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Communication &
Storytelling for
Product Managers
Christina Wodtke
Author Radical Focus, Pencil Me in
Lecturer, Stanford University
Housekeeping
• Break at 3:00
• End at 5
• Please be present for each other
• Slides and supplementary materials https://bit.ly/2KZVlNB
• Signs for needs
• Louder
• Slow down
• Jargon
Interview Each Other
• Get into pairs
• 2 minutes of A answering B’s question
• 2 minutes of B answering A’s question
• Round table: short introduction of who is at each table, 30 secs each
Q&A
What questions do you have? What goals for today?
Why
Story?
Goals
Objective: Learn to communicate my needs
effectively and build coalitions that allows my
product to thrive
KR: Marketing is excited to promote my product
Has 3 solid plans to promote
KR: Team Members enthusiastically work toward
our shared goal
Show up on time for meetings and contribute
KR: Boss understands my value and rewards it
I get a raise/bonus
Two kinds of Communication
Part 1: One to One Part 2: One to Many
Good for coalition building
Time consuming at first; but
builds strong ties that last
across jobs
Good for reaching many, but
builds weak ties
Upfront work, but the deck can
go with you… until the projects
over
CAMP
Context,Architecture, Mechanics, Poetics
Poetics
What do you want people to feel?
What change do you seek?
After our meeting, ____________ will feel _____________ and will want to
support the product by _______________.
Grateful
Joyful
Relieved
Free
Peaceful
Loving
Hopeful
Purposeful
Connected
Confident
Curious
Enthusiastic
Healthy
Spiritual
Prosperous
Inspired
Motivated
Secure
Thrilled
Amused
Context
Research
• Who in your organization matters as you struggle to move things forward?
• Who is that person, as a person? Who do they care about? How do they
spend their time?
• How do they communicate?
• What do they value?
Comunication & Storytelling for Product Managers (and anyone else)
Influence Map
RACI
R = Responsible (also Recommender)
A = Accountable (also Approver or final approving authority)
C = Consulted (sometimes Consultant or counsel)
I = Informed (also Informee)
https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
4 Types of buyers
• The Sponsor Buyer (Their reputation depends on your success)
• The User Buyer (Your decisions affect them)
• The Detail Buyer (anyone who can derail the success of the project)
• The Financial Buyer (person who can give a go/no go)
Others?
• Execution Team
• Bosses of matrixed team members
• Technical Partners
• Promotion platform owners
• Business Partners
Can any of these veto your work? Can any make you successful?
Share and compare
Culture is Context
Erin
Meyer’s
Culture
Map
Comunication & Storytelling for Product Managers (and anyone else)
Comunication & Storytelling for Product Managers (and anyone else)
Cultural
Shearing
Layers
“The problem is that we tend to
assume that our framing represents
the truth, rather than merely
presenting a subjective “map.”
In truth, however, each frame offers
its own image of reality.”
Edmondson, Amy C.
Teaming: How
Organizations Learn,
Innovate, and Compete in
the Knowledge Economy
Me You
Cultural Gap Analysis
Pick a person from your influence map. On each line, mark where you think you
are and where the person you wish to influence is.
Hierarchal Leading Egalitarian
Top-Down Deciding Consensual
Points of Conflict
Direct Negative Feedback Indirect
Confrontational Disagreeing Nonconfrontational
Points of Conflict
Low Context Communicating High Context
Concept -First Persuading Application-First
Points of Conflict
Task-based Trusting Relationship-based
Linear Time Scheduling Flexible Time
Points of Conflict
Discuss with tablemates
• What is the biggest gap?
• How can close the gap?
• What hidden dangers may there be in getting this wrong?
Values
Comunication & Storytelling for Product Managers (and anyone else)
Comunication & Storytelling for Product Managers (and anyone else)
POWER: Social status and
prestige, control or dominance
over people and resources
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
ACHIEVEMENT: Personal success
through demonstrating
competence according to social
standards
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
HEDONISM: Pleasure or sensuous
gratification for oneself
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
STIMULATION: Excitement,
novelty, and challenge in life
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
SELF-DIRECTION: Independent
thought and action - choosing,
creating, exploring
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
UNIVERSALISM: Understanding,
appreciation, tolerance, and
protection for the welfare of all
people and for nature
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
BENEVOLENCE: Preservation and
enhancement of the welfare of
people with whom one is in
frequent personal contact
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
TRADITION: Respect, commitment,
and acceptance of the customs and
ideas that traditional culture
or religion provide
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
CONFORMITY: Restraint of
actions, inclinations, and impulses
likely to upset or harm others and
violate social expectations or
norms
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
SECURITY: Safety, harmony, and
stability of society, of
relationships, and of self
Me
My Boss
Peer I want to influence
Very important Somewhat
important
Matters Matters
somewhat
Doesn’t matter
Listening
for Values
Tell me about a good day
Power Security Tradition Conformity
Self-
direction
Hedonism Achievement Universalism Stimulation Benevolence
Tell me about a Bad day
Power Security Tradition Conformity
Self-
direction
Hedonism Achievement Universalism Stimulation Benevolence
WHAT
MATTERS?
