Wired Presentations

I tend to write a lot on the two large white boards in my office. The other day I happened upon someone looking at one of them. My manager even uses my white boards as a status report. That makes me a white board nerd.

On one of my boards there is a list of questions. These questions are designed to clarify our approach to a technical workshop (software training) we are developing. Perhaps you will find them useful as well. Here they are:

The goal can’t be a check mark on a project plan. If it doesn’t teach it has no real value.

Who has problems that this application can solve?

What questions do the learners have? Have them wite them down and share them.

How do I get the software?

Can I install it? Is it difficult?

What problems does this application solve?

What problems does this application cause?

Where is the real world data that I can use?

When I have questions who can help me? Will they help me?

When I have questions where can I go for help?

Where can I learn about the problem domain?

Who has real world experience in this problem domain? Will they help me?

Who has real world experience using this tool? Will they help me?

Is there a way to get on a real project where I can use the tool? Who can make that happen? Will they help me?

Which capabilities of the tool are open to interpretation? How do we learn the techniques required to correctly interpret?

“What’s a manager’s job?” I was somewhat taken aback by the question for two reasons. One, I am not a manager. And, two, Alan and I weren’t talking about management or managers or leadership. Still, it’s a great question. Without much thought I replied, “To make his (or her) people better.”

A lot of people will pay lip-service to the development of employees, but when push comes to shove it often goes by the wayside. There are many reasons for this — strangled budgets or perceived lack of time. There are lots more, I am sure.

Just between you and me I don’t rely on my manager, and I have an outstanding manager, to plan my training or personal development. Heck, I have even taken a job just to learn a specific skill (i.e. course development and training). As Alan and I discussed this further I asked this question.

Why don’t we individual contributors have group meetings and don’t invite the managers?

Think about it. You can learn from and teach others in your group all sorts of things. When management is present at a meeting most of us peons are rather reserved. We tend not to be forthright and open. This is bad. Openness between the members of a group leads to trust and reliance. You know that others will help you when you need it. Keith Ferrazzi‘s book, “Who’s Got Your Back” doesn’t specifically address this concept but it is close enough. With a little work it can be applied to the Managerless Group Meeting.

I discussed this idea with one of my younger coworkers this morning. She liked it. She even mentioned that this would be a great environment for learning presentation skills. Hummmmmm… I think that I like where this is going.