Section 1: Introduction to the course

Introduction to Communicating for Impact

Communication challenges are very common obstacles to success in a professional
environment. Having good communication skills not only helps you avoid frustration and
misunderstandings but also makes you and your team more efficient and impactful in your
work.

The purpose of this course is to equip you with techniques you can use to effectively plan
and structure your communication in a way that moves people around you to take action.

In this course, you will learn how to utilize a framework called ‘EPIC’ to:
1. Connect with your audience when communicating.
2. Focus your communication on the common purpose with your audience.
3. Organize your facts and ideas in a clear and insightful way.
4. Communicate your facts and ideas in a way that engages your audience, is
memorable, and compels them to act.

Module 1 – Section 2: Introduction to EPIC

Learning Objectives - Estimated time: 10 min

In this module, you will learn how to:

 Articulate why a thoughtful approach to communications can strengthen your ability
to have impact.
 Describe how you can use the EPIC framework to help increase the effectiveness of
your interactions.

Section 3: All of us have communication challenges

Meet the team
Meet Aaliyah, Noah, and Maryam. They are the lead characters you will follow throughout
this course. They have their own set of communication challenges and goals. You’ll get the
chance to learn more about them, their challenges on their project, and kick off your own
communications journey along with them!
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Key concept definitions mentioned throughout the scenario
 Retailer: A business that sells goods or products to the public.

 Digital transformation: Process of using digital technologies to create new, or

modify existing business processes to improve an organization (examples: creating
automated customer service, managing employee time sheets via digital system,
etc.).

 CTO: The person in charge of a big change within the organization.

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Video Transcript
NARRATOR: Communication is a powerful tool in all aspects of our lives, especially in
organizations focused on achieving substantial change. In this course, you'll learn how to
harness the power of effective communication to inspire action, both at work and at home.
Meet Aaliyah, Noah, and Maryam.
They're all on their way to work at MODA, an international retailer. MODA is a market leader
with locations on four continents and is about to embark on a five-year digital
transformation. Aaliyah, as CTO, will be leading the organization in this journey. She'll
identify opportunities to create a standout in-store customer experience.

Noah, the Head of Digital, will be collaborating with Aaliyah to identify and support new
digital transformation opportunities. Maryam, the Lead Analyst, will be working closely
with Aaliyah and Noah to ensure the right data and insights are available. All three will work
as a team to prepare for the transformation and discover new ways to achieve their
individual communication goals. Throughout this experience, you'll get the chance to learn
more about Aaliyah, Noah, and Maryam, and kick off your own communications journey
along with them.

Section 4: Welcome to: Communicating for Impact

As mentioned in the previous section, the team at MODA is helping undergo a digital
transformation, where they will face a series of communication challenges, which are
common obstacles to success in a professional environment.
The goals of the course are to help you understand how to overcome these common
communication challenges, and to move people to action based on four key steps of the
EPIC approach to communications:
- Empathy: Put yourself in the other person’s shoes to understand their perspective.
- Purpose: Define the purpose to include their needs and yours.
- Insight: Articulate your ideas in a clear and compelling way.
- Conversation: Plan and orchestrate the flow of an effective two-way conversation.
These steps can be applied to any communications and, with practice, can be applied to
both quick daily interactions and more extensive communications planning.
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What is EPIC?
Craig Smith and Beth Lakin introduce the EPIC framework and the four elements of
great communication.

As you're watching this video, consider which aspects of the EPIC framework you have
encountered in your life. Where are some areas within your life where you could use this
framework to improve your communication skills?
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Video Transcript
CRAIG SMITH: Preparation for communication is absolutely critical, but it's often the most
neglected part of it. So, what is EPIC? EPIC is a communication framework. Four elements to
it. It's very intuitive, very easy to remember, but it packs a really mighty punch.

The E in EPIC stands for empathy. Before you can chart a course with somebody, before you
can map out how you're going to get from where they are now to where you need them to
be, you need to have a really good understanding of where they are. Not just who they
are, that's important, of course, but where they are in terms of their feelings, their
understanding, their attitudes, their behaviors to your topic.

What pressures might your audience be facing, both professionally, and in many cases,
personally. Think about what's going on in their lives and how that might affect the way
they react and respond to you.
BETH LAKIN: And I think important here is making no assumptions. It's really thinking
about, what do you know about the audience and what they care about. And once we've
thought about empathy, we can then think about purpose, the P of EPIC. And by purpose,
we mean the objective of the meeting.

CRAIG SMITH: How often do you go into a meeting with no other purpose than to provide
an update or share information? Well, for truly impactful communication, you need to do
more than that. You need to have a clear sense of where you're going to end up at the end
of the meeting, the presentation, whatever the interaction is.

BETH LAKIN: And once we've thought about empathy and purpose then we think about
what we're going to present at the meeting or what we're going to show, and this is the I of
EPIC, which stands for insights.

CRAIG SMITH: Insight is really all the knowledge and analysis and benchmarking,
whatever information you have that has prompted you to have this meeting or be called to
this meeting in the first place. The question to ask yourself here is, what insights will
serve your purpose? What insights will achieve your purpose in the meeting?
You've been asked to this meeting because you know a lot about the topic.

If communication is more art than science, then it's more sculpture than painting. In
painting, you're adding to build your picture. In sculpting, you’re chipping away. And when
you're deciding on the insights to use, you're chipping away at everything you have to
reveal the core of key insights that will best achieve your purpose.

BETH LAKIN: And then finally, the C of EPIC is conversation, and this is really thinking
about how you're going to run the discussion. How will you open it, how will you close the
discussion. What roles will people play in the meeting. How might you answer questions
people have and what kind of tone do you want to start and finish on.

CRAIG SMITH: Whether you're giving a presentation to a couple hundred people in an

auditorium, whether you're having a one on one, or whether you're presenting to your
executive committee. It's about conversation. It's also thinking about how you will interact
with the audience. It's called conversation, not monologue, for a reason. How do you prompt
questions? How do you get the audience involved in your content?

The EPIC worksheet lays out the questions to ask yourself as you're preparing. If you use
EPIC to plan the last few feet of your journey, then your communication can ensure that
what you've been working on can have the impact that it needs to have.

Section 5: Wrap up
Key takeaways
In this module, we have covered the following key tool:
 EPIC framework (Empathy, Purpose, Insight, and Conversation): use this
framework to approach any future communication opportunities to get the most out of
them.
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Resources
You may also wish to explore:
 Mastering the Art of Communication: 12 Tips For Success In A Digital World | Article
 The importance of a good conversation - and how to have it | Video
  Mastering communication at work: How to lead, manage, and influence (Book |
McGraw-Hill)
 The charisma myth: How anyone can master the art and science of personal
magnetism (Book | Portfolio/Penguin)
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Up next - In the next module, you will explore the first element of the EPIC framework -
E (Empathy) and its associated tools/frameworks.
Module 2 – Section 6: Connecting with empathy
Learning Objectives - Estimated time: 40 min

In this module, you will learn how to:

 Recognize the role empathy plays in your communications.
 Practice active listening to demonstrate empathy.

Section 7: How familiar are you with empathy?

Identifying what empathy is and is not
Before entering into an interaction with someone, you must first understand where the
other person is starting from. Additionally, you must also understand how much
existing knowledge someone has and their opinions so that you can tailor your
message to those needs. So, what exactly does empathy mean?
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-----------Understanding the feelings of others
Yes! - Empathy is the ability to understand another person’s experience, perspective, and
feelings.
Empathetic leaders are able to relate to many different types of people.

Agreeing with someone’s POV

No! - Empathy does not mean you have to agree with others. But you should always
consider their POV. Empathy is an attempt to respectfully understand the other person’s
perspective.

A way of building an emotional connection with a person

Yes! - With empathy, you approach a conversation with an attempt to understand the other
person’s perspective. This helps to spark a connection and build trust over time.

Having a solution to a person’s emotional state

No! - Empathy does not mean having an answer to a person’s emotional state. But you
should always consider their emotions and POV. Empathy is more about listening and
understanding than trying to provide a solution.

Being considerate of the thoughts and feelings of others

Yes! - Empathy is the ability to recognize emotions in people and understand another
person’s experience, perspective, and feelings on a situation. This involves being
considerate of the thoughts and feelings of others.

Feeling sympathy for someone

No! - Empathy and sympathy are two different things. Empathy is the ability to understand
another person’s experience, perspective, and feelings. With sympathy, you may have
compassion for the other person and their circumstances, but you do not put yourself in
their shoes.

Section 8: Back at MODA

Was empathy at play?
Today, Aaliyah has invited Noah to an introductory meeting. Aaliyah aims to discuss the
way in which she, Noah, and the Digital department are going to work together to ensure a
successful transformation. They both have a lot on their minds.
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Video Transcript
NARRATOR: Today, Aaliyah has invited Noah to a meeting to introduce herself as CTO.
Aaliyah wants to discuss how she, Noah, and the digital department are going to collaborate
to ensure a successful transformation.

- NOAH: What's next on the agenda? My meeting with Aaliyah. What's this about again?
Right, the transformation. Uh, the last time we had a transformation, my team wasn't
happy. I bet she already has some hard deadlines in mind. I am so hungry. Why on earth do
people schedule meetings at lunchtime?

- AALIYAH: I have a meeting with Noah soon. I can't wait to have some extra brainpower
on this. Oh, everything's starting to catch up with me these days-- my personal training, the
Women's Mentorship Initiative, my local youth group, and now this-- the transformation.
Aaliyah, stop and breathe. Remember what your meditation app tells you to do. Breathe in
the positive energy. Breathe out the negative energy. I'm confident my team can
make this work.

NOAH: Hi, Aaliyah. How are you?

AALIYAH: Oh, hey. Oops. Let me get these crumbs off my desk. I'm so sorry. I promise I
don't usually have meetings over lunch.

NOAH: No worries.

AALIYAH: It's been one of those days, Noah. But thank you for being flexible. I realized I've
been here five years, and I've never had the chance to work with you.

NOAH: I know, kind of hard to believe. I bet we'll make a grand team.

AALIYAH: Absolutely. So, I wanted to take some time before our full team kickoff to get to
know each other a little better. We'll be working closely together, so I really want us to have
a clear sense of our roles in the transformation. Anything else that you think would be
helpful for us to talk about today?

- NOAH: Well, it would be helpful if you'd just share your plan and deadlines, so my team
can keep up with you. Then, I know whether we can deliver. Oh, get a grip, Noah. You can't
say that. Aaliyah looks like she's in a tight spot right now with everything that's been going
on.

NARRATOR: Starting off on the right track means putting yourself in the other person's
shoes. What are they thinking and feeling? And why? What is at stake for them? Taking the
time before and during your conversation to recognize where someone is coming from can
help you meet them where they stand.

NOAH: To be honest Aaliyah, it would be great to start off by learning more about you. How
are you feeling in the new role? I bet you got a lot on your plate right now.

AALIYAH: I know. I didn't expect the transformation to kick off this early, so I'm trying to
wrap up a bunch of different things on my to-do list.