SHARE!
Write an
argument for
what you want
using one value
Examples: If we launch
this, we will protect out
user’s privacy (safety)
If we launch this, it will
continue our company’s
tradition of excellence
(tradition)
If we launch this, it will
allow us to keep parity
with competitors.
(conformity)
Share with a tablemate
Micro-
stories
Core Story
I tried to achieve Goal BECAUSE
motivation BUT Conflict.
Transition
Hooks
“Little did I know I was
completely wrong.”
“It proved even harder than
we thought.”
“No one suspected then
that the opposite was true.”
Struggle
Yes, But: I was finally able to land a famous blogger for my new platform,
but that day my cofounder quit to become a life coach.
No, Furthermore: Our first coffee store in Shenzen was struggling, and then
we heard Starbucks was opening their first store in a month.
Solution
• “It killed us, but we had to go back to those early
adopters and show them a new product that actually
solved their problems: a mini-hoe coated with
pesticides!”
• “When we did usability testing, we realized color-
blind people weren’t seeing the button. Fixing that
solved the mystery we saw in the A/B test results”
• “We’d thought that people in China wanted a familiar
atmosphere in their coffee shops, but what they really
wanted was a tiny vacation to visit the west.We
redesigned our stores to give that to them.”
6 Stories
With Thanks to Annette Simmons's The Story Factor
Who am
I?
When I was
I tried
It went sideways
But then
Which is why
Why I’m
Here
I always hoped
But life
But then I realized
And I’m here because
Vision
Today this is true
And it sucks because
But what if
And then we’d have a new world
Values
in
Action
I always thought I was
But I faced this
I saw who I really was
And now I adhere/rebel against
that value
Teaching
Stories
When I was
I experienced
I realized what I didn’t know
And that’s why it’s so important
I know
what
you’re
thinking
Name the expectation “Designers
are…”
Admit culpability
Show how that isn’t true/isn’t
bad/can be overcome
Now what?
Share your
Microstories
Give advice, Steal good ideas, make each other better
The Roadshow
Formal Presentations
“The only reason to give
a speech is to change the
world.”
Nick Morgan
Dan Roam
What change do you seek?
After my presentation, ____________ my audience will feel _____________
and will want to support the product by _______________.
Grateful
Joyful
Relieved
Free
Peaceful
Loving
Hopeful
Purposeful
Connected
Confident
Curious
Enthusiastic
Healthy
Spiritual
Prosperous
Inspired
Motivated
Secure
Thrilled
Amused
Architecture
Comunication & Storytelling for Product Managers (and anyone else)
Two Story-Based Approaches
Story Driven Story Decorated
Anecdote #1
Point #2
Point #3
Point #4
Point #1
Point #2
Point #3
Point #4
Point #1
Anecdote #12
Anecdote #3
Story (1-3)
Comunication & Storytelling for Product Managers (and anyone else)
Improv
• Character with a Goal and a Motivation
• Setting/Situation
• Inciting incident (usually first attempt
toward goal, or a motivation to start
trying to accomplish goal. More here)
• Try (character tries something to get to
their goal)
• Fail (something goes wrong)
• Try
• Fail
• Try
• Fail
• Crises (all is lost, the goal will never be
accomplished!)
• Climax (character figures out a way! or
gets rescued)
• Resolution (how is character’s life
changed by this success?)
• Moral of the story is (punchline)
Persuasion Strategies
Langauge
Be Greek
Logos
Pathos
Ethos
Emotional
Appeal
Pathos
Comunication & Storytelling for Product Managers (and anyone else)
Comunication & Storytelling for Product Managers (and anyone else)
Comunication & Storytelling for Product Managers (and anyone else)
Authority Appeal Who are you to make this
change?
