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  • [MUSIC]

  • Good afternoon.

  • Thank you, thanks for inviting me.

  • Today I want to help all of you sell your ideas the Steve Jobs way.

  • I'd like to call this the new rules of persuasive presentations.

  • Because I think too, a lot of you, these

  • techniques will be new, or at least maybe it's

  • a new way of looking at an old problem,

  • which is how do we sell our ideas effectively?

  • As graduate students at Stanford, you all have ideas to share.

  • You have ideas for new products, new businesses, new methods, new

  • ways of doing things, ideas that are gonna change the world.

  • Some people, are better than others at telling their story.

  • Steve Jobs, for example, is an extraordinary storyteller.

  • He's so exceptional, in fact, I wrote an entire book on him.

  • The Presentation Secrets of Steve Jobs.

  • Now this book I am proud to say has become an international best seller.

  • And companies around the world, companies that

  • recruit from Stanford are using some of

  • these techniques to completely transform the way

  • they communicate the vision behind their companies.

  • How many of you were here when Alan Mullaly spoke, CEO Ford, last week?

  • Alan called me personally last year, called me on my cell phone,

  • I was actually in the gym at the time on my treadmill.

  • Kind of embarrassing, I'm running out thinking,

  • why is this guy calling from Detroit?

  • And he said, this is Alan Mullaly from Ford, just wanna

  • know, I read this cover to cover, it's really helped a lot.

  • So that's the kind of reaction I'm getting from people.

  • But it's not just about Steve Jobs, I'm going

  • to give you ideas from many, many other communicators

  • who consciously or not applied the very same techniques

  • when they're pitching their companies or pitching their products.

  • But let's begin with a premise, I hope we can all agree with?

  • A person can have the greatest idea in the world, but

  • if that person cannot convince enough other people it doesn't matter.

  • It's always mattered to Steve Jobs.

  • Steve Jobs always thinks differently about communicating the vision behind Apple.

  • Now what can the rest of us learn?

  • I learned quite a bit, techniques that I now offer my clients.

  • And my clients touch your life every single day.

  • From the computers you buy, to the electronic gadgets you use, to

  • the foods you eat, to the medical devices that keep you healthy.

  • To the cars you drive, to the gas that goes

  • into those cars, and the energy that keeps America moving forward.

  • My clients are in the news every day.

  • They improve your life every day, and they are using these techniques, and

  • some of them here, [UNKNOWN], especially which is a big client of mine,.

  • Recruits directly from Standford, and they are using these techniques.

  • So I hope that you are a receptive audience.

  • I want to teach you some of the techniques that we use with high level executives.

  • Okay?

  • Shall I go through them?

  • [NOISE] The ones that apply to you

  • specifically, the ones that you can adopt today.

  • For your very next presentation.

  • I'm gonna start with the most important one [LAUGH].

  • Passion.

  • Passion is everything.

  • You cannot inspire unless you're inspired yourself.

  • And for Steve Jobs, passion plays a very, very important role at Apple.

  • In 1997, Steve Jobs returned to Apple.

  • After a 12 year absence.

  • Apple was very close to bankruptcy at the time.

  • Steve Jobs held an informal staff meeting.

  • I'm going to show you a clip from that meeting.

  • It's informal and you can tell because he's wearing shorts.

  • When he really wants to dress up he'll wear blue jeans and running shoes.

  • So informal staff meeting, but listen to the role

  • passion would play in the revitalizing the Apple brand.

  • >> [INAUDIBLE] Marketing's about values.

  • This is a very complicated world, it's a very noisy world.

  • And we're not gonna get a chance to get people to remember much about us.

  • No company is.

  • And so we have to be really clear on what we want [INAUDIBLE] to know about us.

  • Our customers want to know who is Apple and what is it that we stand for?

  • [COUGH] Where do we get influence?

  • And

  • [BLANK_AUDIO]

  • what, what about us.

  • Isn't making boxes for people to get their jobs done, although we

  • do that well, we do that better than almost anybody in some cases.

  • [LAUGH] But Apple's about something more than that.

  • Apple, at the core, it's core value, is that we believe

  • that people with passion, can, change the world for the better.

  • [INAUDIBLE] >> People with passion.

  • Can change the world for the better.

  • This man certainly believes that.

  • Richard Tait was a client of mine about five years ago.

  • Classic American Entrepreneur.

  • Sketches an idea, on the back of

  • an airplane napkin during a cross-country flight.

  • An idea for a board game, in which

  • everyone could excel, in one area or another.

  • Some people are better at trivia, art, culture, music.

  • What game did he build?

  • [CROSSTALK].

  • Cranium.

  • What can Craniam headquarters?

