changed size to match the one coming into view. He also tuned the timing of the animation, so it started slowly and sped up as it went, making you feel you had definitively landed once the animation finished. These effects were subtle, given that his animation was a mere fraction of a second, but Bas had a way of making these details count. When you looked at this zoom key animation, it appeared as if the keyboards were undergoing a complex morph. They weren’t. From an engineering perspective, this was significant, since the simplicity of the design meant I could write the code for his animation in just a couple hours. The magic was in the overall effect. The animation didn’t look like clicking from one slide to another in a presentation deck. When you tapped on the zoom button, it made you feel like one keyboard was becoming the other. The effect registered viscerally. It was exactly the kind of self-explanatory touch that made Apple software easy to use.

Start a running list of useful anecdotes, and keep adding new ones so your material doesn't get stale. You can also safely inject humor into your stories. And whatever you do, never read text bullets verbatim from a PowerPoint slide—that's the fastest way to lose everyone's attention.