南希·杜阿尔特的故事讲述：如何打造引人入胜的演示并讲述令人难忘的故事

我们首先会进行一次倾听之旅。

We do a listening tour first.

其中一部分基于问卷调查，另一部分基于访谈，我们会将这些信息汇总，然后与我们要求他们去做的事情进行对比。

So some of it's based in surveys, some of it's based in interviews, and we feed that information up, and then we compare it to what we're gonna ask them to do.

我们还会做一些差距分析。

And we do some gap analysis.

比如，有一些实际的问题你可以问自己，这些问题属于经典的设计思维类型，用于了解他们目前的状况。

Like, we literally there's some, actual questions you can ask yourself, which are somewhat classic design thinking kind of questions about where they're at.

然后，我会制作一个初稿，或者由高管团队制作一个初稿。

And then what we do is I create a real rough cut or the exec team creates a real rough cut.

接着，我们会邀请下一层级的领导者参与，进行一次模拟演练。

Then we invite the next level of leaders in, and we do a a fake.

我的意思是，这些幻灯片非常粗糙。

I mean, the slides are ugly.

我们不会在幻灯片上花太多时间。

Like, we don't spend time on the slides.

这关乎信息本身，以及我们可能会用到的一两个或三个模型，以让信息更具说服力或更具体。

This is about the message and maybe a model or two or three that we're gonna go through to feel like it may amplify or make the message more concrete.

然后他们会提供反馈。

And then they get feedback.

这时候就变得困难了。

And that's when the it's hard.

从一个粗略的初稿过渡到真正打动人心的内容，这很难。

It's hard to go from like rough cut.

我们要把要说的话，变成真正能引起共鸣的表达。

Here's what we're gonna say to making it absolutely resonate.

在完成所有这些工作之后，我们才会把内容传达给整个公司。

And then and then we deliver it after all of that work has been done, then we share it to the company.

我们清楚，这是我在全年中要做的最难的一次演讲。

So we go through that, knowing that's the hardest presentation I deliver all year.

我过去经常出差演讲，是个公开演讲者，但真正需要花更多时间的是我内部的演讲。

Like, I used to travel and speak and be a public speaker, but it's my own internal ones I have to take more time with.

所以当我外出演讲时，他们都会说，天哪。

So when I travel and speak, they're like, oh my god.

我超爱你的模型。

I love your models.

天啊。

Oh my gosh.

你知道的吧？

You know?

我能跟你合张影吗？

Can I get a picture with you?

对吧？

Right?

但当我站在自己团队面前时，他们却想：她接下来会说什么呢？因为她可能会让我的工作更难做，或者改变我的优先级。

But when I'm standing in front of my own team, they're like, I wonder what she's gonna say because she's about to either make my job harder or she's gonna change my priorities.

对吧？

Right?

他们一开始更持怀疑态度。

They're they come in more skeptical.

我们确实把年度启动会议做得非常出色。

And we we definitely have nailed the annual kickoff meeting.

确实做得非常出色。

Definitely have nailed that.

然后我们会定期进行季度更新，延续年度启动会议的节奏。

And then we do quarterly quarterly updates to that annual kickoff meeting, and it's a cadence.

人们变得充满热情，我们现在简直太棒了。

And people get enthused, and and we're kinda killing it right now.

是的。

Yeah.

从外面看，确实就是这种感觉。

That's what it feels like from the outside.

我只是在想，杜阿尔特设计团队在制作演示文稿时所承受的压力。

I'm just thinking about, the pressure to create presentations within Duarte design.

是的。

Yeah.

如果你认真想想你的工作——为公司制作演示文稿，想象一下。

If it's like if you think about your job as hard, creating a deck for your company, imagine.

是的。

Yeah.

在演示专家面前做演示，简直让人吓坏。

Presentations in front of presentation experts is like Oh my god.

我会紧张。

And I get nervous.

我会特别紧张，因为有一张幻灯片有点问题，或者我语速太快了。

Like, I get really nervous because I have one slide that's kind of flawed or I say, or I pace too much.

每次你都会失去三分之一的团队。

You lose a third of your team each time.

你知道，他们都是专家，所以很难。

You know, they're such experts, so it's hard.

我想逐一讲解这三个要点。

I wanna walk through these three bullet points.

