From PowerPoint to Storytelling

The global BPO was preparing for their annual strategic planning session. They decided they wanted to do it differently this time. So we got the call. Could we help make their planning session more engaging? We eagerly said yes. They described to us what they typically did in these conferences. It sounded pretty much like what most companies do at such events: company head gives the opening speech, sets the tone for the rest of the day, then manager after manager takes it in turn to make their well-prepared powerpoint presentations detailing accomplishments of the past year and the plans and goals for the next year. Thus far, no provision in the program for the rest of the audience to respond, ask questions, or give feedback to the presenters.

Thankfully this client was open to suggestions. First we brought up the idea of including ‘somatic breaks’ at strategic points in the day to give everyone a chance to center themselves physically and mentally. On the day itself we were given a proper introduction, and why we were there. We took the opportunity to establish rapport, trust, and create a safe space for everyone. We began with a guided brief breathing exercise to ground them and keep them focused on what was in store for the day. This is something we customarily include in our programs. Throughout the day when sensing a waning of people’s attention and energy, we would call for a break and guide them through mobilizers – stretch, move, get active. This usually ‘awakens’ the room and restores alertness.

We know that powerpoint-peppered meetings can get numbing for participants, and the quality of listening dips when it goes on ad infinitum. To counter that, we proposed setting up a feedback mechanism that would encourage participants to pay closer attention to the strategy presentations because they now had to respond and give input. A feedback board was set up beforehand, with markers and post-it notes for participants to jot down their comments and suggestions for each presentation and presenter. Now it wasn’t just the presenters doing the work, the audience too, had to weigh in. Time was provided for leaders to review the feedback and respond to them publicly. This ensured that participants’ views got heard and were given due attention.

They still had to go through their powerpoint decks. But in the afternoon, presenters were challenged to convert their strategy presentations into stories. To ensure that no powerpoint would be used for this, we gave a sampling of how the stories might be told – through dialogue, maybe with actors, props, music. The guideline simply was, get creative. This upped the ante; presenters were now fueled by a spirit of competition. They went off to different corners with their teams to plan, set up and rehearse their stories. The presentations had now become spirited team collaborations – stage shows, really. No longer one person with a powerpoint.

The overall creativity that emerged – the resourcefulness, the unexpected revelation of artistic talents, the energy, the fun that people were having as they brought their stories to life – was astounding. Their messages were driven home more understandably, and thus more memorably. If only for that, we believe that we achieved the objectives we set for ourselves.