NOAH: I feel you. But hey, you're not alone. You have a great team here to support you. Do
you know what? Let's go introduce you to the rest of the team.
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Compare to expert - Consider the Empathy element of the EPIC framework, where
you put yourself in the other person’s shoes to understand their perspective.
Based on the conversation you heard, think to yourself, and answer the questions
below:
1. What could Noah have done differently before heading into the conversation with
Aaliyah?
2. Where did empathy enter the picture (if at all)?
3. How do you think Aaliyah felt at the end of their conversation? What kind of impact
would that have on their future interactions?
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Expert response - Before the meeting, Noah could have tried to put himself in Aaliyah’s
shoes in an attempt to forge a stronger connection with his colleague. Instead, he was
preoccupied with his own agenda and anxieties about the transformation. Noah could have
spent a little time thinking about how Aaliyah might be feeling about the changes that lie
ahead.
As soon as Noah asked Aaliyah how she was feeling, we witnessed a sigh of relief from her.
This changed the dynamic for them in the moment, and potentially going forward. Aaliyah
probably left the meeting feeling optimistic about their upcoming collaboration. Noah’s
question helped alleviate her anxieties.

In the following video, Kate Aquilla explains the scenario in more detail.
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Video transcript
KATE AQUILA: In the scenario we saw earlier in this section with Noah and Aaliyah, we saw
them come together to meet for the first time to discuss the transformation. What could
Noah have done differently? Well, luckily Noah did pivot in the meeting to ask Aaliyah
how she was handling everything, because actually that's one way of really demonstrating
some empathy is about asking about other people, not making assumptions about how
they're feeling or thinking about something, and actually just giving them the time and
space to explain how they feel or what they think.

And Noah listened in that moment. He really did. And it was the beginning of building a
bridge in his relationship with Aaliyah, one of a constructive relationship so that they can
work happily together throughout the rest of the project.

Now what did Aaliyah do in that meeting that demonstrated empathy?

Well, she naturally came in with her own agenda. She was the one who had set the meeting.

However, she did ask Noah early on, is there anything else you'd like to talk about? And
she created a bit of space there to ensure that there was time for Noah to express what
might be on his mind and that she would be in a position to be able to address some of that.
Little steps like that can go a long way to demonstrate empathy in a business context.

Section 9: What is empathy?

Empathy as a starting point
In this video, Kate explains why empathy is the starting point for all interactions and
what kind of mindset is necessary for effective communications.
As you watch this video, consider which aspects of empathy you have encountered
before in your conversations. Have you ever experienced a time when you used an "over
there" mindset?

Video Transcript
KATE AQUILA: All effective communications begin with empathy. You cannot know where
you're going if you don't understand where you're coming from, and it's also important to
understand where the other person is coming from. That's why empathy is so important.

At a high level, empathy is the ability to understand, or at least ask, what might the other
person be thinking or feeling about this topic? What is important to them? How might what
they're feeling about the topic influence what's possible in the meeting or in the interaction?

The mindset of an effective communicator is one that I always describe of as over there.
Think of it in terms of over there versus over here. Let's say, for example, when I'm over
here, I'm wrapped up thinking about my own agenda. Worried about my own timelines, my
own goals, my own needs. I'm really caught up in my own inner dialogue and not really
taking into account the other person or what they have in mind.

But when I'm in an over there mindset, I'm actually open and curious and interested in
what they may be thinking or feeling about the topic and therefore, we can have really a
better, more nuanced conversation, where it's much more inclusive and engaging, and
hopefully leads to real action. Great listening is such an important part of being an
effective communicator. Great listening is about being present, being genuinely interested
and curious about what the other person has to say. Asking questions to better understand
their perspective and really listening for what the other person is saying and maybe not
saying.

You can even recognize when you're doing it. Say you're rushing between meetings, calls,
and deadlines. You arrive at your next meeting still processing the last one and your phone
beeps with a text message, where's the report for Janine? She needs it and two hours. In a
meeting, you're not really listening to what the other person is saying.

You may be planning what you want to say next, rather than really listening to the other
person. People can tell when it is an asynchronous conversation and that you're not really
present. And at that point, what's the point of even talking? A lot of times, if you do have
even just a minute before meeting to stop, think, and pause, take a few deep breaths, and
focus on thinking about the other person and remind yourself to keep an open mind as to
what the agenda might look like and how the conversation might go.

Sometimes that can make it a little bit easier to more naturally fall into an over there
mindset. We've discussed what empathy is and what it is not. And next, we will look at why
empathy matters. This isn't the end of the conversation when it comes to empathy.
Empathy is going to weave itself throughout this course and in every step of the process,
because it's important that we constantly revisit how our audience, how the other person is
thinking and feeling as we're going through and creating and developing any kind of
interaction.
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Key questions to ask yourself with Empathy
Empathy plays a significant role in building long-lasting, trust-based relationships. We
create a deeper sense of engagement when our colleagues feels listened to,
appreciated, and understood. Let’s recap the key questions to ask yourself to get
started.

1- How is the other person feeling? What's on their mind? Are they worried about
anything?
2- What do they care about? What do they understand about the topic we plan to
discuss?
3- What is at stake for the other person?
 4- How does that impact what’s possible in this interaction?

Section 10: Active listening

How to practice active listening
Active listening is an important part of demonstrating empathy. There are several ways to
demonstrate and practice active listening in your interactions.

Active listening behaviors

1. Supporting and encouraging
 Encouraging – “Yes, I see,” “Of course,” expressions (e.g., smiling), open body
stance.
 Validating – “If I were in your situation, I’d feel the same way,” nodding/shaking
head.
 Imagining – “I can imagine it’s frustrating for you”.
 2. Reflecting and repeating
 Summarizing – “So would it be right to say there are three main issues” “It sounds
like you’re saying”
 Describing – “You seem upset by that,” “It sounds like you felt angry with him”

3. Digging deeper
 Clarifying – “Why do you think that happened?” “Which of those issues came first?”
 Open – “How are you feeling about the project?” “What’s going on for you this
week?”

4. Offering help
 Personal – “Is there anything I can do to help?”
 Hypothetical – “What would you like to happen in an ideal world?” “How can we
make that a reality?”

Section 11: Knowledge check: MODA

At the end of the day, Aaliyah gets a meeting request from Kobi Badu, MODA’s CEO. Kobi
wants to have a quick check-in at 6pm.

In his office, he looks Aaliyah in the eye and says,

“It’s late. Let me just cut to the chase, Aaliyah. I’m already hearing some talk in the office
about mixed feelings around this transformation from senior leaders. They clearly don’t
understand the motivation behind this effort. This is based on real data, not personal
preferences. As you know, the last attempt at a transformation at MODA was a bit of a
disaster. People are already calling this Disaster 2.0. It’s not a nickname I love! But they
clearly have their own agendas. There’s a lot of politics at play here. Are you prepared to
respond to this?”
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Knowledge check: How can Aaliyah respond to Kobi to demonstrate
empathy?

a. “I understand. How about we be more transparent about sharing the data? The data
speaks for itself.”
b. “I understand. This is good to know. I’ll be sending company-wide email updates on a
regular basis, which I’m sure will help address this issue.”
c. “I understand. Why do you think they have their own agendas? Can you tell me
more?”

Section 12: Help Noah: Scope increase

Change of plans
In the last section, you've learned how to put yourself in the other person's shoes to
understand their perspective. Now it’s your turn to practice by advising Noah.

Earlier today, Noah quickly touched base with Maryam following his meeting with Aaliyah
to let her know about the data analysis requirements he needs her team to engage on. After
discussing the analysis with his department leadership, he realized that the scope of his
original request won't be sufficient and needs to be broadened to make the analysis
effective.

Luckily, he spots Maryam across the office, so he can let her know of the changes.
+Noah: Hey Mariam, do you have a second real quick? I was looking over the project
requirements again this afternoon, and it looks like we will need your team to expand your
analysis – it turns out that we will actually need a detailed analysis for all stores in Europe,
versus only the key locations that we discussed earlier.
Looking at your workplan, it seems like your team should be able to get this extra piece of
analysis finished in time. Does that work?

+Mariam: Uhh, Yeah, that’s fine. We’ll work it out.

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Knowledge Check: How should Noah respond to Maryam's agreement to the
new scope?.

a. OK, thanks for jumping on this. How are you and your team doing? Things are really
starting to pick up and I'm sure these last-minute requests don't help.

b. Sounds great, I knew you all could handle it. Thanks for the push. I know things are
really starting to pick up. Feel free to reach out if you have any concerns about the
timeline.

c. OK, great. Thanks for jumping on this, I knew your team could handle it. It seems
doable to you, right?

Section 13: Help Noah: Last-minute requests

+Mariam: We’re ok, thanks for asking. Honestly, the timeline for adding this new scope
concerns me a bit – it may be doable, but will really push the team and may put other
things that are important to us at risk. It also would be good to be a part of future
discussions to expand the analysis with the Digital department heads next time.
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Knowledge Check: How should Noah respond?

a. Thanks for letting me know. We had a quick meeting this morning and it came up. Let's
talk through the timeline to make it more manageable. It's good that you flagged this issue
now. How much more time do you think your team might need?

b. OK, thanks for bringing this up. Let's talk through the timeline to make it more
manageable, and I'm happy to include you in future key discussions. So, tell me, what
else is on your mind?

c. Thanks for letting me know. We had a quick meeting this morning, but it was just for
department leadership. Let's brainstorm some ways we can get the analyses done in time.
I'm sure we can figure something out together.

Section 14: Help Noah: Let’s talk it through

+Mariam: Ok, I think I have some ideas on how to make the timeline more manageable for
my team. To be honest, I’ve had some bad experiences in the past with other teams leaving
me out of key meetings and it makes things feel very focused on just getting the work done
– so please do try to involve my team and I in these decisions going forward as much as
possible.
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Knowledge Check: How should Noah respond?
a. That sounds like a frustrating experience, but you got through it and I'm sure you learned
some valuable lessons along the way, no? Keep at it, you're doing great so far, and I know
you'll be able to handle it.

b. Thanks for sharing with me how you've been feeling. It sounds like you've had a pretty
frustrating experience. I'll ensure you and your team are included going forward. What else
can I do to help with the timeline concerns?

c. I can understand your timeline concerns. Let's try to work those out so that it doesn't
impact your team too much. I'll ensure you and your team are included going forward. Your
background and experience will be really helpful.
Section 15: Workbook Exercise #1: Reflect on a past
interaction
You’ve seen and heard from experts on the role that empathy plays in your communications
and the mindsets that matter going into an interaction.

Section 16: Wrap up

Key takeaways
In this module, we have covered the following key tools:
 Empathy: Use this to put yourself in the other person’s shoes and understand their
needs before entering into an interaction with them.
 Active listening: Use behaviors like validating, summarizing, and clarifying to
demonstrate empathy to the person you are interacting with.
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----------Resources
 Brené Brown on empathy | Video

 Tuning in, turning outward: Cultivating compassionate leadership in a crisis | Article

 The secret of empathy | Article

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Up next - In the next module, you will explore the next element of the EPIC framework -
P (Purpose)

Module 3 – Section 17: Orienting towards a purpose

Learning Objectives - Estimated time: 30 min

In this module, you will learn how to:

 Define the purpose of an interaction to include your needs and your
audience’s

Section 18: Back at MODA

What is Aaliyah’s purpose?
Video Transcript
NARRATOR: Later this week, Aaliyah is planning to lead a kickoff meeting with the
transformation team. She wants to make sure that she's clear about our priorities and that
she uses the time efficiently. She's thinking through the agenda and is feeling stuck. She
calls David Fu, who is a MODA board member and an advisor to the transformation team.

AALIYAH: David, hi. Do you have a minute to chat?

DAVID: Hey, Aaliyah, sure, how can I help?