首先是让听众成为你故事的倾听者，这需要你富有同理心，理解他们的挑战。

So the first is make the listener the hearer of your story, and that comes from being empathetic and understanding their challenge.

所以，如果你想要做到这一点，有哪些迹象能表明你做得好或不好呢？

So if you're trying to do that, what are, like, signs that you're doing it well or not well?

比如，故事的开头节奏是怎样的？

Like, is there, like, the way the flow of the story start?

是像这样开头吗？或者，人们应该怎样判断自己是做得好还是不好？

Is it like the here's the way it starts, or, like, what should people identify of, like, I'm doing this well or I'm not doing this well?

如果观众是主角，你会看到他们明显表现出理解了。

If the audience is the hero, you you would see visible signs that they get it.

在我做了一场特别好的演讲之前，人们会发推文说：快来听这场演讲。

People would come like before I did a really good talk and people were tweeting saying, hey.

来听这场演讲。

Come to this talk.

这非常好。

It's really good.

所以你会看到一种反应。

So there's you'd see a reaction.

如果你在讲述中融入了故事结构，也就是第二个要点，你就知道自己做得很好。

You know you've done it well, if you're infusing your talk story, which is the second bullet, by utilizing story structures.

当我提到讲故事时，我说的是一个轶事。

So when I say storytelling, I'm talking about an anecdote.

当我提到故事结构时，我说的是这种三幕式叙事结构，它已经存在了数万年，并深深植根于我们的大脑中。

When I say story structures, I'm talking about this format of a of a three act structure of storytelling that goes back tens of thousands of years, which is fused into the brain.

比如，现在通过fMRI设备，你可以在故事讲述时观察到这一过程，科学真是太美妙了。

Like, fMRI machines, now you can see them, while a story is being told, and the science is beautiful.

当你给我讲一个故事，我认真聆听时，我们的大脑会在完全相同的位置以完全相同的顺序活跃。

Like, you're telling me a story and I'm listening, our brains are firing in the exact same order in the exact same place.

所以它具有让我们的大脑同步的力量。

So it has power to align our brains.

因此，通过运用故事的要素，比如开端、中间和结尾，我们有相应的方法，同时还要融入起伏变化。

And so by by implementing attributes of story, like a beginning, a middle, and an end, and we have method for that, and then and also incorporating the rise and fall.

故事会逐渐制造紧张感，然后加以释放。

Like, story kind of builds tension and releases it.

这就是为什么我们如此喜爱故事——我们通过他人的混乱、矛盾和问题来逃避现实。

And that's why we love it so much as we escape through kinda someone else's messy metal and conflict and problems.

它很混乱，但最终得到了解决。

Like, it's messy, and then it resolves.

你先制造紧张感，再加以化解，这正是一个结构精良的演讲所能做到的。

Like, you build the tension and resolve it, and that's what a really well structured presentation can do.

它能通过这种起伏变化，唤起人们的渴望。

It can pull on that rise and fall in a way that creates longing.

因此，故事能创造渴望。

So story story creates longing.

它能让人渴望原本从未想过的东西，因为如果未来是以故事的形式呈现，而他们看到了另一种可能的未来——许多人正是通过科幻小说来逃避现实。

It it it helps people long for something they'd never wanted before because if the future is told in the shape of a story and they see this alternate future like, many people escape through sci fi.

他们通过电影进入这些未来世界。

They escape through movie making into these future worlds.

对吧？

Right?

想象一下，你可以用语言描绘出这种未来状态，然后用这种起伏的节奏，将整个观众带入这个未来情境中。

And so picture that you could verbally paint a picture of this future state, and then you could bring your whole audience to this future state in an amazing way using this kind of this cadence of rise and fall.

这就是你如何将故事融入需要影响他人的演讲中的方式。

That's how you that's how you can incorporate story into a presentation where you need to influence others.

当做得好的时候，它实际上可以非常美妙。

It's it's actually really can be beautiful when it's done well.

你曾经就这个主题做过一场TEDx演讲，所以我想要更深入地探讨一下。

And so you gave a TEDx talk on this exact topic, and so I wanna go deeper here.

你以一种非常视觉化的方式描述了优秀故事的结构，它像牙齿一样上下起伏。

And you kind of shared this very, visual way of thinking about a great story where it kinda goes up and down and up and down like these teeth, almost.

你能具体谈谈‘会说话的牙齿’吗？

Can you actually talk about talking teeth.