  • And you are here with a wave of fun, and enthusiasm, and engagement.

  • The likes of which I have rarely seen in corporate America.

  • But again you need to understand that it starts from the leader,

  • it starts from the entrepreneur whose vision it was to build that company.

  • But what is Richard Tait passionate about?

  • Passion is contagious by the way.

  • He is passionate not so much about building

  • board games, he's passionate about building self esteem.

  • And it comes across in every conversation you have with him.

  • And in every television interview.

  • Especially when he's asked a question like, where do great ideas come from?

  • >> [INAUDIBLE] I, I can feel these ideas.

  • You just know when you're on to something.

  • And just don't take no for an answer.

  • You've just got to keep pushing, you know.

  • resilience and perseverance.

  • Those are the key characteristics of an entrepreneur.

  • They can feel the idea and just don't take no for an answer.

  • We [UNKNOWN] potentially when we got sacked at first, and they

  • said just don't leave your day jobs you know you're crazy.

  • Everyone was telling it as we were crazy.

  • I even called up my own dad and I said to him I was gonna leave

  • Microsoft and start a games company and he said to me, what should I tell my friends?

  • This is how i followed my heart.

  • [INAUDIBLE] in a history.

  • And to this day you know, I have say

  • to anyone is, is preserver and even feel the idea.

  • You see it you know it.

  • Yeah, you've got your friends and you worry about your, your friends, you know

  • when you get that look the test is this a good idea or not.

  • And then you know you're on to something.

  • >> Well as so you said I'm going to put

  • you in one of the greatest hits big ideas, because.

  • Everything you say is a [NOISE] [UNKNOWN] form of success.

  • [INAUDIBLE] to the other people, don't take no, follow your track, go for it.

  • I mean you just, you just get, you're the embodiment.

  • I love it, love it.

  • [CROSSTALK] [LAUGH].

  • >> One thing I've learned from this show which I saw, I, I

  • was watching this show every other day, you guys were talking about customers.

  • [UNKNOWN] people call Craniacs.

  • And I've never forgotten that our customers are our sales force.

  • We've sold a million games with no advertising.

  • All by our customers talking about our products, sharing those experiences.

  • >> By the way.

  • >> We sold a million games with no advertising.

  • Our customers are our best sales force.

  • Did you see the reaction of the host?

  • Passion is contagious.

  • What I first worked with, for Richard Tait, a colleague of

  • mine, said that within five minutes you're gonna wanna work at Cranium.

  • Now, I didn't go to work for Cranium, but I understand, I understand.

  • When I interviewed Suze Orman, who is one of the world's great financial planners,

  • I asked her point blank, I said:

  • What makes you such an extraordinary communicator?

  • She said: because I learned to appeal to somebody's heart before their brain.

  • I understand what she's saying, you need to make emotional connections with people.

  • You need to share what you're passionate about.

  • She's not passionate about mutual funds.

  • Suze Orman is passionate about avoiding the crushing financial debt that caused

  • so much pain for her and her family as she was growing up.

  • What does Starbucks sell?

  • What do they sell?

  • >> Coffee.

  • >> Coffee.

  • So why is it that when I interviewed Howard Shultz for a Business Week

  • article and a book about three years ago, he rarely mentioned the word coffee?

  • I thought he was selling coffee.

  • Cuz that's not what he is selling, and he was very adamant about it.

  • They are selling a work place that treats people with dignity and respect.

  • Happy customers or happy employees equal happy customers, what a formula.

  • It works for Starbucks but he rarely mentioned the word coffee and I

  • said, how it, why are you talking about coffee, that's what you sell.

  • He said, well sure I like coffee.

  • But that's not what my business stands for.

  • So, you need to ask yourselves, what am I passionate about.

  • And It's not the obvious.

  • Howard Schultz is not passionate about coffee.

  • Suze Orman is not selling mutual funds.

  • Richard Tait is not selling board games.

  • And Steve Jobs is not selling computers.

  • He's selling tools to help you unleash your personal creativity.

  • There's a big difference.

  • But that's the very first question you need to ask yourself,

  • when you're creating the message behind your product, or company, or service.

  • What is it that I'm truly passionate about?

  • Now let's dig into, real techniques, that you

  • can use today for your very next presentation.

  • How many of you are on Twitter?

  • My Twitter handle is [UNKNOWN], if you like to

  • follow me, I'd like to continue this conversation with you.

  • How many of characters does Twitter allow?

  • [CROSSTALK] 140.

  • I think that's a great exercise.

  • If you cannot explain what you do in 140 characters, go back to the drawing board.

  • It's important, because your brain craves meaning before details.

  • A neuroscientist at the University of Washington, John Medina, taught me this.