AALIYAH: I'm trying to wrap my head around this team kickoff. There's so much ground I
want to cover, and I know I only have 30 minutes.
DAVID: Yeah, we've all been there before. What do you have so far?
AALIYAH: I'd like to get to five things, align line on the scope of the transformation, identify
the key deliverables, set deadlines, align on how we'll work together, and, of course, get to
know everyone. I really don't want to rush this. David, what do I do?

DAVID: That sounds like a lot, Aaliyah. What are your top priorities?

AALIYAH: My top priorities are making sure we start off on the right foot and get to
know each other better. I also think the team is eager to hear how we'll be working
together over the next few months. And if we have time, I want to touch on the priority
deliverables we have coming up soon.

DAVID: That sounds reasonable. It would be really helpful to think about what do you want
to get out of this meeting and also what your team might need. Maybe try to gauge their
needs.

AALIYAH: Good point. Let me see if I can go catch someone from the team now and see
what's on their mind. Hey, Noah, working late?

NOAH: Story of my life. I'm just quickly finishing up. My partner's mom is visiting tonight for
dinner.

AALIYAH: In that case, could I borrow five minutes of your time?

NOAH: Sure. What's up?

AALIYAH: I'm a bit stuck. I'm thinking about tomorrow and trying to define the purpose of
our transformation team kickoff. Can I walk you through the agenda and see if there's
anything else you or the team would like to add?
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Compare to expert - Take a moment to think what Aaliyah’s purpose is for the
kick-off meeting. Then, go deeper and describe how she might go about achieving
her purpose.
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Expert response - Based on the conversation we just saw; we know that Aaliyah has a lot
on her agenda. But her primary purpose is to build rapport with the transformation team
and explain how they will collaborate moving forward.
The most effective way for Aaliyah to achieve her purpose is to include her audience’s
needs in her agenda. A shared purpose will get her farther faster than one simply based on
her individual needs.
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Video Transcript
KATE AQUILA: Aaliyah learned that she needed to define a realistic purpose for the time
that was given for the meeting. Not everything can get accomplished in 30 minutes or an
hour, and it's actually really important, practically speaking, that we don't try to stuff
everything and the kitchen sink into one meeting. It's important to define your purpose
clearly and make sure that you are being realistic about what can be achieved in a given
timeframe.

It's much better to have a clear and well directed purpose, where people come into the
meeting understanding what is happening and leave the meeting with a clear set of actions
and commitments. You can always set up an additional meeting or a meeting at a later time
to cover other topics, but trying to do too much in one meeting is just a recipe for disaster.
Section 19: What is purpose?
After considering your audience, their thoughts, feelings, and perspective, you are now
ready to define the purpose of your interaction. There can be many purposes for a
meeting; however, getting crystal clear on the message can help make your
communications come across as clear and help you effectively reach your objectives.
These concepts tie closely together to thinking with Empathy, and you will oftentimes see
overlap. In this video, Kate explains what it means to have a purpose.
As you watch, think about any instances where you've taken into consideration the needs of
the other person when communicating with them. How did this conversation go? Was this
something that moved the conversation forward?
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----------Video Transcript
KATE AQUILA: We've looked at empathy, and now, we're going to explore purpose, the
second part in the EPIC framework. Purpose is really about defining what you want to get
out of an interaction, but it's more than just defining your needs and wants. It's also taking
into consideration the other person's needs and wants for the interaction as well.

And so, when we look at defining purpose, we want to define it in sort of three ways. First,
we want to explore, given what we understand about how the person is feeling and thinking
about the topic, what is realistically achievable in this meeting or in this interaction?
Second, we want to take into account, what are our goals for this meeting? And third, we
want to look at, what is the other person's goals for the interaction?

And defining purpose in this multifaceted way ensures that we are designing or creating an
experience or an interaction that is genuinely inclusive and is a two-way conversation. That
it's not just about transmitting your needs, your ideas only in a one-way fashion, but
creating a dialogue and building that relationship over the longer-term.
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Key questions to ask yourself with Purpose
At first, defining a communication purpose seems like an easy task—but it can be tricky to
find the balance between your needs and those of your audience. With each interaction, it’s
important to define the purpose to include your needs and theirs. Where do you
start? Let’s recap the key questions to ask yourself to determine the communication
purpose.

1. What does the other person want to get out of the interaction?
2. What do you want to get out of this interaction?
3. What is the overall purpose of your work together, and how does this interaction help
move you towards the greater goal?

Section 20: Help Aaliyah: Navigate a conversation

Agreeing upon the agenda
In this section, you've learned how to define the purpose of an interaction taking into
account the audience's needs and yours. Now it’s your turn to practice by advising
Aaliyah. Read the scenario below and start the conversation.
Aaliyah is planning the agenda for the upcoming Transformation Office kickoff meeting
she'll be leading, and she wants to get Noah's inputs. Noah and his department will be
driving the execution of the digital transformation. Both Aaliyah and Noah want the
introduction next week to go smoothly, but each are very busy trying to manage their own
priorities to ensure everyone involved is prepared.
+Aliyah: Thanks for agreeing to take a look at the agenda with me, Noah. Here is what I’ve
got so far:
1) Introductions
2) Working model
3) Major deliverables (products to show at the end of a project)

I want to make sure we have a chance to discuss the overall plan to give everyone a sense
of what’s coming up, given that we will need to hit the ground running. But most important
is to start building a sense of team within the group – so I have some great team – building
exercises planned during introductions.

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Knowledge check - How should Aaliyah ask for Noah's input on the
agenda?
a. I want to make sure I prioritize what's important to Digital. Does this agenda look right to
you?

b. I've made sure to include plenty of time to discuss major deliverables since I know this is
important to Digital. Does that work for you?

c. I want to make sure I include topics that may be important to Digital. What do you think
about the agenda?

Section 21: Help Aaliyah: Shifting agenda items

+Noah: Thanks for looping me in and getting my input. To start, I love that you have got
some time up-front dedicated to introductions – everyone will appreciate that.

Can I suggest covering the major deliverables before the working model to ensure everyone
first has a clear understanding of what we’re trying to achieve?

Also, the working model could cause lots of discussion and sidetrack us so we may want to
save it for last.
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Knowledge Check - How should Aaliyah respond?
a. OK, great. Thanks for your suggestion! I'll take it into account as I'm finalizing the
agenda. I agree it might make sense to swap the last two items around.

b. Great suggestion, thank you! I'm happy to move the working model discussion to the end
to help keep us on track. Is that all?

c. That's a great suggestion, thank you! I'm happy to make the switch on the last two items,
but what are the concerns around the working model?

Section 22: Help Aaliyah: Digging deeper

+Noah: Well, Digital went through a reorganization last year and as a result, many
positions are unfilled, roles have been confusing, and the ability for people to complete work
has been stretched.
Actually, I would recommend shifting the meeting to focus more on solving these important
issues and perhaps save the team-building portions for the and if there’s time.

It may be difficult getting people to focus on anything else until these issues have been
addressed.
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Knowledge check - How should Aaliyah respond?

a. Wow, I wasn't aware of those challenges, but I can certainly understand how they could
be top-of-mind. Maybe we can cover them at a later time? I'd love to keep this meeting
focused on building the team.

b. Wow, thanks so much for that context. My instinct is to keep the meeting focused on
team building though. These issues are common during a transformation kickoff and it's
important to remain focused on our priorities for next week. Are you open to that?

c. Wow, I wasn't aware of those challenges, but I can certainly understand how they could
be top-of-mind. Let's shift the focus of the meeting away from team-building a bit to give
these topics more time if that will make everyone happy.
Section 23: Help Aaliyah: Focusing the meeting
+Noah: I suppose that makes sense – these aren’t issues we’re going to solve in one
meeting anyhow. I recommend at least addressing the topics though, just to make sure
everybody has confidence you’re aware of the issues and will be working to find a solution.
What do you think?
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----------
Knowledge check - How should Aaliyah respond?

a. In order to keep the meeting on track, let's stay away from any topics that could derail
us. It's important to ensure we cover critical items for next week. I'm happy to answer
questions if they arise though. Will that work?

b. Let's set some time aside toward the end for any questions people may have—that will
give everyone an opportunity to raise any key concerns so there are no distractions next
week. We can also have a follow-up meeting later if there's a need, but let's stay focused on
project launch. Does that sound good?

c. We could start by addressing key concerns up front for a few minutes. Maybe you can
help me rein in any questions going off topic? Let's also announce a follow-up meeting next
week to address any outstanding concerns we can't answer on the spot. How does that
sound?

Section 24: Workbook Exercise #2: Reflect on a past

interaction
You’ve seen and heard from experts on the benefits of defining the purpose of your
interaction.

Section 25: Wrap up

Key takeaways
In this module, we have covered the following key tools:
 Defining the purpose of an interaction: use this to determine how you can meet
both you and your audience’s needs and define the objective of your interaction
accordingly
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----------
Resources
 How to design an agenda for an effective meeting | Article - Harvard Business Review

 Change your intention to focus your attention | Article - Harvard Business Review
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----------
Up next - In the next module, you’ll look in detail at the next element of the EPIC
framework—Insight, and how to communicate key messages.
Module 4 – Section 26: Insights organizing your
messages
Learning Objectives - Estimated time: 60 min

In this module, you will learn how to:

 Use the Pyramid Principle to organize and structure your communication in a clear
and compelling way.
 Distinguish synthesis from summary and generate insights from synthesis of facts.
 Create a storyline to communicate your message in a compelling way to your
audience.

Section 27: Back at MODA

Um, my recommendation?
Aaliyah has asked Noah to identify which new ideas developed by his team are the most
effective for MODA to invest in as a part of the transformation. Noah reaches out to Maryam
to help gather and analyze ideas from across the Digital team and identify the best ones.
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Video Transcript
NARRATOR: Aaliyah asked Noah to identify which new ideas developed by his team are the
most effective MODA to invest in as a part of the transformation. So, Noah reaches out to
Maryam, who can help him gather and analyze information from across the digital team on
their top three ideas. Maryam has spent the last week talking to different members on
Noah's team to gather the reasons why these ideas are the best to pursue. There was a ton
of information to work with, but she now feels confident to share her findings with Noah.

MARYAM: And the second idea is a very good idea from Penelope, which proposes in-store
self-serve tablets. I can walk you through the report on the estimated costs and benefits.

NOAH: OK. But first--

MARYAM: That reminds me. Harry also shared how his idea builds on Penelope's idea, and
you'll love this. It shows how everything can integrate with a new point of sale system.

NOAH: Maryam, and--

MARYAM: One last thing on the third idea, super important. Given the recent advances in
technology, we can negotiate an extremely favorable price with our vendor and save money
in the long-term. Oh, and before I forget--

NOAH: Maryam, Maryam, time out. I'm sorry to cut you off. This is all really interesting
indeed, but have we answered yet why these are the best ideas to pursue?

MARYAM: Oh. I wanted to share all of the findings from the team first. They did so much
work.

NOAH: It's really great work. You definitely have all the right pieces. You just need to find a
way to communicate it in a clearer way. How about we structure the information you've
received so far?

MARYAM: OK.
NOAH: In our meeting with Aaliyah, we want to lead with the answer, the governing
thought, and then provide the reasoning and facts to support it.

MARYAM: Here's what I had in mind. Let's use this as a starting point.

NOAH: Great. Now, this key message will raise a new question in Aaliyah's mind, such as,
why or how? To answer that question, we need to go down to the next level or key line to
answer why these three ideas are the best to invest in.

That will prompt another question, which we can answer with the supporting facts. Let's
group the information you've collected and see what themes emerge. Then we can figure
out why each group of facts really matter, what people refer to as the "so what".