是的。

Yeah.

确实如此。

It does.

你能描述一下这个结构在视觉上是什么样子的吗？

Can you, share what that structure visually looks like?

我们会在节目笔记中提供一个链接，展示它的真实样子，并解释为什么它如此有价值、有影响力且重要。

And we'll share a link in the show notes of what that actually looks like and then just why that is so value so impactful and important.

对。

Yeah.

我很喜欢这一点。

I love that.

我花了三年时间研究故事，我知道有史以来最伟大的演讲都具有这种起伏的节奏，但那并不是一个单一的故事。

I so I went on a three year journey through story, and I knew that the greatest speeches over all time did have that rise and fall and rise and fall, but it wasn't one single story.

它包含了许多其他非常重要的信息，但仍然保持着这种起起落落的节奏。

It it had a whole lot of other very important information, but it still did this rise and fall and rise and fall.

我不是数字原住民。

So I am not a digital native.

我用了一英寸见方的方格纸，一边听各种演讲，一边把词语都记录下来。

I took a quarter inch graph paper, and I would listen to all kinds of map out, took the words.

当我分析史蒂夫·乔布斯的iPhone发布演讲时，我完全是手工完成的。

When I analyzed Steve Jobs' iPhone launch speech, I did it all by hand.

我亲手写下了每一个词。

I wrote every word.

我用的是一英寸见方的方格纸。

I did I did quarter inch graph paper.

我需要弄清楚。

I needed to know.

我需要以我习惯的方式看到它——那就是手写的。

I needed to see it the way I work, which was analog.

所以一开始，线条是曲折的。

And so at first, it was zigzaggy.

我意识到，等等。

And I realized, wait.

你不能把某件事随时间映射成一个锯齿状的锯齿线。

You can't you can't you can't map something over time and have it be a zigzag zigzag.

这会导致太多信息丢失。

There was too much data loss.

所以要口头描述它，你可以想象屏幕底部有一条线，这条线从左到右代表的就是‘现状’。

So to verbally describe it, you could picture a line at the bottom of your screen, and that line, going left to right is what is.

你需要在每次演讲开始时，先说明什么是‘现状’。

And you need to set up every talk by stating what is.

然后这条线垂直上升，进入‘可能的状态’，再回落到基线，再次说明‘现状’。

And then it moves straight up, and you move to what could be, come back down, to the bottom line again, say what is.

反复循环：‘现状’、‘可能的状态’、‘现状’、‘可能的状态’、‘现状’、‘可能的状态’。

Back up what could be, what is, what could be, what is, what could be.

而在最后一个‘可能的状态’处，你指出最后的水平线就是我们所说的‘新的理想状态’。

And then at the last what could be, you state the last horizontal line is what we call the new bliss.

因此，这种在‘现状’、‘可能的状态’、‘现状’、‘可能的状态’、‘现状’、‘可能的状态’之间来回穿梭的过程，那种对未来的渴望。

So this motion of traversing between what is, what could be, what is, what could be, what is, what could be, that sense of longing for the future.

它让人们脱离当前的状态、现状或现实，通过对比激发他们对这种未来状态的向往。

It makes people leave their current state or the status quo or or our current reality and makes them long for this future state by using contrast.

所以这种起伏，嘿。

So that rise and fall of, hey.

这是我们现在面临的问题。

Here's our current problem.

这是一个解决方案，或者说是现状，但我们想象它可能会变成这样。

Here's a solution, or here's the state of the union, but we imagine it could look like this.

有很多不同的方式可以构建这种美妙的对比节奏。

Like, there's so many different ways to build that cadence of of contrast that's so lovely.

而且，它真的非常有效。

And it it it, I mean, it really works.

我认为这个演讲发布于2011年，而人们通过改变演讲结构所取得的成就，相关的笔记和邮件数量之多，实在令人惊叹。

I, I think the talk came out in 2011, and and the amounts of notes and emails of things people have accomplished by changing the structure of their presentation has been really astounding.

国情咨文是一个非常有趣的例子，因为我正在试图想象我在各种演讲中见过的场景，这完全契合了‘我们正面临的问题’和‘我们将要去的地方’这种模式。

The State of the Union is a really interesting example because I'm trying to imagine this in, presentations I've seen, and that totally resonates of just like, here's the problem we're having, and here's where we're gonna go.