  • He said, [INAUDIBLE], when primitive man ran into a tiger.

  • He did not ask.

  • How many teeth does the tiger have?

  • He asked, will it eat me?

  • Should I run?

  • Big picture before details.

  • This is the way your brain wants to process information.

  • What's wrong with this slide?

  • [LAUGH].

  • Typical slide, right?

  • This was delivered by a Morgan Stanley analyst at a technology conference.

  • She had about twenty minutes, and she wanted to deliver 8 big idea, 8 themes.

  • That's too much information.

  • Where's the big picture before the details?

  • These actually support a broader theme.

  • A couple of journalists who were in the room at the time

  • wrote about it much more simply, but they focused on the big picture.

  • One of the headlines was, the mobile

  • internet is growing faster than you've ever imagined.

  • Now imagine if she had come out to say,

  • the mobile internet is growing faster than you've ever imagined.

  • And I'm gonna tell you, why?

  • What's more interesting, this slide which I

  • created in two minutes [SOUND] or this one?

  • Big picture, before details.

  • Steve Jobs does this all the time.

  • When he introduced the MacBook Air, this could have been a very typical slide.

  • The average communicator would have created the slide like this.

  • Today, we are very excited to introduce a thin, lightweight notebook computer.

  • It has a 13 inch wide screen display, backlit keyboard, Intel Processor.

  • What's the problem here?

  • Too much information.

  • What's the big picture?

  • In a sentence, it's the world's thinnest notebook.

  • Isn't that much more interesting and easier for

  • you to process than all of the details first.

  • It's the world's thinnest notebook.

  • That's the way Steve Jobs framed it.

  • What do you notice about the slide.

  • Simple, visual, and when he delivers the headline.

  • The one thing that he wants you to remember, that's all he has on the slide.

  • He does this all the time.

  • In every presentation.

  • What's the iPad?

  • The iPad is our most advanced technology.

  • In a magical and revolutionary device.

  • That was his second slide when he introduced the iPad.

  • Because that's all he wants you to

  • know right now, before getting into the details.

  • I did notice at an unbelievable price, they stopped using that.

  • This is the only time he actually used that.

  • Maybe people started thinking to themselves, 800 dollars.

  • That's, that's not unbelievable.

  • unbelievably high maybe.

  • >> [LAUGH] >> But it's interesting.

  • That was the last time I saw it on that one slide.

  • Again, Apple does this all the time.

  • A few months ago when they introduced The Beatles

  • on iTunes, go to the website what did you see?

  • The Beatles, now on iTunes.

  • How many of you would have the courage at your companies.

  • To effectively declutter your website, remove everything else, except

  • the one thing you want people to get across.

  • The one thing you want people to remember.

  • Again, the Apple website, they do this all the time.

  • It takes courage to be simple.

  • It takes courage to communicate simply.

  • If you cannot communicate what you do in ten words

  • or less, a short sentence, or say, 140 characters, go back to the drawing board.

  • Once you give me the big picture, as an audience member,

  • I need to understand the problem that you're trying to solve.

  • I call this introducing the antagonist.

  • Because every great story, and a presentation is a

  • story, every great story requires a hero, and a villain.

  • So think of your presentation the same way.

  • In 1984, when Steve Jobs first introduced Macintosh.

  • Macintosh obviously, the Mac was the hero.

  • IBM was the villain.

  • At least in the Steve Jobs narrative.

  • So he actually crafted the story.

  • IBM would play the villain part of the role.

  • Mac would come in to save the day.

  • IBM was a mainframe computer, at the time.

  • Mainframe computer maker, just getting in the personal computers for the first time.

  • And Steve Jobs created this, this presentation of

  • messaging around, Apple would be the only one

  • to stand in, in IBM's way and make

  • the world safer, us creative people in the world.

  • It was, it was very dramatic stuff, but he actually crafted the narrative.

  • But more often than not, the enemy in a Steve Jobs presentation is not a

  • competitor, or one competitor, it's, could be a

  • category of problems in need of a solution.

  • So, when Steve Jobs introduced the iPhone in 2007, he didn't just point to one

  • villain, but a problem among all the villains, in need of a solution.

  • Watch as he outlines the problem, and offers a solution, all in two minutes.

  • >> Why do we revolutionary user interface?

  • I mean.

  • Here is four smartphones.

  • Right, the Moto Q, Blackberry Palm Treo, Nokia E62.

  • The usual suspects.

  • And, what's wrong with their user interface?

  • Well, the problem with them is really sort of in the bottom 40 there.

  • It's, it's this stuff right here.

  • They all have these keyboards, they're there whether

  • or not you need them to be there.