MARYAM: Got it.

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----------
Help Maryam finalize her structure
After meeting with Noah, Maryam decides to finalize the structure of her key messages and
group together like facts. Maryam has three pieces of information left but does not think
that they all belong together in the same group.
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----------
Knowledge check - Which of these facts does not belong with the
others?
a. We lose ~60% of the potential customers who might sign up to the loyalty program
because they think the sign-up process will take too long.

b. Staff currently spend 40% of time on inventory counts on the floor and in the
backroom

c. Our competitors who have a more structured process for signing up to loyalty programs
have a higher customer satisfaction than us

Section 28: What are insights?

Insights: the driver of action
At MODA, Noah will encounter challenges as he gathers and analyzes insights, particularly
when communicating them with Maryam and Aaliyah. As you proceed through your life, you
too will encounter similar challenges as Noah. To overcome these challenges, it is important
to leverage the I portion of the EPIC journey - Insight.

In our EPIC journey, we started with Empathy to build a deeper understanding of what the
other person thinks, feels, needs, and wants. We defined a Purpose that includes what you
and the other person want to get out of the interaction. Next, it’s important to determine
the Insight you will bring to the interaction. Kate helps us understand what exactly is
an insight and underscores the importance of insights as the driver of action in
conversation.
As you watch this video, think about a time where you struggled to communicate your
insights to others. Why did you struggle? What could you have done differently?
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Video Transcript
KATE AQUILA: Last time we explored purpose, and what it means to define a purpose that
includes both your needs and your audience. Today, we're going to be looking at insight, the
third part of EPIC. Insight is important for a lot of reasons. Can you imagine what it's like to
communicate without insight? How terribly boring that must be. And what a waste of time.
And I'm sure you're busy, just like everyone else is.

It is more critical than ever that we make the time count. That each interaction really
matters. I think it's important that we differentiate insight from data and information. There
is a lot of noise out there, and more than ever we are bombarded with facts, figures, news,
everything. How do we sort the wheat from the chaff? What really does make an insight?
We can think about data as just the raw material that we have; numbers, anecdotes, what
have you. Information is something more, let's say, it's been slightly more prepared or
massaged in a way. But what does it take to really get to an insight? An insight actually
requires time and reflection, and drawing out a sort of so what. Why is this relevant? What
is compelling about it? Why does it make a difference to your audience?
So, let's maintain a very high bar for what we mean by insight as we go through this
section. The different ways you can think about insight, as you work with the EPIC
framework, is to ask yourself, what are the key insights that I want to bring to this meeting
or interaction? You may have done a ton of work, a lot of analysis, but boiling the ocean is
not helpful to bring to an interaction. You'll want to think about how you structure and
synthesize those ideas into a compelling insight.
The second part is really around what storyline is going to convey your insights in the most
compelling and persuasive way. There are a lot of techniques we can use for storytelling,
and don't worry if you don't feel like you're naturally a good storyteller, it's a learned skill.
Storytellers aren't born, they're made. Lastly, the choice you make about what kind of visual
aids and media you use is also a source of insight. Because it can have a real impact on how
your audience perceives the information, but also how they act on it. Today we will be
looking at structuring, and how you can structure your message in a clear and compelling
way. We will also explore the difference between summary and synthesis, which is critical to
driving towards insight.
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----------
Key questions to ask yourself with Insight
Keep in mind the work you’ve already done to prepare for your interaction by investigating
Empathy and Purpose. Now where do you start with Insight? Let’s recap the key questions
to ask yourself.
We will explore the first question in this section, and address the other two in the
next section.
1. What insights are most relevant to helping you succeed in this purpose?

2. What storyline will help you focus attention on those insights? What concise phrases
capture your ideas best?

3. What types of materials or interactions will help you share those insights most clearly?
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----------
Help Aaliyah focus on the insights
Insight is often confused with data and general information. As Aaliyah is sorting through
her pile of documents for the transformation, she needs some help picking out the insights.
Test your understanding of insight by reviewing each card on this page and help Aaliyah
out. Is it an insight or not? Then, in the following pages, we’ll show you how to use your
insights to structure your message.

New analysis showing important drivers of improving profits in the retail sector
Yes - Insights are generated by analyzing information and drawing conclusions. “Analysis”
tips us off, as well as the fact that certain drivers were identified as impacting how much
money was made.

Workplan and current status

No - A “workplan” is not an insight. It is classified as information. Information is often shown
as data visualizations (graphs or tables), reports, and dashboards. Insights are generated by
analyzing information and drawing conclusions.

List of recently learned facts on competitors

No - A “list of learned facts” is not an insight. The list would be classified as information.
The next logical step would be to draw insights on competitors from the list.

Customer journey map revealing new and unexpected pain points to address
Yes - Insights are generated by analyzing information and drawing conclusions. “New and
unexpected pain points” tips us off.
A chart showing quarterly sales information by region for the past two years
No - This is a mix between data and information. Data consists of the raw facts that are
usually in the form of numbers and text. Information is often delivered in the form of data
visualizations, reports, and dashboards.

Synthesized reports from the front line on whether pilot projects are delivering
results
Yes - Insights are generated by analyzing information and drawing conclusions. These
reports clearly reveal insights, as they show a perspective on whether or not results are
being achieved.
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The difference: data, information, and insight
We spend a lot of time on our projects acquiring, analyzing, and visualizing data. While data
analysis is important, the real value comes from the insight we provide. Let’s take a
closer look at the differences between data, information, and insight.
Data: The raw and unprocessed facts that are usually in the form of numbers and text.
Data can be quantitative (measured) or qualitative (observed).

Information: Prepared data that have been processed, put together, and organized into a
format that provides more context. Information is often delivered in the form of data
visualizations like graphs or tables, reports, and dashboards.

Insights: Relevant to the audience and not obvious. An insight should get the audience’s
attention and earn its way into a shared fact base that the conversation will draw from.

Insights are generated by analyzing information and drawing conclusions. Both data and
information lead to the discovery of insights which move the conversation forward. A strong
insight can influence and move decisions along, which then leads to action.

Section 29: Organize your communications

Why organize communications?
It is not enough just to have facts. We need to form them into a message. Once you've
identified the insights aligned with your audience and the purpose, consider the following
questions: How would you structure the insight(s) for greatest impact? What context is
necessary to provide for the insights to be understood? How might you use a story or
anecdote to emphasize a key message?

In this video, Elizabeth Hioe, Akash Shah, and Mark Wiseman describe how a
structured argument helps you move your audience to action.

As you watch, pay close attention to the impact of not having organized communication.
Take a moment to think about how you might start to organize your communications and
apply some of the concepts taught to make your message more clear.
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Video Transcript
ELIZABETH HIOE: So, the first thing we're going to start with is building your argument.
Every argument needs a logical structure, and it needs to be airtight. Why does it matter? It
matters, because if you don't have a logical, airtight structure, you'll lose your audience.
And the point of any communication, and any argument in the communication, is to really
have impact with your audience and drive them to some sort of action.

An example of when I've seen structured communication go wrong is with an executive that
we've been working with. It's an industrial company that's going through a huge
transformation. So, really large-scale change, and he really needs everybody in the
organization to be working towards the same goal. His communication style is really
fantastic. He has just really great energy in his message, he has a ton of conviction, and
really motivates his audience. But behind those techniques, the message itself is not
structured. It was not a logical grouping of ideas and supporting arguments.

If I had to describe his communication style, I'd say he was all charisma, but no content.
And what happened was, he found out later, everybody in his organization was working on
different things. So, he asked us to go talk to his teams to find out what happened. And
when we went, and we talked to everybody in the different organizations that report up into
him, what we found is they all took away completely different things from his methods.
So, the risk that you run when you don't have a well-structured argument, is that you don't
control the message and the takeaways that your audience has. After we spoke to his team,
and we learned that everybody had taken away such different messages, we actually went
back to him and spent significant amount of time structuring his message. Structuring the
arguments behind it. Really building a much more coherent, logical argument. And he then
repeated his whole communication cascade. But this time, it actually motivated people to
start moving to the same direction.

AKASH SHAH: In fact, there's only negative consequences when you don't have structure. I
think the idea that you can be this rambling genius and still bring it all together, maybe you
can, maybe if you're just that smart. But frankly, I think those days are numbered. We have
less room for complexity in our day-to day-lives, given how complex it already is. And I think
what the pyramid principle, or broadly structuring and putting the emphasis does, is it takes
naturally complex things that we all do. Because the businesses we're all in deal with
complex, difficult, you know, highly interlinked concepts, and make it as straightforward as
possible for someone to absorb it. And more importantly, maybe to replay it.

MARK WISEMAN: Try and find a way to simplify, simplify, and simplify. And then further
simplify the message that you're giving. And I think that that's one of the things that being
a lawyer taught me. Is how to take an argument, or how to take some form of discourse and
really distill it down to the core principles. And so, if you can be authentic and simple,
generally people will understand what it is that you're trying to convey.

AKASH SHAH: And so, you know, my observation is in a world of investment banking, both
on the capital market side as well as on the banking and advisory side. There's room for all
of us to do more of this. So, whether you're the trader having the morning call with your
trading group looking at the macro-economic conditions, how they've changed overnight,
and getting to the broad changes that have happened across your asset class, or affecting
your asset class, and then going deep into the couple that are going to change the market
pricing for that day. Whether it's, you're the sales guy. You're getting on the phone, you
have a couple minutes to make the pitch to your counterparty, and you need to make it
super simple because, you know what, he or she on the other side can't make the call by
themselves. And they're going to have to go back to others, so how do you make it easy for
them to understand, but more importantly, make it easy for them to go back and get the
approvals that they need.

Whether you're the banker getting on that quick follow-up call after a pitch, trying to
reinforce a few messages, and being able to put it in a way that really makes it simple, that
takes that 80-page pitch document and distills it, once again, down to a few clear thoughts.
There're so many occasions where these things matter, and my personal feeling is that it's
always worth the slightly incremental investment to get that right before you get on that
phone. Before you take that meeting. And in fact, even if it shortens the amount of time you
get with the other person, that tradeoff is always worth it.

The Pyramid Principle

Originally developed by Barbara Minto, the Pyramid Principle is an approach to developing
structured, airtight arguments. In this video, Elizabeth Hioe and Charlotte Relyea
introduce the Pyramid Principle.

As you watch this video, take a minute to think about a few ways you might be able to apply
the Pyramid Principle to your life. Have you ever lost track of a conversation because you
couldn't understand the main point? How can the Pyramid Principle help you communicate
your message more effectively?
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Video Transcript

ELIZABETH HIOE: You have about 2 minutes to leave an impact on your audience. After
that, you start to lose their attention. So, in those two minutes, you really need to convey
your most important messages upfront.

Don't spend that time giving all your evidence and supporting arguments to get to your
main point. Start with your main point, and then layer in your supporting arguments and
your evidence behind it. We call this the pyramid principle. So, if you think of a pyramid,
your most important point is up top, and that's where you start, and then you layer in the
supporting arguments and all the myriad of facts that underlie those down at the bottom.

So, let's talk about what's in the pyramid. At the top of the pyramid is your governing
thought. This is the key takeaway that you want people to hear. This is the thing that you
communicate in the first two minutes.

CHARLOTTE RELYEA: The governing thought is essentially the answer to the question that
you're trying to answer, right? So, if you've gone into a meeting and the CFO or the CEO or
your manager has asked you to go away to think about should we invest in the following
technology, should we expand into the following regions, how should we improve our
Salesforce productivity.