这是我们面临的另一个问题，而这就是我要做出的改变。

Here's another problem we're having, and here's what I'm gonna change.

深·约翰逊在这方面非常擅长。

Deep Johnson was great at that.

比如，他在发布iPhone的演讲中，总是会先讲‘公司的现状’。

Like, when he launched the iPhone speech, like, he always did, like, here's the state of the company.

我们目前的状况如何。

Here's how we're doing.

天哪。

Oh my god.

我们的门店顾客比十个Macworld展会加起来还多。

Our stores are more full than 10 Macworld expos.

他总是先铺垫一下当前的情况，然后在将iPhone与黑莓手机做对比时，迅速切换到‘现状’与‘可能的未来’的对比。

You know, he always did a setup of of what was going on, and then he did a really rapid what is, what could be when he started to compare the iPhone to, like, the BlackBerry.

你知道，一旦你看到了我们正在做的，就会觉得现在这情况有多糟糕。

You know, it's like, look how much it sucks now that you've seen what we're doing.

就是这种‘现状 vs 潜在可能’，现状 vs 潜在可能’的模式。

Like, it's just this what is, what could be, what is, what could be.

于是我收集了所有经典演讲、历史演讲，包括所有总统演讲，我知道如果我能发现马丁·路德·金和史蒂夫·乔布斯的iPhone发布演讲中存在相同的模式——同样的节奏和脉动（姑且这么说），那我就用故事解决了这个问题。

And so I took all the classic speeches, historical speeches, everything presidential speeches, and, knew that if I I could find a pattern in doctor King and Steve Jobs' iPhone launch speech that was the same, that had the same type of nature of cadence and, pulsing to it, for lack of a better word, that I knew I I had solved it using story.

终于能在我的四分之一英寸方格纸上把这一点清晰地画出来，真是个很棒的时刻。

It was it was a really great moment to to finally draw that out on my quarter inch graph paper.

我太喜欢这个了。

I love that.

太棒了。

It was awesome.

我觉得这种基础研究还有巨大的潜力。

I feel like there's just so much opportunity for primary research like that still.

我觉得我的通讯之所以做得好，就是因为我花时间做你描述的那种工作——看上千场访谈，然后提炼出关键收获。

Like, I feel like that's why my newsletter does well is I just spend the time doing that work that you're describing of, like, watching a thousand interviews and then just distilling here as a takeaway here.

所以

And so

寻找模式。

Pattern finding.

这是个有趣的观点。

That's an interesting point.

我有时会担心，随着新技术的出现，人们静下心来思考、整合信息的能力正在丧失，因为人类能产生机器无法提供的独特见解和综合洞察。

I I worry sometimes, you know, with the emergence of new technologies and stuff, the ability to be able to sit and think, synthesize, and all of that is, because you don't you a human's gonna come up with different insights and synthesis than any future machine can do.

所以我觉得你做得这么好真的很令人惊叹，确实让人佩服。

So I think it's fascinating that that you do that so well, and it really shows that Wow.

我很感激。

I appreciate it.

你真的全身心地投入其中。

You're really putting your mind and heart into it all.

别再说我了。

Enough about me.

我在想，但我真的很感激。

I'm thinking about but I appreciate it.

我在想，也许有产品负责人和创始人在听这个，他们会想：天啊。

I'm thinking about product managers and founders maybe listening to this, and they're like, oh, man.

每次我做演示文稿时，都需要构建一个完整的故事，有起有伏。

Every time I do a deck, I need to create this whole story and this up and down thing.

根据你的经验，你在什么情况下会做到这种程度？是不是当你有一个非常重要、盛大的演示时？

In your experience, when do you go that far to create like, is this when you have, like, an epic important presentation?

你会考虑这种故事结构吗？还是说，无论何时，你都应该在演示中加入某种带有对比的故事？

You think about a story structure like this, or is there always a way you should kind of, you know, put this into your presentations of, like, some kind of story with this contrast?

这是个有趣的问题。

It's interesting question.

我认为很多人觉得，只有在大型演讲时才需要好好呈现，那时才会投入大量精力去打磨脚本、对比和故事。

I I think a lot of people think that the only time you really need to present well is when you have a big stage talk and you make the big investment in the script, the big investment in the contrast and story.

