C-Suite Intelligence 1st May 2020

Winmark's C-Suite Intelligence service providing news, content and research to help leaders across all C-Suite functions address the exceptional business planning and management challenges they are facing.

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How to create a powerful virtual presentation
Many leaders worry that a virtual presentation will feel impersonal and long-winded, since they rely on the energy and body language of a "live" audience to guide their delivery. That's why the design process is so critical -- and you need to think about how you'll match your message to the medium. Consider making these your guiding design principles:

  • "Chunk" your content. Break down your ideas into bite -size portions that can be easily grasped and digested. Chunking lessens the cognitive load of learning online and makes your presentation more understandable.
  • Use visuals wisely.  Unlike in-person presentations, where images blend into the backdrop, visuals tend to have an outsize effect in virtual presentations.
  • Make interaction a priority. For example, use Zoom's "breakout rooms" feature to let participants solve a remote-work challenge or integrate real-time polling with web-based tools like Slido or Poll Everywhere. Also, assigning partners to discuss an issue through Zoom's private chat can provide a focused environment for collaboration.
  • Be your own A/V pro. Check your audio and video settings to make sure they're at optimal levels. Your background should be tasteful and professional, free of clutter and visual distractions. If you're presenting through Zoom, share hosting privileges with someone on your team to manage production duties like sharing screens, advancing slides, or cueing external online content. These tasks, though minor, can break your flow and cause unnecessary delivery drags. 
  • Turn your phone into a confidence monitor. Consider logging into Zoom as a participant (you can adjust the settings to go incognito) to see what your audience sees.
  • Share. Share post-presentation resources and reflections with attendees that not only summarize the main points but offer guidance on how to follow up.  

For full details read here.



Keeping agile teams productive after an abrupt shift to remote
McKinsey & Compay
Agile teams can be a real source of competitive advantage. Such teams are typically well suited to periods of disruption, given their ability to adapt to fast-changing business priorities, disruptive technology, and digitization.
Traditionally, agile teams thrive when team members are co-located, with close-knit groups all working in the same place. Co-location allows frequent in-person contact, quickly builds trust, simplifies problem solving, encourages instant communication, and enables fast-paced decision making. But the abrupt shift to remote working in response to COVID-19 can reduce cohesion and increase inefficiency.
The good news is that much of what leads agile teams to lose productivity when they go remote can be addressed. This article provides detailed and targeted actions leaders can take to support their agile objectives while working remotely.
How can we make global supply chains more robust, flexible, and sustainable?
Harvard Business Review
Pamela Mar, EVP for Knowledge and Applications at the Fung Group, and Azeem Azhar met to discuss the technological and economic changes needed to improve vital networks of production and distribution. They discuss:
  • The lessons about mass production and specialization we’re learning from the crisis.
  • How digitization can build trust along the supply chain.
  • Why automation is an opportunity to move from mass production to mass customization.
 Listen to the discussion here.  
The number one thing CEOs need from their leaders
CEOs need to be surrounded by people who appreciate what is at stake.
Imagine what it must feel like for your average CEO right now. They must make incredibly difficult decisions that impact employee lives and the very futures of their companies. The pressure is enormous and CEOs need to be surrounded by people who understand what’s at stake. What can senior leaders do to help their CEOs?
  • Demonstrate more empathy. Before providing recommendations to the CEO ask a few simple questions, like, “How do you really feel about this?” or “What is worrying you most about this idea?”.
  • Provide strategies attuned to the CEO’s thoughts and feelings. Without that, CEOs may feel that their key people may be missing the bigger picture, oversimplifying the answer, or are unable to navigate the deeper complexities and nuances of a given situation.
  • Apply 180 thinking. Rather than view a situation through your own lens, turn the entire thing around 180 degrees, and push yourself to see things as your audience would,
Read more here.

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