ELIZABETH HIOE: Beneath that is another layer, which are your key line statements. No
more than three to five. If you have more than that, people start to get lost. That's really all
people can handle or remember. Three to five key line statements that really compose your
supporting argument.

CHARLOTTE RELYEA: And these are the key statements, essentially, that answer the
question why or how, right? So, you've made a governing thought. Yes, we should, or we
should invest in the following technology because it will improve our productivity by 20%.
We should expand in the following geography because it's a growing market and fits within
our portfolio.

ELIZABETH HIOE: The bottom layer is comprised of your foundational facts. These are all
the facts, all the pieces of information that actually synthesized up into your key line
statements that then boil up into your governing thought. An example where you're driving
towards a large-scale organizational change. The governing thought at the top of your
pyramid would be what you're trying to create. What are you trying to build as a result of
this change journey you're embarking on? The supporting arguments underneath would be
the themes of what you're doing to get there, and then the foundational arguments at the
bottom would be lists of initiatives and specific actions that you're taking to drive that
change.
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Building a pyramid from the bottom up
Elizabeth Hioe and Andre Dua introduce the process of grouping like facts and ideas in
order to build an argument.
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Video Transcript

ELIZABETH HIOE: As I mentioned, you communicate top down, but you actually build your
argument bottom up. So first, you start with the myriad of facts and details that you have
around what you want to communicate, and you spend some time laying them out and
trying to grip them logically. It's not always obvious how to do it.

I've been working with a commercial bank going through a large-scale transformation and
trying to deliver more value to the customers. The head of the commercial bank has been
working on how she's going to communicate this to her organization. There's about 25
independent initiatives going on that are going to drive this result, and when you take all 25
and lay them out, it's not exactly obvious how they all roll up to drive the outcome that
they're trying to achieve.

And that's what she's working on is how to communicate that in a way that's very clear and
easy to understand. When you look at all the initiatives, some of them are around
transforming the way customers interact with the bank, some of them are around how
people work internally and the shared services function in order to deliver smoother
processes. And it's not clear where those initiatives belong. Some of them feel more
internal, some of them actually feel more customer facing, and so they're taking some time,
moving things around between those two.
There is a third category of things they're doing, which are really around unlocking human
potential and talent in the organization. But as they look at those initiatives, it's not clear if
some of those are more of the internal ways of working initiatives or actually human capital
initiatives, and so the point is that it takes time, and it's not always obvious. Your arguments
need to be comprehensive. You shouldn't leave anything out, but they also need to be
mutually exclusive. For short, we say no gaps or overlaps.

So rather than seeing 25 individual discrete activities happening, her organization now sees
three thematic programs with many different things happening underneath them, but they
understand how those different things are coming together to drive to the greater outcome.

ANDRE DUA: One thing I saw once, which I thought was incredibly powerful, was when an
executive was preparing for presentation to that company's most important client, and
there were all sorts of messages they wanted to communicate, and we went through an
exercise where we wrote all those messages down on Post-it notes, and what we came to
see is that those messages were all at different levels. Some were really important almost
summary messages, or they were, what we might call, the governing thought.

Other messages were important tactical points to make, and when you started looking at all
the messages together, you started to see that they're actually grouped into three themes.
And you saw that those three themes were very powerful, and that when you put them
together, they hung together into one overall message about the power that this executive
and their biggest client could collectively get from their relationship. And so what began as
a communication, which was going to be, I would say, almost a laundry list of different
messages, became a very structured argument, with the governing or key thought, the
three most important things which elevate into that governing thought, and then a series of
specific points which supported that, all nested and communicated in a very well-crafted
way, and it was extremely powerful to sit and watch that unfold and watch that
communication have the desired impact.
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Creating logical groupings
Most often, you deliver your argument top down, but you build it bottom up. In
other words:
 When you deliver the argument, you lead with your thesis and then share
the analyses and facts that support it.

 When you build the argument, you do the opposite: you start by grouping
the facts and then you “boil them up” into a well-supported thesis.
A pyramid structure begins by grouping like facts and ideas. These groups form the
foundation of your pyramid. When structuring arguments, there should be no gaps or
overlaps in the groups of facts or arguments at each level. Another way to describe these
groupings is that they should be mutually exclusive and collectively exhaustive
(MECE).
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Governing thought: The one-sentence answer or solution to a problem.
Key line statements: The why and how to implement the solution.
Supporting data: The supporting evidence.

Section 30: Try it now: Practice with the Pyramid

Principle
You were introduced to the Pyramid Principle, which can be applied to everyday
communications as much as it can to complex presentations. The pyramid can help you
communicate in a quick and easy manner.

Goal - Use the Pyramid Principle framework to structure an email (longer than two
paragraphs) that you recently sent to a colleague, friend, or family.

Logistics - This is an individual exercise to be completed as soon as possible.

Estimated time - 10 minutes

Identify an email that you sent to a colleague in the last week which covered a substantial
amount of information (i.e., longer than two paragraphs). Take 10 minutes to re-write your
email using the Pyramid Principle worksheet within the Forward Learning Workbook to
structure your email in a more compelling way.

Questions to consider:
 What is your governing thought (which you lead with)?

 What are your few supporting arguments below the governing thought?

 What is your call to action (which you close with)?

Section 31: Synthesis

Great communicators synthesize

After construction of your pyramid as part of your communication, the next important step
is to synthesize your findings, or take that next step to think about why your findings
happened, or what your findings will cause.

A distinguishing characteristic of a great communicator is the ability to offer new

insights. In this video, Elizabeth and Charlotte talk about how to synthesize groups of facts
—in other words, generate a novel insight—to deliver impactful communications.
As you watch this video, take a moment to think about any opportunities where you have
had to synthesize. What went well? Where could you improve?
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Video Transcript
ELIZABETH HIOE: Now that you have all your facts and supporting arguments grouped
together in logical groupings, now you need to work on putting headlines to them. The point
here is to not just summarize what the headlines are, but actually synthesize, get to a so
what, get to the deeper insight. What is it that these things are really driving, creating, or
doing? Why do they belong together?
As you get more senior in an organization, summary is no longer sufficient. People expect
synthesis. And it's more critical for the kinds of messages you're communicating.

CHARLOTTE RELYEA: So, a lot of people confuse summary and synthesis. Summary is
actually a condensed version of all of the facts, reciting back the facts in a shorter way. A
synthesis, on the other hand, is actually getting the so what out of those facts. It's
essentially providing the insight that all of those facts together create.

It's quite powerful, not only because it hits you hard with a key message in the so what, but
it also really tees up the implication. It really lets you then say and, therefore, we should x.
So, let's say you're going into a meeting with your CFO and you're asking for additional
resources.

Let's say you're asking for additional sales resources, because you actually want to grow
your business in a certain region. A summary statement that you might walk in with would
say something like this.

The market is stagnating. Our competitors are investing in significant sales and
marketing resources. Competitors are taking market share from us. We haven't
invested over the past two years. And consumer demands are changing, and
they're looking for more specialized expertise in the following areas, particularly
on the sales side.

That's a summary of all the things that are happening and going on in the market. But
what's the so what? The synthesis would actually say something like this.

We've had a struggling core, because we have not invested to keep up with or
surpass our competition in the market.

And if you actually say a synthesis, it really tees up the ability to then say and, therefore,
we need the following amount in order to do the following things. So, what do you miss
when you don't synthesize?

One is you miss the opportunity to give the audience the so what, the real nugget that
you want the audience to walk away from in terms of what you're saying.

Another thing you miss is the opportunity to present yourself as the expert and having
thought this through. If you give everybody the facts without the synthesis or the summary
without the synthesis, then you're helping them come to their own conclusion, which is
great. But you don't actually seem like the person in the room in command of the
conclusion.

The third thing that you miss when you don't synthesize is you miss the opportunity to
essentially tee up the implication. A synthesis is really an opportunity for you to create the
layup that then says and, therefore, we should x. And that allows you to really make a
compelling argument that people all follow along.

So, I was at a meeting recently with a colleague. And we were presenting to a senior
executive some findings from a whole lot of analysis and work that we had done. And my
colleague was presenting really, really clearly the set of facts that he had come up with.

And they were quite compelling and really, really good work, but halfway through the
meeting, the senior executive looked at him and said, OK, so sorry, what's your point?
Where are you trying to go with it? What do you try to tell me?
My colleague essentially started backpedaling and got a little bit nervous. And what was
happening was three things. One is that my colleague essentially lost the opportunity to
provide the perspective or the recommendation on what he thought all of these facts
meant.

And so, what? He was missing that opportunity. A second thing that was happening was
because of that he was starting to lose a little bit of credibility with the senior executive.
And the third thing was he was making an executive feel a little bit like he was wasting his
time.

The executive had that look in his eye that was sort of, why are you telling me all this, and
where's this going? And all of those points and the fact that he was laying out were actually
quite important to support the synthesis, but because he had not led with the synthesis,
they were actually starting to sound like just random points. And they weren't necessarily
coming together.
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Summary vs synthesis

1. Summary: A condensed version of all the facts.

Example: Aaliyah receives an email from Zoë Durand, Head of Customer Service,
summarizing what they’ve recently learned about the customer journey.

An excerpt from the email: “There are several pain points that we heard from our
customer interviews:

 In-store returns are a clunky experience and require customers to wait in line with
paying customers.

 Waiting time for inventory checks in-store is too long given customer demand and
number of staff available.

 Loyalty program sign-ups at the register require too much time to fill out.”
2. Synthesis: The “so what” of all the facts, providing insight that all the facts together
create.

Example: Aaliyah receives an email from Zoë Durand, Head of Customer Service,
synthesizing key takeaways on the customer journey.

An excerpt from the email: “Overall, customers are looking for an enhanced in-store
experience that reduces the time it takes from entry to exit and would opt for self-serve
solutions to reduce the shopping experience time.”

Section 32: Knowledge check: MODA

Make the case for an in-house MODA yoga studio
The People team at MODA is lobbying their leadership to build a yoga studio in the company
headquarters. They believe their employees need a place to literally stretch their creative
muscles. They have researched the topic and organized their arguments in a pyramid
structure using MECE principles.

Your next step is to think of a key line statement for each group of facts. A key line
statement synthesizes a group of facts; that is, it offers a new insight that the facts suggest
when taken together. We sometimes refer to the synthesis as the "so what" of a group of
facts.

Review the facts from the MODA example and answer the question below.

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Knowledge Check - Which statement best synthesizes the facts in
group A?

a. Offering health-focused spaces like a yoga studio is consistent with MODA’s health
initiative.

b. Classes in-house provide an affordable alternative and encourage exercise and

improvement in health.

c. MODA should offer an affordable option to nearby studios because employees value cost-
savings.
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Which statement best synthesizes the facts in group B?

a. A new yoga studio would reduce waiting time relative to external classes by only serving
MODA colleagues.

b. An onsite yoga studio will save time and make MODA’s people more efficient.

c. The yoga studio will be well-utilized by MODA people due to the reduced wait time.
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Make the case for an in-house MODA yoga studio
Now that you've identified key line statements for each group of facts, it's time to articulate
one overarching statement that synthesizes your key line statements. This statement is
called a governing thought.

Knowledge Check - Read the potential governing thoughts listed below.

Which one best synthesizes the key line statements in MODA's pyramid?

a. MODA cares about the health and well-being of its people.

b. MODA should help save people time and find ways to foster community building.

c. MODA should open a yoga studio inside of its headquarters.

