"The first thing I’m going to do is completely change my presentation for tomorrow, cut down the deck and tell them the real story".
Head of insight
A Marketing department in a large international bank wanted to refresh its approach to presentation styles to increase impact. The interactive story telling training built confidence and emphasised the power of a good narrative for creating memorable and engaging deliveries. Exercises using real department reports were used to practice "finding the story" in the data and then developing key narratives into a storyboard using multiple learning styles to transform the messages. The focus on linking stories to action plans gave the team quick and easy methods to build impact with stakeholders.
Insight generation and storytelling training
The Customer, Engagement and Market Research department wanted to deliver more strategic, insightful outputs: especially, that they be more easily digested and acted upon by other less technically specific stakeholders. Using multiple data sources from both in-house reports and wider out of category material, the group created themed areas and from this built insight by combining data points. These insights were then added to the story telling training, to become the basis of a more impactful, action orientated presentation narrative.
"A very useful course, really helping us to move things forward."
Senior Customer Advisor
"I’ve been very conscious of the fact that I need to change my interaction style and even pulled out the booklet last week to double check whether I should call/email or get up off of my bottom and approach somebody face to face. I’ve set a diary reminder every morning to remind me to think before I act/speak!"
Communication Styles Training
Global Research Company – Operations team
A team of over 120 with varied job roles and seniority wanted to improve their interactions and influence with internal stakeholders. Though initially suspicious of the training, this team soon became fluent in style identification and went on to use this to great effect with their previously rather distant stakeholders. To improve relationships and better understand each other, they took time to have face to face meetings, where project expectations could be defined, allowing them to head off many potential problems. They practiced style specific conflict resolution role plays, creating better understanding between senior management and frontline operations. The team felt an increase in morale and a raised standing within the company due to their increased proactivity when dealing with projects.