How to Engage Senior Executives in 12 Visible, Interactive and Provocative Ways

The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
How to Engage Senior
Executives in 12 Visible,
Interactive and
Provocative Ways
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A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 12 November 2014
~ featuring ~
Kevin Mann Dr. Craig Fleisher

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Kevin Mann
Kevin Mann is IBM’s Principal Analyst, Strategic Insights, Competitive
Intelligence. His focus is on making competitive intelligence
information more impactful within IBM. During his career, Mr. Mann
has worked in the sales, services, software, and research divisions at
IBM, working with customers in over 25 countries.
Email: jkmann@us.ibm.com
The Intelligence Collaborative is the online learning and networking
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and dedicated to exploring how to apply intelligence methods to solve real-world
business problems.
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Agenda
► Introduction
► Visible
► Interactive
► Provocative
► Summary, Q&A and Discussion

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Top three take-aways
To Connect with Executives:
• Four ways to be more VISIBLE: Brand, Intrigue,
Package, Promote
• Four ways to be more INTERACTIVE: Collaborate,
Empower, Visualize, Chronicle
• Four ways to be more PROVOCATIVE: Activate,
Challenge, Advocate, Lead

Your clients have to prioritize, select, delete,
unsubscribe, ignore, and filter constantly
… or this book
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63,000
words of new information
every day. That’s about
the length of a novel.
Business Week, June 19, 2012
Source: http://www.businessweek.com/articles/2012-06-19/is-cue-the-cure-for-information-overload

Today we have to apply filtering rules that would
make sense even if information was infinite
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Only a small part of the information that we look at
really gives us significant new insights
Information Landscape – Value Hierarchy
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New insights – learn,
discuss, apply, resolve
Sense and respond – read
and act
Awareness – read and
possibly forward on
Monitoring – scan quickly
Filtered out –
ignored …

Applying the 80/20 Rule
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and act
possibly forward on
Filtered out –
ignored …
20%
80%
100%

Applying the 80/20 Rule
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and act
possibly forward on
Filtered out –
ignored …
20%
80%
100%
20%
80%
20%
80%
4%
16%
16%
64%
100%

How can we engage executives at the level of
gaining new insights?
Information Landscape – Value Hierarchy Applying the 80/20 Rule
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and act
possibly forward on
Filtered out –
ignored …
20%
80%
20%
80%
20%
80%
4%
16%
16%
64%
100% 100%

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POLL
Typically, how often do you need to share
insights that are of significant importance to
your company
1. Weekly or more often
2. About once a month
3. About once every 2 months
4. About once every 3 months or longer

I’ll share questions I’m asking myself about how to
be more VIP – Visible, Interactive, and Provocative
… actively engage
Provocative
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Interactive
Visible
… surprise or challenge
… pass the filter

To be visible and “pass the filter,” what am I doing
to create a brand, intrigue stakeholders, package
for consumption, and promote content?
Visible
… pass the filter
Brand – create an identity, branding, and look & feel
Intrigue – name key deliverables to demand attention
Package – simplify content to make it easy to consume
Promote – distribute, cheer, be social, and make it popular
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Do you brand deliverables to strengthen identity,
and become the “brand they reach for first”?
Single, consistent
look and feel –
enforced seriously
A “landing page”
with easy access to
all our content
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IBM Market Development and Insights Branding

Are you naming reports to intrigue clients so they
“click through” to the content itself?
IBM Market Development and Insights Titling and Naming Example
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Is content easy to consume – using videos and
podcasts in addition to written reports?
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IBM Center for Applied Insights – Video Example
Source: http://www.youtube.com/watch?v=RJK8ftkyhaQ

For example, could an infographic get your
audience to stop and focus?
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Are you using a checklist to consistently promote
major deliverables?
Checklist to be sure we reach our audience and drive business impact (2010)
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Strategy Action
Partner with project sponsors
and stakeholders
Ask the project sponsor to communicate outward using vehicles that they
“own,” such as a newsletter, monthly call, sales portal, or email list.
Crystallize your content into a
single “money chart”
Intentionally create a chart that can be “pulled out” and reused in other
presentations – make it stand alone as much as possible and credit MI.
Search optimize your Bluemine
abstract
Write a rich and detailed abstract with specifics that might be searched for,
including names of competitors, products, and keywords.
Use keywords and tags Use the keyword function in Bluemine and enterprise link tagging to help
people find your content more easily.
Go social and share with
communities
Find appropriate communities on IBM Connections, post your report as a
bookmark, and mail to the community if highly relevant and appropriate.
Cross-link to related reports
and portals
Include links in the document text and also in the Bluemine listing to other
relevant reports and portals.
Personally send to colleagues Are there a few key colleagues that would find your latest report useful and
might share with others? A personal touch can be the right approach.
Promote as a “featured report” If your report has broad interest, approach the MI editors to see if your report
can become a “featured report.”