Section 33: Turning logic into a compelling storyline

What is a storyline?
You've used the Pyramid Principle to craft an airtight message. Now it's time to translate
those messages into materials that you'll share with your teams and colleagues. It is often
tempting to bring our full range of insights to a meeting; however, this can lead us away
from the specific purpose of a meeting. Step back, pause, and think about what targeted
set of insights will lead to a specific action.
Kate introduces the concept of a storyline as the outline of key points you want to
get across to your audience. She distinguishes between storylining and storytelling.
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Video Transcript
KATE AQUILA: In the last session, we looked at what it means to structure a message in a
clear and compelling way. And today, we're going to explore how to convert that structure
into a storyline and then even take that storyline and tell a good story around it.

Storylining and storytelling are actually two very different things. So, what do we mean by
that? Storylining is actually converting your pyramid and your synthesis into a prose
version. A dot dash is often what we use as well to convey this. And so, it's actually an
outline of the kind of key points you want to get across, and what order they might come in,
and what would be the other supporting evidence to make your argument.

Storytelling, on the other hand, is a very different part. That's when you're actually
thinking about "How can I engage and hook my audience in a different way?" How can I
inspire them? So, while the structure of the ideas, the clarity of the message is absolutely
critical, the order in which the story is told is important. Storytelling starts getting into more
of those exciting angles and ways of inspiring your audience.

We will be joined by a host of great experts who will help you learn how to do storylining
well and to tell a good story.
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Creating storylines
Developing a storyline is in part sharing your findings with your audience, and in part
creating a narrative that will move your audience to action.

There are different approaches to storylining depending on your audience and the
purpose of your interaction.

Below is a simple formula you can use to create that narrative:

1. Give a brief introduction that describes the situation or complication your presentation
addresses.

2. Raise a question to be answered.

3. Share your primary recommendation, which is drawn from your pyramid’s governing
thought.

4. Support and expand on your recommendation using the arguments and data in your
pyramid structure.

5. End with a conclusion that summarizes all of your key points.

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An example storyline from MODA

Storylines can be effectively used for large-scale efforts like a transformation—or smaller-
scale efforts. Remember the MODA employees’ desire for a yoga studio in company
headquarters? Well, the desire continues on! Jarrah Woods, Head of Marketing, is
scheduled to present to the MODA Budget Committee and make a case for why a yoga
studio is a favorable investment. What might a compelling storyline for Jarrah’s message
look like?
Recall the pyramid structure you looked at in the last section. Reference the structure
below.

Click each section to learn more about what MODA’s storyline might look like.
1. Start with an introduction that describes the situation or complication your
message addresses
Introduction:
In recent years MODA has undertaken an initiative to support the health and well-being of
employees. Still research shows that:
 The average number of sick days employees take has increased by 2.4 days/year over
the past 5 years.

 75% of employees report going to an exercise establishment (e.g., gym, yoga studio,
class) 2-3 times per week, citing “convenience” as the primary factor in that choice.

2. Pose the question your message answers

What can MODA do to positively impact all of these metrics and support the health and well-
being of employees?

3. Use your pyramid structure to answer the question and detail your supporting
points
Answer: MODA should open a yoga studio inside of its headquarters.
 Offering health-focused spaces like a yoga studio is consistent with MODA’s health
initiative
o Classes offered in the yoga studio provide a more affordable option to nearby
studios
o Easy access to a yoga studio encourages exercise and improvement in health
 An onsite yoga studio will save time and make MODA’s people more efficient
o Waiting time will be minimal as the studio only serves MODA colleagues
o An in-house studio will reduce waiting time relative to external classes
 An onsite yoga studio will give employees a place to socialize and foster community
building
o A yoga studio promotes cross-functional interaction
o An onsite yoga studio reinforces our commitment to the quality of life of our
employees

4. Summary of your key points in a succinct conclusion

Conclusion: Opening an onsite yoga studio supports employees’ physical and social well-
being and fosters cooperation between groups, while advancing the organization’s long-
term health goals.
-----------------------------------------------------------------------------------------------------------------------
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Adapting a storyline for another audience
Take a few minutes to reflect on how Jarrah’s storyline might change if he were presenting
his idea for a new yoga studio to his peers.
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----------
Compare to expert - Take a moment to think about the following questions below:
 What changes would you make to Jarrah’s storyline?
 What would his peers want to hear in contrast to the MODA Budget Committee?
 How might Jarrah start his presentation differently?
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Expert response - While the facts remain the same, Jarrah might start his presentation to
his peers by calling attention or appealing to their values and vision of the ideal MODA
workplace. To be effective, this kind of appeal must tap into what his peers really care about
on a very personal level. And to do that well requires some fact-finding beforehand. Jarrah
cannot just guess.

Section 34: Knowledge check: MODA

Yikes! Help Noah quickly get ready for his meeting
In the video you watched at the beginning of this section, Noah and Maryam realized they
needed a storyline to bring their logic and structure to life. Noah needs to put together an
elevator pitch (a short but convincing argument for an idea) for a meeting happening with
Aaliyah in 5 minutes.
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Knowledge Check - Which storyline structure would you advise Noah
to use in his upcoming meeting with Aaliyah?

a. 1) Governing thought, 2) Context, 3) Conclusion

b. 1) Context, 2) Governing thought, 3) Conclusion

c. 1) Context, 2) Governing thought, 3) Supporting facts, 4) Conclusion

d. 1) Context, 2) Supporting facts, 3) Governing thought, 4) Conclusion

Section 35: Wrap up

Key takeaways
In this module, we have covered the following key tools:

 The Pyramid Principle: use this framework to organize all facts and ideas to build
your argument
 Synthesis: use this to take your conclusions and messaging to the next level by
providing the “so what” of all the facts to your audience, rather than just summarizing
them to the audience
 Story-lining: use this to turn your logic (i.e., pyramid-style message) and synthesis
into a compelling message to communicate effectively with your audience
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Resources
 Author Talks: Am I making myself clear? | Article
 Author Talks: How to speak confidently when you're put on the spot | Article
 Minto, Barbara. The Pyramid Principle: Logic in Writing and Thinking (Book | Prentice
Hall)
 Pearl, David. Story for Leaders. (Book | London Business Forum)
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Up next - In the next module, you’ll look at the final element of the EPIC
framework: Conversation.

Module 5 – Section 36: Conversation – Delivering your

message
Learning Objectives - Estimated time: 70 min

In this module, you will learn how to:

 Recognize how delivery can be used to inspire the audience to action or to take a
point of view.
 Enrich your delivery by using physical presence, vocal emphasis, and emotional
connection.
 Facilitate the flow of a meeting or conversation effectively.

Section 37: Back at MODA

What if people simply tune out?
This morning, Aaliyah prepares for an upcoming video conference. In the meeting, she will
be sharing her change story with the department heads from across the entire organization.
Aaliyah is nervous. Even her meditation app can’t calm her down at this moment. Can she
inspire MODA’s leaders virtually? They’re a tough crowd to please even in person! She
reaches out to her mentor, David, for some tips.
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Video Transcript
NARRATOR: This morning, Aaliyah prepares for an upcoming video conference meeting. In
this meeting, she will be sharing a change story with the department heads from across the
entire organization.

AALIYAH: David, hi. Do you have a couple minutes?

DAVID: Of course. Let me guess. Is this about the video presentation?

AALIYAH: You know me too well, David. I have to admit I'm really worried about doing this
on video. You know I love presentations, but this video meeting, what if people simply tune
out? You did an amazing job at the board meeting last week. Can you share some tips with
me?

DAVID: Sure. I'm happy to. With something like a change story, it's really important to think
about your presence, especially if it's virtual.

You have a great voice. So, you're off to a good start. Is this usually where you take your
video conference calls?

AALIYAH: Yes, it is.

DAVID: OK. We have to find a better spot for you. You'll need a well-lit room with a non-
distracting background.

AALIYAH: You're right. I get so distracted looking at other people's backgrounds, but then I
didn't think about my own.

DAVID: Practice makes perfect, my friend.

AALIYAH: Virtual is such a pain. What else should I keep in mind?

DAVID: Honestly, one of the toughest things I had to get used to with virtual presentations
was feeling like I was talking into a black box.

AALIYAH: I hear you. I hate not being able to read the room. So, what do you do?

DAVID: I keep my energy high throughout my delivery and animate my voice. I pretend as
though everyone is leaning forward with captivated interest in what I'm saying. I even dial
up the emotion in my delivery in a virtual setting.

AALIYAH: And what about other ways to engage the audience? I can't just talk for 10
minutes straight.

DAVID: Well, there's a lot you can do depending on what fits the tone of your talk. You
might share an image rather than a bunch of slides. You could ask a provocative question
and get people to share responses in the chat box.

AALIYAH: Given that I'm sharing my change story, I could definitely think of some images
that come to mind. Thanks, David. I'm feeling so much better now about the presentation.

Hi, everyone. Thanks for making the time today. I'd like to start off with why now is the right
time for MODA to change.
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-----------
Offer Aaliyah some tips
Take a few minutes to reflect on the conversation between Aaliyah and David. David offered
some concrete tips to think about for her virtual change story. Can you add a few additional
tips to the list?
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-----------
Compare to expert - Consider the following in your advice:

 What is a great example of a presenter’s confidence and style in a video call

that you have seen?
 What was missing from David’s tips in your opinion?
 What mistakes have you personally learned from that might help Aaliyah in
her virtual presentation?

Take a moment to think about drafting a short email to Aaliyah with a few
additional tips for her virtual change story.
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-----------
Expert Response - Video Transcript

KATE AQUILA: In that scenario with Aaliyah and David, she's very fortunate to be able to
have access to a board member to ask for that kind of advice. Most of us don't have that.
So, what can we do?

I actually suggest just bring a friend. Ask a colleague to help you out with some of these
things. Just like a good conversation doesn't happen on its own, good delivery doesn't
happen on its own either. And so there are lots of tips and tricks where it can be about the
basic things, like room setup or how you appear on the screen, but then it's also about
practicing some of that vocal delivery and trying on some of those different styles. Things
that might be a little bit out of your comfort zone.

Some people like practicing in front of a mirror. Other people like practicing in front of a
friend or a colleague who can give them some feedback. Because sometimes we're just
not aware of how we appear on screen or in a different setting. And what might feel
awkward to us might actually be really impactful or energizing to someone else.

Another great resource for practicing this skill can be a local chapter of Toastmasters or
even delivering an address at a local community group or place of worship.
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-----------
Sample email to share with Aaliyah as feedback

Hi Aaliyah,

I just wanted to share a few additional thoughts as you prepare for your change story. First
off, I know you’re going to be great!

David was right … you have a great voice. So, use it to your advantage! Be mindful of your
pacing and annunciation. Don’t rush your presentation (we all tend to do that when we’re
nervous). Try to keep a nice steady pace, annunciate your words, and read the reactions of
your audience.

Also, always try to use the active voice. It sounds more inspiring to hear people taking
action in a situation rather than relaying events that happen to them. Stay away from
disclaimers (especially with a change story!). These are your experiences and your beliefs.
It makes for a stronger delivery when you confidently assert and own your voice.