  • And they all have these control buttons that are

  • fixed in plastic and are the same for every application.

  • Well, every application wants a slightly different user interface,

  • a slightly optimized set of buttons, just for it.

  • And what happens if you think of a great idea six months from now?

  • You can't run around and add a button to these things.

  • They're already shipped.

  • So, what do you do?

  • It doesn't work because the buttons and controls can't change.

  • They can't change for each application, and they can't change down the road

  • if you think of another great idea you want to add to this product.

  • Well, how do you solve this?

  • Hm, it turns out, we have solved it.

  • We solved it in computers twenty years ago.

  • We saw that the big Mac screen they could display anything we want.

  • Put any user interface up.

  • And a pointing device.

  • We solved it with the mouse.

  • We solved this problem, so how are we going to take this to a mobile device?

  • What we're going to do is get rid of all these buttons.

  • We'll just make a giant screen.

  • A giant screen.

  • Now, how are we going to communicate with this?

  • We don't want to carry it around a mouse, right?

  • So what are we going to do?

  • A stylus, right?

  • A stylus.

  • No.

  • Who

  • wants a stylus?

  • You have to hit 'em and put 'em away, and you lose them, yuck!

  • Nobody wants a stylus, so let's not use a stylus.

  • We're gonna use the best pointing device in the wold, we're gonna use the

  • pointing device that we're all born with, with one tab, we're gonna use our fingers.

  • We're gonna touch this with our fingers.

  • And, we have invented a new technology called

  • multi-touch which is phenomenal, it works like magic [LAUGH].

  • You don't need a stylus.

  • It's far more accurate than any touch display that's ever been shipped.

  • It ignores unintended touches, it's super smart,

  • you can do multi finger gestures on it.

  • And boy, have we had with it!

  • >> [LAUGH] All right.

  • I'm glad it stopped there.

  • Take a view of that slide.

  • We're gonna get back to something like that.

  • What do you notice about those slides, by the way?

  • Simple, visual.

  • Do you notice what he did?

  • He did three things.

  • He informed, he educated, and he had fun at the same time.

  • Information.

  • Education, and entertainment.

  • All in two minutes.

  • I find that quite extraordinary.

  • Very few communicators have that skill.

  • But you need to begin by asking yourself, what problem do I solve?

  • What problem do I solve?

  • What's the villain here?

  • And then you can offer the solution.

  • Enter the hero.

  • The solution better sell a benefit, though.

  • What's the benefit behind it?

  • People want to know, what's in it for me?

  • I learned this in journalism 101.

  • I went to UCLA.

  • Went to Northwestern to study journalism, then I went

  • to CNN and some other media outlets after that.

  • But I learned this my first day of journalism school.

  • What's in it for me?

  • Why do I care?

  • Let me show you an example of how we sell the benefit in some of my clients.

  • At CES this year, Intel launched a new micro

  • processor, it's called Sandy Bridge, that's the code name.

  • Sandy Bridge actually, is the largest,

  • biggest technological leap in Intel's history.

  • It's a big deal for Intel, and it's a big deal for consumers.

  • Here's the technical definition.

  • Sandy Bridge is based on the 32 manometer manufacturing process.

  • It's processing cores feature hyper threading and turbo boost technology.

  • Are any of you inspired and excited about running

  • out today to buy one of these new computers?

  • Yeah.

  • Good, he gets it.

  • That's powerful stuff though.

  • That's actually technology that's going to improve your life significantly.

  • But I don't see too many hands and nobody's interested yet.

  • Okay, let's try this.

  • What if you walked into a Best Buy and somebody said something

  • like think of the micro processor as the brain of your computer.

  • Now with these Intel chips you get two brains in one computer.

  • It's the fastest chip on the market.

  • What does that mean to you?

  • Video games, will look amazingly realistic.

  • You'll be able to transfer video and upload it to YouTube much more quickly.

  • In fact, what took four minutes to encode will now take 30 seconds.

  • And finally, it's much more energy efficient.

  • That means you'll get much longer battery life.

  • So the next time any of you are looking for a new

  • computer, do you think you're gonna ask for this new generation Intel processor?

  • Do you think you'll want it now?

  • Yes.

  • Yeah.

  • More hands.

  • Why?

  • I just, I, what I told you earlier is exactly the same thing.

  • It was exactly the same thing, but I changed the messaging.

  • Instead of focusing on the chip and its

  • features, what would the features do for you.

  • Sell the benefit.

  • Introduce the hero which is your product, your service, your company, but you

  • better tell me why I need it and how it will improve my life.

  • What was the big question when Steve Jobs introduced the iPad?

  • A lot of people were skeptical.

  • They said, they asked themselves well why do I need another device?