To interact, how can you collaborate with
stakeholders, empower them with tools and data,
create engaging visuals, and chronicle with stories?
Interactive
… actively engage
Collaborate – involve stakeholders, ask questions
Empower – provide tools and data … not just answers
Visualize – show graphics complex enough to engage
Chronicle – add perspective with stories and examples
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POLL
In your view, in a presentation to 5
executives, how much time should You be
talking vs. the Executives talking?
1. 90% (presentation with a few questions)
2. 75% (some discussion)
3. 50% (a lot of discussion)
4. 25% (basically a facilitated discussion)

Do stakeholders collaborate with you, and share
ownership for your work?
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Any
questions?

Do your questions create collaboration by
drawing stakeholders into a discussion?
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Low High
What Makes Questions Engaging?
Engaging Questions
Low High
Compel
Interaction
Personal Focus

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 Please stop me if you
have questions.
 I’ll take silence to indicate
agreement.
 Any questions?
Low High
Engaging Questions
Low High
Compel
Interaction
Personal Focus

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 Jayden, can you see how
Product A is growing much
faster than product B?
 Hayley, can you see which
country has the highest
profit margin?
Engaging Questions
 Nicki, are you surprised
that product A is ahead?
 Aaron, do you have an
idea why Spain has the
highest profit margin?
 Please stop me if you
have questions.
 I’ll take silence to indicate
agreement.
 Any questions?
 Bridget, please feel free to
add your thoughts at any
point.
 If you have any comments,
please send me a note.
Low High
Low High
Compel
Interaction
Personal Focus

Are you empowering clients to easily “play” with
data so they can reach their own conclusions?
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Source: www.tableausoftware.com/public/gallery/taleof100

Does your approach to visualization draw
executives into a discussion?
San Francisco
Bay Area
for New
Yorkers
This graphic invites
a personal response
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Source: http://visual.ly/san-francisco-bay-new-
yorkers

Stories are more memorable than any other
form of content – are you using them enough?
This is a Glass Slipper – Can you name a story it goes with?
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POLL
During the last six months, how have you
used stories? (pick the first answer that fits)
1. Build presentations around a character-based or
problem/solution narrative with real examples.
2. Strongly feature an anecdote or story to illustrate
the central theme of the presentation.
3. Bring in real-life examples throughout the
presentation.
4. Seldom use anecdotes or stories.

Is there a “character” with a problem that will be
resolved by the actions you are recommending?
Story – basic narrative flow to drive action
1. [Character] has [Conflict or Problem] leading to [Pain Points]
2. [Complications] prevent us from using the most common approach
3. [Causality or Insight] provides a solution to overcome the problem
4. [Change or Actions] can implement the solution, leading to the
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[Character] experiencing fewer [Pain Points]

Can you use examples with a compelling narrative
to bring key points to life?
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Key point: We
need to respond
quickly to shifts
in customer
demand.
Kodak’s Steven J. Sasson with the first digital
camera -- invented in 1975

A market leader, can fail if it delays reacting to a
market shift
Chemical Digital
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vs.

To be provocative, how can you activate
stakeholders, challenge, misconceptions, advocate
a POV, and lead on a topic of importance?
Provocative
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Activate – target actions not just insights
Challenge – use facts to undo misconceptions
Advocate – stand for something consistently, have a POV
Lead – become the leading expert in a topic

When feasible, do you tie facts to specific
choices to recommend and provoke action?
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Do you know the working assumptions that your
management team uses … and are they accurate?
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Do you have a clear point-of-view on what would
really make your company better?
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Example of a Clear Point-of-View

Do you have an area of strong expertise from
which you can lead important discussions?
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Source: http://www.slideshare.net/HorizonWatching

We need to be more VIP – Visible, Interactive, and
Provocative – with twelve ways that can help
Provocative
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Interactive
… actively engage
Visible
… pass the filter
Activate – target actions not
just insights
Challenge – use facts to undo
misconceptions
Advocate – stand for
something consistently, have a
point of view
Lead – become the leading
expert in a topic
Collaborate – involve
stakeholders, ask questions
Empower – provide tools and
data … not just answers
Visualize – show graphics
complex enough to engage
Chronicle – add perspective
with stories and examples
Brand – create an identity,
branding, and look & feel
Intrigue – name key
deliverables to demand
attention
Package – simplify content to
make it easy to consume
Promote – distribute, cheer,
be social, and make it popular

By focusing on being more VIP, we can improve
our relevance and impact on the business.
Information Landscape – Value Hierarchy Applying the 80/20 Rule
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and act
possibly forward on
Filtered out –
ignored …
20%
80%
20%
80%
20%
80%
4%
16%
16%
64%
100% 100%

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Thank you! Now how about a little Q&A?
Kevin Mann
Email: jkmann@us.ibm.com

How to Engage Senior Executives in 12 Visible, Interactive and Provocative Ways

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How to Engage Senior Executives in 12 Visible, Interactive and Provocative Ways