What else … with video calls, try to break down any barriers you can with the audience.
Maybe try a fun ice breaker at the beginning? I sometimes ask a group to share their names
and favorite types of food! Anything to help forge a connection from the get-go would be
good. Making a connection on virtual can be challenging, but with the right delivery you can
absolutely do it. And I know you can!
Cheers,

Your teammate

Section 38: Conversation and the three elements of

style
Delivering for impact
We’ve discussed how to structure your argument, and how to tailor it to your audience. In
this section, we continue with the Conversation element of the EPIC approach with a
focus on delivering for impact. So much of inspiration stems from your ability to deliver
those words and images. Kate discusses the impact good delivery makes on the audience.
She briefly introduces Three Elements of Style and different contexts to consider.
As you watch this video, take a moment to think about a time where you needed to deliver
an important message. How could you apply the Three Elements of Style to your message?
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Video Transcript
KATE AQUILA: It's not only what you say. It's how you say it. We will explore the art of
delivery and give you tips and techniques that you can use in a variety of settings.

It is so critical to make sure that you've done the hard work around structuring your
message, around creating a clear and compelling storyline. It would be a shame to have it
all fall down at the moment of delivery. There are a lot of different ways that you can inject
energy into your delivery, but also ensure that you're going to keep your audience engaged.
And they will walk away knowing the most important things.

And that's why we want to explore the different elements of vocal delivery, your physical
presence, and things that you can use in a variety of settings to ensure that the way you tell
your story, the way you deliver your message, is just as impactful as the content of that
message. One of the videos I love watching is the Will Steven TEDx address, where he
actually talks about absolutely nothing as he's delivering a TEDx talk, but his vocal delivery,
his physical presence, is so engaging he creates a real emotional connection with the
audience. And meanwhile, he's talking absolute gibberish, but what it does do is it drives
home the idea of how you can divorce the content of your speech or your presentation and
really see how the vocal, physical techniques can come to life.

There are a lot of techniques of what you can do with your voice, whether that's intonation,
emphasis, speaking more softly, drawing your audience in. We will explore that with one of
our experts a little later. And in terms of physical presence, again, you may have seen
things about the power pose or what have you, but there are ways that in your physical
presence, whether you're in a small group setting or a large group setting you can use and
deploy physical presence in a different way. And in terms of creating an emotional
connection with your audience, this is really going into the element of conversation. So,
imagining that whether you're just with one person or a roomful of people, how do you
create a sense of emotional connection with them?
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-----------The Three Elements of Style

Here’s a snapshot of the three elements of strong presentation style. Have a look, and then
you’ll watch a series of three videos where experts bring these elements to life.
1. Physical presence
This refers to the speaker’s ability to appear relaxed, confident, and in control of a room.
These speakers have good posture, make good eye contact, avoid fidgeting, use
gestures appropriately, and move with confidence.

2. Vocal emphasis
This primarily refers to the speaker’s ability to adjust his or her pitch, pace, and volume to
match the occasion. These speakers typically speak in the active voice (speaking directly
about an action) and rarely use qualifiers or caveats (warnings about a subject).

3. Ability to make an emotional connection

This refers to the speaker’s ability to gauge the mood of the audience and adjust his or her
tone accordingly. These speakers typically make strong eye contact with their audiences
and communicate emotion through their facial expressions and tone of voice. In addition,
these speakers use the venue to their advantage like opting to not use a podium and
instead speaking at the same level as the audience during informal events. They try to
break down barriers with their audience as much as possible to build a connection.

Section 39: Deep dive into the three elements of style

1. Improving your physical presence
Physical presence significantly affects how your audience perceives you. Hilary and Mark
offer tips on exerting influence through your physical presence. Drawing examples
from real-world situations, they demonstrate ways to enhance your confidence, command
the room, and communicate with authority.
As you watch this video, take a moment to think about a time where you noticed someone
with great physical presence. Did it make the message more powerful?

Video Transcript
MARK ROBERTS: Your physical presence is fundamental to the way you connect to an
audience. If the way you stand, the way you look, the way you move doesn't support your
message, it will distract and detract from your message. Think about how you feel when a
speaker says, "I'm very excited about the new plan." You don't believe them. We're expert
at reading body language.
So, take the time before you speak to prepare yourself physically. You wouldn't run onto the
sports field without warming up. You shouldn't step onto a podium or step up in a meeting
without preparing physically as well.

What do we mean by physical presence? We mean that combination of body language,

stance of expression, of gesture that sends signals to an audience about whether a speaker
is confident, whether they're relaxed, whether they're credible. These messages, these
unspoken physical messages, have enormous power to influence how an audience reacts to
us. They can undercut our message. However well-crafted our words are, if we aren't
backing that up with a dynamic, energized, confident physical presence, we're going to lose
the audience.

HILARY MOORE: It's also quite hard, though, because the last thing you want when you're
presenting is to have part of your brain go, oh dear, am I fiddling with my fingers? And it's
really hard to communicate
powerfully if you're worrying in those ways. So actually, the best way to get rid of those
physical distractions is by grounding yourself well in advance.

So, feet nice and firmly on the floor. Take some deep breaths, and think about calming
things that can ground and sing to you. Those kinds of techniques just before you go in to
present or being in a workshop or a meeting can really help give your physical presence
more groundedness and avoid those little distractions.
MARK ROBERTS: I'm not saying we all have to look like a Hollywood actor. We all have our
own way of being present. And that's the important thing you need to do. Find out what
your natural style is, and be confident within it.
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-----------
2. Improving your vocal emphasis
Mark explains how vocal emphasis can help bring home your message. His stories
highlight tips to adjust pitch, pace, and volume.
As you watch this video, take a moment to think about how you use vocal emphasis in your
conversations. Are any of the terms mentioned in the video familiar to you, and which ones
do you actively use today?

Video Transcript
MARK ROBERTS: Another crucial element of presenting style is how you use your voice,
vocal emphasis. Your voice can either support your message, bring it to life, and engage
your audience, or it can let you down and undercut it. Don't let that happen. Warm-up
vocally.

What do I mean by vocal emphasis? I mean, the music of your voice, not just the words,
but the actual sound your voice is making. Is it loud?

Is it soft? Is it high. Is it low? Are you pausing? All of these elements, the tone you bring,
think about how you might read a story to a child at bedtime, how you might read a simple
children's story.

You'd bring it to life. And then, the evil wizard leaned forward and said, go down into the
cellar. You bring it to life. Now that may sound over the top for a business context, but I
want you to try this out.

Go home. Read your last business presentation as if you were reading it to a child. Record
yourself on your phone. Play it back. I bet it sounds more compelling.

Turn up the dial a little. Explore. Expand your vocal range, and you will engage your
audience. Does vocal emphasis really matter? Surely words mean what they say.

Does vocal emphasis really matter? Surely words mean what they say.

Think about this. What's the difference between, I gave him $100, I gave him $100, I gave
him $100, I gave him $100? Same words, different meaning.

I could imagine using those sentences to answer quite different questions. Did you lend him
$100? Did you give her $100? Did you give him $1,000? Did you give him 1,000 pounds?

All of those I could answer with those same words, but I would emphasize differently. So,
the question of where in a sentence I put the stress, just using my voice, using the vocal
emphasis, is crucial to the meaning I want to convey. Again, play around a bit and think
about when you're delivering a presentation, what's the message you want to land? Where
do you put the vocal weight, the vocal emphasis that will land that message most
effectively?
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3. How do you create chemistry?
A speaker’s ability to make an emotional connection with the audience—that is,
to understand the mood of the audience and adjust his or her tone accordingly—is
a critical yet hard-to-define element of successful delivery. Hilary and Mark offer their
thoughts on how to create chemistry with your audience, and how empathy can help spark
the connection.
As you watch this video, take a moment to think about a time where you made an
emotional connection with someone else. How do you make the connection? Is this
something that you felt like makes your relationship with this person stronger?

Video Transcript
MARK ROBERTS: Effective presenters not only think about their words, not only pay
attention to their physical presence and their vocal emphasis, they also pay attention to
their audience, because really inspiring presenters will respond to what's happening in the
moment in the room. That, that ability to make an emotional connection is the third crucial
element of style that brings your message alive. So, what are some of the ways you can
connect emotionally with an audience?

First of all, look at them. Look them in the eye, whether it's a big audience or a small
audience, make contact. Now if you're speaking to a convention with 1,000 people in the
room, of course you can't make eye contact with all of them, but make eye contact with
some individuals at the front. Let your gaze linger, and then move on.

HILARY MOORE: And also, just anything you can do verbally to express empathy, a simple
thing like, OK, I know, we're all looking forward to lunch, but I just need you to
concentrate for another 20 minutes, expresses empathy. And it gets people on your
side. Also, any time you open up a topic, tell people what you understand about how they
feel about that topic.

So, we're going to talk about cost now. I know this is a painful topic. Nobody likes talking
about it, but I really appreciate that you've given me some focused ideas to move forward
with.

And before we start, you know, are there any thoughts you have or concerns you have
about how we're doing this? So really kicking things off, putting them in the center, that will
build an emotional connection with your audience or the people you're in the meeting with.
The other deeper point is really about your ultimate state. Are you going into that meeting
in an open state with confidence and authenticity? If you are, people will connect with that.

MARK ROBERTS: Always remember that any presentation at its best is a dialogue. That's
why the C of EPIC is conversation. It isn't one-way communication. It's two-way. And part,
the starting point for that is the emotional connection you forge with the audience.

HILARY MOORE: Build your empathy with the audience, because if you don't have
empathy for them, they're not going to connect with you.
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Applying the three elements in a virtual context
A virtual context presents added challenges around connecting with your audience, but it’s
a situation we find ourselves in often. Hilary and Mark offer tips for establishing
presence and engaging an audience when delivering remotely.
As you watch, take a moment to think about an upcoming meeting where you will need to
deliver virtually. What aspects of the three elements can you apply to your upcoming
meeting to improve your message delivery?

Video Transcript
MARK ROBERTS: Certainly, presenting remotely raises some interesting variations on the
classic techniques we've been talking about.

HILARY MOORE: It's not that anything you do in person that's good becomes bad, but
different things become more important.
MARK ROBERTS: You still need to think about where is my audience, where do I want
them to be, how do I connect with them emotionally. The empathy part of happening still
holds true. And you still need to ask that question. What do I want them to think or feel or
do as a result of this conversation we're having? What is the purpose of meeting like this?

And many of the techniques that work in a physical presentation will work in a virtual
presentation. Well, sometimes even better. Camera imposes new challenges and new
opportunities. First of all, obviously we're seeing only a part of each person. We're seeing
their face, mostly, and the top half of their body. So, it's different from walking around on a
stage.

HILARY MOORE: Your body language, by contrast, needs to be a bit more restrained. It's
not going to help if you move around the place and waggle your arms a lot. And strangely, if
you actually use your body language in person, this looks fine. But on a camera, you can
start to look like you have giant hands. So, if you do move your hands, try to keep them a
little bit more level, on the same plane as yourself physically.

Think also about the level of your camera. You want your camera to be roughly at eye level.
If it's too high, you can start to look really small. And if it's too low, people end up looking up
your nose and it looks like you think you're terribly self-important. And so, a nice balance is
good for that.

And finally, your eye contact works very strangely on camera. I'm sure you've worked this
out already. But when you actually look at the faces, it looks like you're not making eye
contact. Now that's OK. People are used to it. But if you have a really important key
message to deliver, it's worth looking direct at the camera and imagine the people behind
that camera, because you will communicate more powerfully that way.

Finally, a typical pitfall is looking at yourself.

MARK ROBERTS: Switch yourself off so that you can concentrate on the other people on
the call, your audience, which is that third point of style, establishing the emotional
connection.