但我告诉你一个不为人知的小秘密。

But I'll tell you a dirty little secret.

我只需要用一句简短的‘什么是新的幸福’，就能让丈夫在周末帮我做家务。

I can get my husband to do chores for me on the weekends with a quick with a real quick what is, what could be new bliss, kind of just first bit.

什么是新的幸福呢？

Like, what is, what could be new bliss?

就像亚伯拉罕·林肯在葛底斯堡演说中那篇极短的讲话，那本质上是一场葬礼。

It's like even, the very, very short short talk that Abraham Lincoln gave in the Gettysburg Address, those, it was basically a funeral.

那是一篇悼词。

It was a eulogy.

那时候，悼词通常长达两个小时。

And back then, eulogies used to be two hours long.

那是一种亚里士多德式的结构。

It was an Aristotelian structure.

而他只用了几百个词，所以没有他演讲的照片，因为演讲太短、太紧凑，一气呵成。

And and he only had a couple 100 words, so there's no pictures of him giving it because it was so short, so tight, and done.

他们还在 setup 摄像机时，以为还有大把时间。

They they were setting up the cameras still thinking they had tons of time.

所以，你可以在会议、电话通话或任何影响时刻，用这种对比作为大脑中的框架，比如让丈夫帮我做家务。

So the ability to just have that contrast as a framework in your brain during a meeting on a phone call, any moment of influence, like, in the husband to do some chores for me.

literally，这真的管用。

Like, literally, it works.

无论什么形式，它都有效。

It works, in any format.

我认为，当你面对长篇内容或大型受众时，你会投入更多：添加视觉元素，聘请演讲教练，精心打造那个时刻。

And I think the investment that you make in the longer form or when it's a huge audience, you know, you add the visuals, you really hire the speaker coaches, You really make that moment.

总有一些时刻超越其他所有时刻，你必须完美把握。

There's these moments that breach above all other moments where you really have to nail it.

在日常对话、影响瞬间中，只要你足够练习，它就会成为你脑海中的心理模型，让你在感知到影响力存在的时候，知道该如何行动。

Just in basic conversations, in a moment of influence, you should if if you practice it enough, it'll live in your head as a mental model for when you know you're in a situation where, where there's influence in the air that you could do.

你能分享一下，你是怎么实际跟丈夫说的，比如让他帮忙洗碗吗？

What is, how do you actually do it with your husband if you could share for helping him do the dishes?

嗯，我就不详细描述那个‘新幸福’具体是什么了。

Well, I won't get graphic about what the new bliss might be.

但你知道，我们结婚初期，曾以为是早期。

But, you know, early in our marriage, we figured out that when we not early.

实际上，这仅仅发生在过去的十年里。

Actually, it's been almost in the only the last ten years.

我们已经结婚四十年了。

We've been married for forty.

哦。

Oh.

我们意识到，当我们发生争执时，通常只是关于流程问题。

And, we realized that when we tangle, it's it's usually only about process.

所以，当我去要求他，或者他要求我做某事，或者我们开始互相挑剔时，那是因为我执行某事的方式和他选择的方式不同。

So the gaps are when I if I ask or he asks me to do something or we start to kinda pick on each other, it's because the way I'm executing something is different than the way he chose to execute it.

这可能体现在任何事情上，比如：你为什么这么切？

And so it'll be anything from like, why are you chopping?

他会说，你为什么这样切洋葱？

He'll you know, why are you chopping onions like that?

他会跟我说。

He'll say to me.

现在我就想，哦，我们又出现了流程上的差异。

And now I'm like, oh, we have a process gap.

你是想自己切洋葱，还是想让我按我的方式切？

Do you wanna chop the onions, or do you want me to chop them my way?

你知道的。

You know?

所以，那种本可以有的幸福时刻，其实经常发生。

And so for the what is, what could be, due bliss, it it happens all the time.

所以他需要很多背景信息。

So he needs a lot of context.

他是个注重细节的人，我也开始学会和他一起相处，明白我的‘是什么’需要比平时更详细，尽管我有时没那么多耐心去解释，比如我会说：嘿，宝贝。

He's a detail oriented person, and I've started to learn with him that my what is needs to be quite a bit longer than sometimes I have patience for as I start to frame, oh, hey, baby.

你能把狗送到宠物护理中心去吗？我需要你把狗送到宠物护理中心去。

Could you take the dog over to the I need you to take the dog over to the dog care.