  • I have a smart phone and I have a laptop.

  • What's in it for me?

  • Steve Jobs gave us the answer.

  • >> There's laptops.

  • And smart phones now.

  • Everybody uses a laptop in the work circle,

  • and the question has arisen lately is there room

  • for a third category of device in the middle?

  • Something that's between a laptop and a smartphone.

  • And of course we've pondered this question for years as well.

  • The bar is pretty high and in order to really create a new category of devices,

  • those devices are gonna have to be far better at doing some key tasks.

  • In order to be far better at doing some really

  • important things better than a laptop, better than a cell phone.

  • What kind of tests?

  • Well, things like browsing the Web.

  • Now, that's a pretty tall order.

  • Something's better at browsing the Web than a laptop?

  • Okay.

  • Getting email.

  • [BLANK_AUDIO]

  • Enjoying and sharing photographs.

  • Watching videos.

  • Enjoy your music collection.

  • Playing games.

  • Reading Ebooks.

  • If there is going to be a third category device it is going to have

  • to be better at these kinds of tasks than a lap top or a smart phone.

  • Otherwise it has no reason for being.

  • Now, some people have thought Apple's Netbook.

  • The problem is, Netbooks aren't better at anything.

  • [LAUGH] They, they're slow, they have low quality

  • displays, and they run frumpy, old PC software.

  • So they're not better than a lap top at anything, they're just cheaper.

  • They're just cheap lap tops and we don't think iii.

  • But we think we've got something that is.

  • And we'd like to show to you for the first time.

  • And we call it the iPad.

  • So, let me show it to you now.

  • This is what it looks like.

  • I

  • actually

  • have one right

  • here.

  • >> He always just happens to have one right here.

  • [LAUGH] He informs, he educates, and he entertains.

  • When's the last time you laughed at a presentation or had fun with it?

  • That takes courage, but it also takes thought.

  • You need to answer the question before you

  • even open your slides, why should my audience care?

  • Because that's the only question on their minds.

  • They don't really care about your technology or your features.

  • Or the commission that you need to make.

  • They don't care about any of that.

  • They just wanna know what's in it for me.

  • Why should I care?

  • Answer that.

  • Don't leave them guessing.

  • Now I know many of you, at least the first

  • years, unless I'm mistaken, are taking a lot of quantitative courses.

  • That true?

  • Yup, a lot of heavy financial courses this year.

  • Let's talk about something then.

  • Bringing numbers to life.

  • Steve Jobs will rarely introduce a datapoint, a statistic

  • without putting it into some kind of context that people can understand.

  • So for example in 2001 when Steve Jobs introduced the iPod

  • for the first time he said it had five gigabytes of storage.

  • Five gigabytes of storage.

  • I mean I know what is it today many of you

  • might have purchased the latest one, 160 gigs or something like that?

  • But it was five gigs in 2001.

  • What does that mean to anybody?

  • Five gigabytes of storage, okay?

  • That's not that interesting, I'm not even sure what it means.

  • Oh, it meant 1,000 songs.

  • Storage capacity for 1,000 songs.

  • Now it's more interesting, but Steve Jobs goes one step further.

  • It's 1,000 songs in your pocket.

  • Now I'm in interested.

  • Now I'm inspired.

  • Steve Jobs does this all the time.

  • As do all the other executives at Apple.

  • I've seen many other presentations as well.

  • It's very affective.

  • Don't just throw out a big number without putting it into

  • some kind of context that is relatable to me and my life.

  • Cisco has the same type of challenge.

  • Cisco makes big routers and switches that nobody ever sees so they've become

  • very good at putting big numbers

  • into perspective and making them very interesting.

  • Last year, Cisco released a CRS3 router.

  • Capable of handling 322 terabytes per second.

  • It's a big number isn't it.

  • Not very interesting, just sounds like a big number.

  • So, when John Chambers, the CEO, was giving presentations on

  • it, in every presentation, and in every interview, he rarely

  • even used the number 322 terabits, but he did say

  • powerful enough to stream every movie ever made in four minutes.

  • Powerful enough to download the entire Library of Congress in one second.

  • That's interesting.

  • That actually got picked up by a lot of mainstream

  • press who otherwise would have no business covering a Cisco router.

  • But he made it interesting.

  • Put numbers into perspective.

  • Bring numbers to life.

  • I just want to introduce that concept for you because I know a

  • lot of you are taking those sort of, those classes in your first year.

  • What have I been doing in the last few slides?

  • I've been trying to keep them as simple as possible and as visual as possible.

  • When you are creating slides it helps to think visually.

  • How many of you give PowerPoints, create

  • PowerPoints, how many of you use PowerPoint?

  • Everybody.