Section 40: Critique the delivery

How a blind astronomer found a way to hear the stars
Effective communicators know how to deliver their message with the right balance of all
three elements: physical presence, vocal emphasis, and emotional connection. A
blind astronomer, Wanda Diaz Merced, is a memorable example. In her communications,
she must inspire an audience she cannot see.
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Compare to expert - Take a look at Merced’s TED talk: How a blind astronomer found
a way to hear the stars(opens in a new tab). If you don’t have time to watch the full video,
watch the first five minutes.

 Which aspects of physical presence does Merced excel at? How does she use her body
to convey her message?
 How does she manage to control the room when she cannot see her audience? What
techniques does she use?
 Describe her vocal emphasis: How does she use pitch, pace, and volume to tell her
story?
  How does she attempt to build an emotional connection with her audience? What
evidence do you see of a connection?
 Did she inspire something in you?

Take a moment to think about the questions above and how they relate to how you can
convey your message more effectively.

When you are finished, click the "See Expert Response" to watch an expert deconstruct
Merced's video.
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Deconstructing “How a blind astronomer found a way…”
In this video, Hilary and Mark deconstruct Merced’s “How a blind astronomer found a
way to hear the stars,” focusing on the Three Elements of Style.
As you watch the video, pay attention to which elements of Merced's speech Hillary and
Mark found particularly engaging. Take a moment to think: what areas of Merced's speech
can I put into my own conversation to improve my communication?
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Video Transcript

MARK ROBERTS: In her Ted Talk, the astronomer Merced uses a range of stylistic
techniques to bring a very complex, very abstract subject vividly to life. What does she do?
She starts out by telling a story. It's almost like a children's story. Once there was a star,
she was born, and on it goes, charting the life of this star, the death, and then the rebirth as
a supernova.

It's a way of making something almost beyond our comprehension comprehensible. She
makes it real, she makes it human. That kicks off. Then she gets into the more technical
part of the story, where she's talking about the energy, the scale, the dimensions.

HILARY MOORE: She compares the amount of energy to the amount of energy that the
sun burns in 10 days. That helps us to conceive of something that we could never
understand if she told us how many trillion kilojoules it was. Similarly, she compares the
magnetic field to that of the Earth. I think it was 1,000 trillion times bigger than that of the
Earth, and that helps us conceive of these huge numbers in a way the actual number itself
would be meaningless for us.e

MARK ROBERTS: So, she starts using the stylistic techniques of her physical presence, of
her vocal emphasis, to bring this stuff to life, to underline where the important points in her
message are, because it's difficult stuff she's talking about. We need her to help us in this
way. Think about how she puts the vocal emphasis in her sentences on particular words.
Tremendous amount of energy.

An itty-bitty tiny portion of the electromagnetic spectrum, and that was matched with tiny
little gesture, and then there's the big gestures. She talks about the spinning star spinning
faster and faster, and she talks about being like-- she uses with her words the analogy of
the ice skater, and she illustrates that with her arms. We see it happening, and then she
talks about the whirling matter being dragged around. So, she's bringing it to life, using
vocal emphasis, using physical gestures, and using vivid analogies and compelling, simple
stories.

Section 41: Try it now: Practice the three elements of

style
Try it now - Practice the Three Elements of Style

You were just introduced to the Three Elements of Style: physical presence, vocal emphasis,
and emotional connection. These can make or break how your audience perceives your
message.

Goal - Use the Three Elements of Style to prepare and deliver a message using physical
presence, vocal emphasis, and emotional connection

Logistics - This is an individual exercise to be completed as soon as possible

Estimated time - 10 minutes

Option 1: Take 10 minutes to prepare a brief message that you will deliver orally in an
informal or formal meeting in the next week. Record yourself delivering the message with
your smartphone and use the Three Elements of Style checklist to critique your own
delivery.

Option 2: Take 10 minutes to prepare a brief message convincing a friend to watch your
favorite TV show. Record yourself delivering the message with your smartphone and send it
to your friend. Ask them to a) share whether or not they were inspired to watch the TV
show, and b) provide feedback on your delivery style.

Questions to consider:

 Who is your audience? What tone and style would resonate with them to
forge an emotional connection?
 How will you use body language to reinforce your message?
 Where will you apply vocal emphasis to punctuate your delivery?

Reference the Three Elements of Style for delivery checklist that can be found in the
Forward Learning Workbook on what items to consider as you prepare your brief message.

Section 42: Good communicators are good facilitators

Facilitating for impact
In this section, we will wrap up the Conversation element of the EPIC approach to
communications with a focus on facilitating (making an action easier) for impact.
You’ll explore how to facilitate and lead a conversation in an inclusive and open
environment both virtually and in person. In this video, Kate describes the role of effective
facilitation in guiding a group to alignment, commitment, and action.
As you watch this video, take a moment to think about some opportunities you have to
facilitate for impact in the future. How might you apply an open and curious mindset to
those conversations so that you can communicate more effectively?
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Video Transcript
KATE AQUILA: Well, we are still on our EPIC journey. And we have gone through style and
delivery and conversation, but last, but not least, is facilitation. Facilitation is absolutely
critical.

Facilitation means to make something easier. And that is why effective communicators are
also effective facilitators, because they know how to make it easier for other people to
understand their message. Oftentimes, people think that being a facilitator means you
actually have to lead the discussion or that you need to be the content expert in a
conversation. That is not the case. Anyone can be a facilitator. An effective facilitator comes
in with a mindset that is open and curious and really over there. We discussed this in earlier
sessions about the over there and the over here mindset. An over there is really with your
audience, with other people, thinking about them, thinking about where they may be, being
willing to release your agenda when it's appropriate, thinking about asking questions, and
really uncovering what else is going on in the room. Facilitation is equally important
whether you are interacting with one person or a large group. Some of the techniques that
we will look at include the Open Narrow Close framework. This is one way of at least
structuring a conversation and understanding a kind of overall architecture you can use for
most conversations. So, there are lots of ways you will learn how to use all of the steps from
before, bringing in the empathy, understanding the purpose of that meeting,
drawing out those insights, whether you're bringing them to the meeting and
others are also contributing to those in the interaction, and bringing that all
together in a well-orchestrated conversation.

Section 43: Open Narrow Close meeting technique

Open, narrow, close
All conversations need an open, narrow, and close. What do we mean by that? These are
the three main phases you will have in an interaction. You essentially introduce and
broaden the set of ideas, assess the options, and determine next steps. Every
good meeting needs the same fundamental architecture. Hilary Moore and David
Honigmann illustrate how the Open, Narrow, Close approach to facilitation can serve as a
clear arc for your meeting.
As you watch this video, take a moment to think about a recent conversation you have had.
Can you identify the open, narrow, and close of that conversation?
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Video Transcript
DAVID HONIGMANN: When we think about facilitating a meeting, or indeed facilitating a
conversation, one helpful framework to use is Open, Narrow, Close.

HILARY MOORE: So, what is that? These are the three main phases you will have in an
interaction. Opening is exactly what it sounds like. It's opening up the issues or the ideas.
It's starting the meeting, kicking it off, and broadening the perspective of what you're
talking about. Narrowing is once you've opened everything up, you need to focus, maybe
prioritize, work out really what you want to solve for in that meeting.

And finally, closing, it's not rocket science. It's bringing it all to a successful conclusion,
thinking about next steps, commitments, making sure everybody agrees what they've
agreed, making sure you get takeaways, gather takeaways, so that people move on from
the meeting in the most effective way possible. So Open, Narrow, and Close.

DAVID HONIGMANN: How do you decide when to move from Open to Narrowing and then
Closing? That depends on several things. It depends on whether this is the last meeting
you'll ever have on the subject or an initial meeting. It also depends on how good the ideas
need to be.

HILARY MOORE: So, when you're planning your workshop, you'll need to decide how much
time to give to each stage of Open, Narrow, and Close. This takes some experience to get
right. But there are some general guidelines.

The Opening section, in terms of introduction and sharing the agenda, you want to move
through fairly quickly. People can get frustrated if they don't get onto the real content quite
quickly. Once you go into the second part of Opening, which is really about opening up the
ideas, you might want to give that more time. At the same time, it's really about creativity
and dynamism. So, you don't want a 20-minute brainstorm.

You'll actually get much better results if you say, OK, we're going to get as many ideas on
the table as we can in 3 minutes. Let's start the stop clock now. People's energy will be
much higher, and they will fire those ideas out. So Open, I think, you want to move through.
You want to create energy and momentum.

For the Narrow phase, that often takes more time, and actually more facilitative skill,
because really what you're doing is making hard decisions. Let's say you've got 30
initiatives on the table and everyone around the room has their own favorites. So, there's
much more jeopardy. And people's egos are on the line when they've offered ideas already.

But do allow good time for that Narrowing phase. People need to be on board, and they
need to believe in the fairness of the process that got to the conclusions you get to.

With Closing, I think you want to, again, go into momentum mode because you're looking
for commitments. So, you don't want to get too stuck down. And hopefully, you've actually
had some conclusions through the meeting. So, it might be partly about restating what has
been agreed explicitly at the end so that everyone is on board. So, I would allow maybe 20
minutes to half an hour for that, even in a day-long meeting.

So those are some of the general guidelines about Open, Narrow, Close and how to portion
time throughout the meeting. Of course, it still depends on context and understanding what
is most important for you to achieve during that interaction.

Section 44: Workbook Exercise #3: Reflect on a past

interaction
Think about the past interaction with a group of 2-3 colleagues you identified in
the prior sections. We asked you to reflect on empathy in that interaction, and in
the section after, we asked you to define its purpose. Now think about the
following:
 Did the facilitator use any of the Three Elements of Style in his delivery of
the message?
 Did the facilitator have a clear and compelling opening? What did the
facilitator do to make the participants feel comfortable about who they’re
with and what they’re going to do?
 Did the facilitator ask provocative and insightful questions to narrow in on
the conversation? How did they use questions and statements to help keep
the thinking and process on track and also create an inclusive and open
environment?
 Did the facilitator close the meeting with a clearly articulated outcome
assigned to an owner with a set deadline? Were next steps defined?
 Did the facilitator help move the group to alignment, commitment, or
action? If so, how?

Section 45: Wrap up

Key takeaways
In this module, we have covered the following key tools:
 Three Elements of Style: use your physical presence, vocal emphasis and
emotional connection to deliver your message in a way that moves your audience to
take action
  Open, Narrow, Close approach: use this to organize the flow of a meeting starting
from making people feel heard to reaching alignment on next steps
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Resources
 How to speak so that people want to listen | Video
 10 Tips for Improving Your Public Speaking Skills | Article
 How to write less but say more | Video
 Ted's secret to great public speaking | Video
 Karia, Akash. Own the room: Presentation techniques to keep your audience on the
edge of their seats. (Book | AkashKaria.com)
 Gallo, Carmine. Talk like TED: The nine public speaking secrets of the world’s top
minds. (Book | New York: St. Martin’s Press)

Section 46: Communicating for Impact closing remarks

In summary...
In this course, you have learned how to utilize a framework called ‘EPIC’ to:

1. Connect with your audience when communicating

2. Focus your communication on the common purpose with your audience
3. Organize your facts and ideas in a clear and insightful way
4. Communicate your facts and ideas in a way that engages your audience, is
memorable, and compels them to act

We hope that you can apply some of the lessons learned to your day-to-day life decisions,
whether it's taking a moment to be empathetic for the person that you're talking to, or
using the Three Elements of Style to make a compelling argument to your family on why
you should make an expensive purchase.

To remember the key learnings from these sections, please reference the Forward Learning
Workbook, which provides a summary of covered material and documents your reflections.

The End