我不是从那里开始的。

I don't start there.

我一开始会说，天哪。

I start with, oh my gosh.

明天，我有一连串的会议。

Tomorrow, I've got back to back meetings.

事实上，我马上就要上伦尼的播客了，而那时候她总是抱怨个不停。

In fact, I'm gonna be on Lenny's podcast right about here, and that's when she's whiny.

如果这事没办成，我就得改到下周，但下周我已经排得满满当当了。

And what's gonna happen is if that doesn't happen, I'm gonna have to reschedule next week, and next week, it's just loaded up.

你知道的，当我一天结束时压力很大，情绪就会变得很难应付。

And I you know how it is when I'm stressed out at the end of the day and serial I'm kinda hard to deal with.

你知道吧？

You know?

我在想，那可能会怎样呢？

And I'm saying, well, what could be?

你知道吗？

You know what?

那个宠物寄养的地方，你知道的，她上次特别喜欢。

The doggy place, you know, she was loved it last time.

她当时和一只红色的骑士查理斯猎犬依偎在一起，玩得可开心了。

She was spooning with a red cavalier king spaniel and loved it.

你知道吗？

You know?

就是那样的。

It's like that.

我得再给他详细解释一下，然后新的幸福可以是任何你想要的婚姻承诺。

I have to unpack it a little bit more for him, and then the new bliss could be any sort of marital promise you want it to be.

但我必须先梳理一下当前的状态，稍微理清一下过程，然后再说明可能的情况。

But I just have to unpack the current state, a little bit of the process, and then I state what could be.

有趣的是，像他帮我送狗去宠物寄养中心这样的举动，真的让我感到被爱。

And and it's funny because acts of service like that, like him taking the dog to the doggy daycare for me or is, is like, I feel loved.

所以当有人为我慷慨地付出时间时，我就感到被爱。

So when someone does something generous with their time for me, it's how I feel loved.

因此，在如何以同理心与他人沟通方面，这里面有很多内容值得探讨。

And so there's a whole lot there in shaping how you communicate with someone empathetically.

在我的公司，每个人都了解彼此的爱的语言。

At my company, everyone knows each other's love language.

比如，他们知道这个人收到一封手写便条时会感到更受重视。

Like, they know that this person feels more appreciated when they get a written note.

这个人收到礼物时会感到更受重视，而所有人都知道这一点。

This person feels more appreciated when they get a gift, and and everyone knows that.

所以这已经深深融入了我们的——我不知道，我们的婚姻，我们的公司，这就是我们的运作方式。

So that's just baked into our, I don't know, our marriage, our our company, just how it rolls.

我猜听这个播客的人原本没打算听婚姻建议。

I imagine people listening to this podcast were not, expecting marriage advice.

哦。

Oh.

我很喜欢这一点。

And so I love that.

我会试试的。

I'm gonna try it.

如果这不管用的话。

That if it doesn't work.

不过，这个过程建议很好。

The process tip, though, is good.

会是最精彩的部分。

Is gonna be the best part.

这整个播客就该是这样。

This is gonna be the whole podcast.

这只是一个片段。

It's just the segment.

开玩笑的。

Just joking.

但这确实是很好的建议。

But this is this is really good advice.

我打算自己试试用它。

I'm gonna try to use it myself.

所以，我觉得这个结构更容易理解，不必非得把它想成充满故事性的故事。

So the structure, I think it's even easier to think about this less as, like, story infused story.

对我来说，更像是：现状是什么，可能是什么，理想中的幸福是什么。

Like, for me, it's more this what is, what could be, what is the ideal bliss.

这几乎是更简单的思考方式。

Like, that's almost the simpler way to think about it.

故事就是，天啊。

The story is this, like, oh my god.

我得想个故事。

I gotta think of a story.

它就是一个开头、一个中间和一个结尾。

It is a beginning, a middle, and an end.

所以第一个‘是什么’是开端。

So the first what is is the beginning.

中间是混乱的中间阶段。

The the middle is the messy middle.

你需要在这里进行对比，让他们看到事情有多混乱。

That's where you're trying to contrast and show them that it's messy.

这可能会很难。

It might be hard.

但这是值得的。

It's worth it.

你知道的。

You know?