Comunication & Storytelling for Product Managers (and anyone else)
Comunication & Storytelling for Product Managers (and anyone else)
Moving
from
Ethos to
Logos
Rational
Appeal
Logic, facts
Comunication & Storytelling for Product Managers (and anyone else)
Stories
• Anecdotes (from your
life or others)
• Fables & Myths
• Vignettes
• Jokes
Activities
• Think Pair Share
• Mini-debate
• Draw & share
• Share a story
Facts
• Studies
• News
• Metrics
Thesis and supporting ideas
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
Share
BODY LANGUAGE
Comunication & Storytelling for Product Managers (and anyone else)
YOUR BODY
TELLS YOUR
STORY
Images from Amy Cuddy’s research on power poses
READ
WRITE
Context
Architecture
Mechanics
Poetics
Write down three things
you want to do when you
are back to work
Q&A
What questions do you have?
Thank
You
@cwodtke | me@cwodtke.com
www.cwodtke.com
CHRISTINA WODTKE

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Comunication & Storytelling for Product Managers (and anyone else)

  • 1. Communication & Storytelling for Product Managers Christina Wodtke Author Radical Focus, Pencil Me in Lecturer, Stanford University
  • 2. Housekeeping • Break at 3:00 • End at 5 • Please be present for each other • Slides and supplementary materials https://bit.ly/2KZVlNB • Signs for needs • Louder • Slow down • Jargon
  • 3. Interview Each Other • Get into pairs • 2 minutes of A answering B’s question • 2 minutes of B answering A’s question • Round table: short introduction of who is at each table, 30 secs each
  • 4. Q&A What questions do you have? What goals for today?
  • 6. Goals Objective: Learn to communicate my needs effectively and build coalitions that allows my product to thrive KR: Marketing is excited to promote my product Has 3 solid plans to promote KR: Team Members enthusiastically work toward our shared goal Show up on time for meetings and contribute KR: Boss understands my value and rewards it I get a raise/bonus
  • 7. Two kinds of Communication Part 1: One to One Part 2: One to Many Good for coalition building Time consuming at first; but builds strong ties that last across jobs Good for reaching many, but builds weak ties Upfront work, but the deck can go with you… until the projects over
  • 9. Poetics What do you want people to feel?
  • 10. What change do you seek? After our meeting, ____________ will feel _____________ and will want to support the product by _______________. Grateful Joyful Relieved Free Peaceful Loving Hopeful Purposeful Connected Confident Curious Enthusiastic Healthy Spiritual Prosperous Inspired Motivated Secure Thrilled Amused
  • 12. Research • Who in your organization matters as you struggle to move things forward? • Who is that person, as a person? Who do they care about? How do they spend their time? • How do they communicate? • What do they value?
  • 15. RACI R = Responsible (also Recommender) A = Accountable (also Approver or final approving authority) C = Consulted (sometimes Consultant or counsel) I = Informed (also Informee) https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
  • 16. 4 Types of buyers • The Sponsor Buyer (Their reputation depends on your success) • The User Buyer (Your decisions affect them) • The Detail Buyer (anyone who can derail the success of the project) • The Financial Buyer (person who can give a go/no go)
  • 17. Others? • Execution Team • Bosses of matrixed team members • Technical Partners • Promotion platform owners • Business Partners Can any of these veto your work? Can any make you successful?
  • 24. “The problem is that we tend to assume that our framing represents the truth, rather than merely presenting a subjective “map.” In truth, however, each frame offers its own image of reality.” Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
  • 25. Me You Cultural Gap Analysis Pick a person from your influence map. On each line, mark where you think you are and where the person you wish to influence is.
  • 26. Hierarchal Leading Egalitarian Top-Down Deciding Consensual Points of Conflict
  • 27. Direct Negative Feedback Indirect Confrontational Disagreeing Nonconfrontational Points of Conflict
  • 28. Low Context Communicating High Context Concept -First Persuading Application-First Points of Conflict
  • 29. Task-based Trusting Relationship-based Linear Time Scheduling Flexible Time Points of Conflict
  • 30. Discuss with tablemates • What is the biggest gap? • How can close the gap? • What hidden dangers may there be in getting this wrong?