  • How many of you use Apple Keynote?

  • Okay.

  • A few of you.

  • It's a beautiful program.

  • Very refined program.

  • All my clients use PowerPoint.

  • 97% of us use PowerPoint so I tend

  • to use PowerPoint as well for compatibility reasons.

  • But this goes beyond PowerPoint.

  • I have seen really awful keynote presentations as

  • well I, so I don't think it's some

  • much the presentation software as much as it

  • is how to tell the story using the software.

  • I think what happens is Microsoft and PowerPoint

  • sort of make it easy to be mediocre.

  • This is what it does.

  • It forces you to create a title slide and then add bullets

  • and more bullets and sub bullets until you are really in the weeds.

  • [LAUGH] And oh, there, there's empty space.

  • We can't have that.

  • So, let me add some cheesy clip art.

  • And, you know I'm an MBA, so I need to add a chart and a squiggly

  • line, and there you have it the worlds ugliest slide at least, so I

  • thought when I first created that slide, until I saw this [LAUGH].

  • That's a real slide.

  • This was delivered in the US, among the US military commanders.

  • And one general actually said, he actually said this, if

  • I can understand this slide, we'll have won the war.

  • [LAUGH] So, I thought I could make a really

  • bad PowerPoint, when I wanted to, but this stops it.

  • There's no way I can compete.

  • That is a bad Powerpoint slide.

  • What's the difference?

  • What's the difference?

  • The difference is that a slide in a

  • Steve Jobs presentation simply complements the messenger, its Steve

  • Jobs telling the story, Steve Jobs is the

  • narrator, think of the sort of a broadway play.

  • Because he is very theatrical.

  • Steve Jobs is the central figure.

  • The narrator.

  • The slides are in the back drop.

  • That's all they do.

  • It serve to compliment the story.

  • The average PowerPoint slide has 40 words.

  • It is difficult to find 40 words in ten slides in a Steve Jobs presentations.

  • You will get words and text and images as well.

  • There's a reason for this whether he's doing this consciously

  • or not neuroscientists will tell

  • you there's something called picture superiority.

  • It simply means that when information is delivered.

  • Verbally, people will remember about 10% of the information.

  • Add a picture or an image, retention goes up to 65%.

  • In fact, too many words on slide is actually very difficult for the

  • brain to process because, according to John Medina who I talk to.

  • The brain interprets every letter as a picture, so

  • what happens is the brain is literally choking on text.

  • Now, some of you, the more thoughtful ones, the

  • smart MBAs are thinking to themselves well I can read.

  • It doesn't bother me when I'm reading.

  • Yeah now try reading, and have somebody else talk to you at the same time.

  • Can you process both?

  • No.

  • So, why do we expect people to do so when we're giving PowerPoint presentations?

  • Let's create wordy slides with a hundred words on them, and I'm gonna tell

  • you something really complicated, and I'm gonna

  • expect you to concentrate on either one.

  • It doesn't work.

  • What does Steve Jobs do?

  • Let me create, let me create a really ugly slide around the Macbook Air.

  • This, I think, would have been a typical slide, but,

  • again, after looking at that other PowerPoint, this looks like genius.

  • Those of you who are looking at

  • this closely can tell there's different fonts sizes,

  • different sizes of shapes, there a little clip

  • art, because, God forbid we have empty space.

  • This gives you all of the details about the Macbook Air.

  • Well when Steve Jobs and his team were trying

  • to decide, how do we communicate the vision behind

  • this computer in a way that everybody's gonna remember,

  • and how do we do that in the slide?

  • They came up with this.

  • It's so thin, it fits inside one of those envelopes.

  • Why do we need any text on that?

  • What's more interesting?

  • What's more memorable?

  • This or that?

  • But this takes thought.

  • See this doesn't take a lot of thought.

  • This you just throw a bunch of words on the slide.

  • That takes, practice, thought, research ahead of time.

  • So think, visually.

  • And in order to think visually guess what, you've

  • got to start like this, sketching, brain storming, white boarding.

  • Before you open up the slides.

  • Visual slides help in creating what's called a holy smokes moment.

  • This is that one moment in a presentation that everybody's going to remember.

  • Everybody remembers when Steve Jobs pulled the Macbook Air, out of the envelope.

  • At least everybody who is was in the audience that day.

  • John Medina taught me, he said Carmine, the

  • brain does not pay attention, to boring things.

  • >> [LAUGH] >> So don't make it boring.

  • When the brain detects, an emotionally charged event.

  • Anger, fear, surprise.

  • It actually releases DOPAMINE in the system, acting

  • as a mental post-it note, saying remember this.

  • Create that one moment of surprise.

  • Steve Jobs did, so when he introduced the iPhone.

  • He could have come out.

  • And said hey, we're really excited today to introduce this new technology.

  • It's Apple's new smartphone.

  • First time, Apple has created a phone, I can't wait to tell you about it.

  • Yeah, he could have done that.

  • Most people would have.

  • Instead, Steve Jobs did this.

  • >> Today, we're introducing.

  • Three revolutionary products of this class.

  • [SOUND] The first one is a wide screen iPod with touch controls.

  • [SOUND] The second

  • is a revolutionary

  • mobile phone.

  • [SOUND] And the third, is a breakthrough

  • internet communications device.

  • [SOUND].

  • So three things.

  • A wide-screened iPod with touch controls, a

  • revolutionary old phone, and a breakthrough internet communications.

  • An iPod, [COUGH] a phone, [LAUGH] an internet communicator.

  • An iPod, the phone.

  • Are you kidding me?

  • These are not three separate devices.

  • This is one device.

  • [NOISE] And we're calling it iPhone.

  • [INAUDIBLE] Today, today Apple is going to reinvent the phone.

  • >> Pretty entertaining, isn't it?

  • What's the Twitter friendly headline from that presentation?

  • Today Apple reinvents the phone.

  • That was on their press release, on their website, and in the presentation.

  • What's the one thing you want me to remember?

  • When you create visual presentations or you think about how to move away from

  • the slides in order to create these

  • emotionally charged events, it helps to think

  • about it this way what's a multi sensory experience I can create that has

  • absolutely nothing to do with the slides

  • sometimes the most memorable parts of a presentation.

  • Are not about what's on the slide, and yet we spend 98%

  • of our time getting the fonts just right and the right images.

  • Often times we gotta think about how to connect with people beyond the slide.

  • Bill Gates has been doing a very good job of this.

  • Bill Gates is now the world's largest philanthropist,

  • and he has the challenge of talking about

  • global problems, very complicated problems, in simple to

  • understand language, which has been doing very, very well.

  • Last year he gave a talk about reducing childhood deaths in Malaria.

  • The most memorable part of his presentation, one that

  • went viral, had nothing to do with his slides.

  • Although the slides were beautifully created, they were very visual.

  • A lot of images.

  • Very powerful slides.

  • But the most memorable part of his presentation was multi sensory.

  • It went beyond the slides.

  • >> For example, there's more money put

  • into baldness drugs than are put into malaria.

  • Now baldness is a terrible thing [LAUGH] and rich

  • men are afflicted [LAUGH] and so that's why that.

  • [COUGH] priorities.

  • [INAUDIBLE] 18 million deaths a year caused by Malaria.

  • Greatly understating its impact.

  • Over 200 million people [INAUDIBLE] can't get the economies

  • of this areas going, because it holds things back so much.

  • Now malaria is transmitted by mosquito's I brought some

  • [INAUDIBLE] let them roam around the auditorium a little bit.

  • [LAUGH].

  • There's no reason only poor people should have malaria.

  • >> [LAUGH].

  • >> But those mosquitoes are not.

  • >> Yeah, he was going to say, those mosquitoes are not infected.

  • I'll say, that is astonishing.

  • He created a multi-sensory experience.

  • It was a memorable experience, and he got people to laugh

  • about a serious subject like malaria, but he made it memorable.

  • And I know as a fact that he's always thinking, about how

  • to communicate these very difficult issues in a way that people can understand.

  • Now there's one other topic I just want to introduce to you briefly.

  • I'm not gonna go into it.

  • We could do a whole half day workshop on this, but we're not going to today.

  • I just want to introduce it to you because it's important.

  • You can have all these things.

  • You create a great PowerPoint presentation, great

  • messaging, you've got a hero and a villain.

  • But you have it to deliver well.

  • You have to deliver effectively.

  • This is called mastering stage presence.

  • Great communicators all have great presence.

  • This is an important statistic, 65%, 65% of the impression that

  • you leave on someone has little to do with your message.

  • It has to do with your facial expressions.

  • Your verbal delivery, your body language.

  • There are three things that you can do today, that will help

  • you stand out from the vast majority of public speakers and communicators.

  • Number one, eye contact.

  • Make eye contact 80, 90% of the time.

  • That's why I don't like it when people have too many notes to read from.

  • Where if you put too many words on the slide, you're breaking eye contact.

  • Steve Jobs rarely breaks eye contact.

  • He will turn to a display, bring something up, and turn back to the audience.

  • Open posture, open simply means there's nothing in between me and you.

  • If I had delivered this presentation exactly the same way, but I had done

  • so like this, the whole time, would that have left a different impression on you?

  • Why?

  • It's the same content?