  • 34. POWER: Social status and prestige, control or dominance over people and resources Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 35. ACHIEVEMENT: Personal success through demonstrating competence according to social standards Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 36. HEDONISM: Pleasure or sensuous gratification for oneself Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 37. STIMULATION: Excitement, novelty, and challenge in life Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 38. SELF-DIRECTION: Independent thought and action - choosing, creating, exploring Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 39. UNIVERSALISM: Understanding, appreciation, tolerance, and protection for the welfare of all people and for nature Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 40. BENEVOLENCE: Preservation and enhancement of the welfare of people with whom one is in frequent personal contact Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 41. TRADITION: Respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provide Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 42. CONFORMITY: Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 43. SECURITY: Safety, harmony, and stability of society, of relationships, and of self Me My Boss Peer I want to influence Very important Somewhat important Matters Matters somewhat Doesn’t matter
  • 45. Tell me about a good day Power Security Tradition Conformity Self- direction Hedonism Achievement Universalism Stimulation Benevolence
  • 46. Tell me about a Bad day Power Security Tradition Conformity Self- direction Hedonism Achievement Universalism Stimulation Benevolence
  • 48. Write an argument for what you want using one value Examples: If we launch this, we will protect out user’s privacy (safety) If we launch this, it will continue our company’s tradition of excellence (tradition) If we launch this, it will allow us to keep parity with competitors. (conformity)
  • 49. Share with a tablemate
  • 51. Core Story I tried to achieve Goal BECAUSE motivation BUT Conflict.
  • 52. Transition Hooks “Little did I know I was completely wrong.” “It proved even harder than we thought.” “No one suspected then that the opposite was true.”
  • 53. Struggle Yes, But: I was finally able to land a famous blogger for my new platform, but that day my cofounder quit to become a life coach. No, Furthermore: Our first coffee store in Shenzen was struggling, and then we heard Starbucks was opening their first store in a month.
  • 54. Solution • “It killed us, but we had to go back to those early adopters and show them a new product that actually solved their problems: a mini-hoe coated with pesticides!” • “When we did usability testing, we realized color- blind people weren’t seeing the button. Fixing that solved the mystery we saw in the A/B test results” • “We’d thought that people in China wanted a familiar atmosphere in their coffee shops, but what they really wanted was a tiny vacation to visit the west.We redesigned our stores to give that to them.”
  • 55. 6 Stories With Thanks to Annette Simmons's The Story Factor
  • 56. Who am I? When I was I tried It went sideways But then Which is why
  • 57. Why I’m Here I always hoped But life But then I realized And I’m here because
  • 58. Vision Today this is true And it sucks because But what if And then we’d have a new world
  • 59. Values in Action I always thought I was But I faced this I saw who I really was And now I adhere/rebel against that value
  • 60. Teaching Stories When I was I experienced I realized what I didn’t know And that’s why it’s so important
  • 61. I know what you’re thinking Name the expectation “Designers are…” Admit culpability Show how that isn’t true/isn’t bad/can be overcome Now what?
  • 62. Share your Microstories Give advice, Steal good ideas, make each other better
  • 64. “The only reason to give a speech is to change the world.” Nick Morgan
  • 66. What change do you seek? After my presentation, ____________ my audience will feel _____________ and will want to support the product by _______________. Grateful Joyful Relieved Free Peaceful Loving Hopeful Purposeful Connected Confident Curious Enthusiastic Healthy Spiritual Prosperous Inspired Motivated Secure Thrilled Amused
  • 69. Two Story-Based Approaches Story Driven Story Decorated Anecdote #1 Point #2 Point #3 Point #4 Point #1 Point #2 Point #3 Point #4 Point #1 Anecdote #12 Anecdote #3 Story (1-3)
  • 71. Improv • Character with a Goal and a Motivation • Setting/Situation • Inciting incident (usually first attempt toward goal, or a motivation to start trying to accomplish goal. More here) • Try (character tries something to get to their goal) • Fail (something goes wrong) • Try • Fail • Try • Fail • Crises (all is lost, the goal will never be accomplished!) • Climax (character figures out a way! or gets rescued) • Resolution (how is character’s life changed by this success?) • Moral of the story is (punchline)
  • 80. Authority Appeal Who are you to make this change?
  • 86. Stories • Anecdotes (from your life or others) • Fables & Myths • Vignettes • Jokes Activities • Think Pair Share • Mini-debate • Draw & share • Share a story Facts • Studies • News • Metrics Thesis and supporting ideas ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________
  • 87. Share
  • 91. Images from Amy Cuddy’s research on power poses
  • 92. READ
  • 93. WRITE
  • 95. Write down three things you want to do when you are back to work