  • Because 65% of the impression I'm leaving on you, has little to do with the content.

  • And also hand gestures.

  • Use hand gestures.

  • I'm Italian, so it's easy for me to use hand gestures.

  • But it's okay.

  • Researchers are finding that complex thinkers use complex gestures.

  • A lot of people will ask me what do I

  • do with my hands, do I keep them in my pocket?

  • Take them out, be animated.

  • Be animated in voice and in body.

  • And finally, let's wrap all this together.

  • Never forget that you are selling dreams, not

  • products, because your customers do not care about your company.

  • They don't care about your product or

  • your serviced, but they do care about themselves.

  • Their hopes, their goals, their dreams, their ambitions.

  • Help them achieve their dreams and you'll inspire them.

  • You'll win them over.

  • Steve Jobs has always been in the business of selling dreams.

  • When he first got together with Wozniak in

  • the spare bedroom of his parents house in 1974.

  • That's actually where it started, not the

  • garage, they were just playing with electronics.

  • And Steve Jobs had a vision.

  • He said, I would love to make computers that are easy to use for everyday people.

  • He was always selling dreams.

  • In 1997, remember that I told you that he had

  • returned to Apple, after being away for about 12 years.

  • He returned to Apple.

  • In his first major presentation the following year, he

  • paused at the end of his presentation and reminded people.

  • Of what Apple stood for as a brand.

  • It's very powerful moment.

  • >> I want to talk just a little bit about Apple and the brand and I

  • want to use I think to livest.

  • You know, I think it always has to

  • be a little different, to buy an Apple computer.

  • When we shipped the Ap 2, you had to think different about computers.

  • Computers were these things you saw in movies.

  • They occupied giant rooms.

  • They weren't an extension on your desktop.

  • You had to think differently, because

  • there wasn't any software at the beginning.

  • You had to think differently once the first computer arrived at school.

  • What I've never been on before is an Apple two.

  • I think [INAUDIBLE] when you bought a Mac.

  • It was a totally different computer, worked a totally

  • different way used a totally different part of your brain.

  • And it opened up a computer world for a lot of people who thought differently.

  • You were buying a computer [INAUDIBLE] one.

  • Now I think you still have to think of [UNKNOWN].

  • And I think that people do [UNKNOWN] do think

  • that way and they are the [UNKNOWN] in this world.

  • They are the people that are not just out

  • to get a job, they're want opportunity to grow.

  • And they're opportunity to grow [UNKNOWN] whatever great tools they can get.

  • And we make tools for those kinds of people.

  • So hopefully what you've seen here today are some

  • beginning steps that [UNKNOWN] confidence that we too are

  • are going to think differently, and serve the people

  • that have been buying our products since the beginning.

  • A lot of times people see crazy, but in that crazy,

  • we see genius [INAUDIBLE] thank you very much.

  • [NOISE].

  • >> How can you not be inspired by that.

  • But you see what he's doing, he's focusing on the

  • customer, and their needs and their hopes and their goals.

  • He's always thinking differently about how to

  • communicate, and articulate the vision behind his products.

  • He's not just selling computers.

  • And now, in true Steve Jobs fashion, those of you who

  • have seen Steve Jobs' presentations know that he always ends with.

  • One more thing.

  • That one thing that typically's the most important product introduction.

  • Let me just leave you with that one more thing today.

  • Don't let the bozos get you down.

  • There will always be naysayers and skeptics, and people who

  • don't believe in your idea or believe in your dreams.

  • Don't let them dissuade you.

  • Imagine what one young man must have thought

  • when he heard things like, we don't need you.

  • You haven't gotten through college yet.

  • [BLANK_AUDIO]

  • Get your feet off my desk, get out of

  • here, you stink, and we're not gonna buy your product.

  • Or there's no reason why anybody would want a computer in their home.

  • As you can guess by now Steve Jobs heard all of these things.

  • Didn't stop him.

  • When a Disney executive who's role it was to revitalize the

  • Disney stores asked Steve Jobs for advice Steve said dream bigger.

  • That's my advice to you.

  • Dream bigger.

  • So that's my advice to you folks today.

  • Dream bigger, see genius in your

  • craziness, believe in yourself, believe in your

  • ideas, and above all, deliver and communicate

  • those ideas with confidence, clarity, and passion.

  • Because it's those ideas that are going to change the world.

  • Thanks for inviting me to spend your, the lunch hour with you.

  • I appreciate it.

  • Thank you.

  • [NOISE]

[MUSIC]

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A2 初級 美國腔

用喬布斯的方式銷售你的想法 (Sell Your Ideas the Steve Jobs Way)

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    Ashley Chen 發佈於 2021 年 01 月 14 日
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