然后是新的幸福状态，结尾要呈现一种幸福结局，就像西方文化中那样。

And then the new bliss, you end with what, you know, in Western cultures where it's like a happy ending.

所以新的幸福状态，就是想象一个你的想法被广泛采纳的世界。

So the new bliss is just imagine a world with your idea adopted.

然后你以诗意或务实的方式描绘出那个世界，这样就有效了。

Just and then you paint a picture of that world poetically or pragmatically, and it works.

这确实有效。

It definitely works.

好的。

Okay.

这太棒了。

This is really great.

所以总结一下，第一点是让你的听众成为故事的主角。

So just to recap, point one is to make your listener the hero of the story

嗯。

Mhmm.

并以同理心来切入。

And come at it with empathy.

我其实想到‘非同凡想’这个广告活动就是一个绝佳的例子，因为它讲的是你与众不同，成为非凡的自己。

And I was actually thinking the think different campaign is an excellent example of that because it's about you thinking differently and being this incredible Exactly.

有创意的。

Creative.

好的。

Okay.

然后第二点是让你的演讲充满故事，这就是所谓的新颖愉悦之处。

And then item two is infuse your presentation with story and this what is, what could be new bliss.

然后，好的。

And then okay.

第三点是什么来着？

And number three what was number three again?

哦，是问自己，他们能否看到你在说什么。

Oh, it was ask yourself if they can see what you're saying.

他们能否看到我在说什么，这会是写在便签上的内容。

Can they see what I'm saying would be what would be written on the note.

我太喜欢这个了。

I love this.

好的。

Okay.

我们来谈谈这个。

Let's talk about that.

这什么意思？你该怎么做到？

What does that mean, and how do you do that?

为了让人们看到你所说的内容，你可以利用视觉工具，比如演示软件。

So for people to see what you're saying, that you have opportunity to use visual tools like the presentation software.

你还可以请现场的速写师边听边画出来。

You have opportunities to have live Sketchers sketch it while you're talking.

有很多方法可以帮助人们看到你所说的内容。

There's so many ways you can help people see what you're saying.

我认为，你可以在演讲中使用一些让人始终铭记的东西。

I would contend that you you can use something in your talk that gives people something they'll always remember.

我们称之为亮点时刻。

We call that a star moment.

它可能是一组具有冲击力的数据，把庞大的数字展示出来。

And it could be a piece of dramatic data where the big numbers put up there.

它也可能是一个富有感染力的故事。

It could be a, an evocative story.

它也可能是一幅美丽的图片。

It could be a beautiful picture.

在科技公司中，一个非常有效的方法是通过图片来展示，从而达成共识。

One of the things that happens really well, especially with tech companies, is demonstrating through a picture so you can get alignment.

所以，像图表这样的概念，当你描述你正在开发的产品时，它是在这个产品内部、外部，还是与之相连？

So the concept of a diagram, like, when when you describe your product that you're working on, is this thing inside of it, outside of it, attached to it?

它是附着在上面的吗？

Is it on it?

它是位于上方的吗？

Is it above it?

尤其是幻灯片，或者技术如何在一个复杂系统中流动的方式。

Like, especially, slides or or just how technology works as something flows through a complex system.

当人们能够看到这些内容，并与你的口头叙述相结合时，他们就能真正理解你要表达的意思，并继续前进。

When people can see that and it accompanies your verbal, narrative, they can actually understand what you're conveying and and move on.

如果你只有口头叙述，效果就不会那么好。

If you only had a verbal narrative, it wouldn't work as well.

但很多时候，你并没有演示文稿或幻灯片的支持。

There's a lot of times, though, where you don't have the support of a presentation or slides.

你可能正坐在餐桌旁。

You could be at a dinner table.

如果你正在进行一场有趣的对话，想让对方理解你的观点，这时你就会拿出餐巾纸画出来。

If you're in a interesting conversation and you want someone to see what you're saying, that's where you pull out the napkin and you draw it.

这样你们俩都能看到。

So you could both see it.

在会议中，有时有人会直接走到白板前画点什么。

In meetings sometimes, someone will just walk right up to the board and draw something.

我的团队，尤其是我的设计团队，非常擅长这一点，他们会站起来说：我想为你画出我看到的东西，因为我们即将准备向观众做演示。

And my team, especially my design team, is so good at this because they'll just stand up and say, I wanna I wanna draw for you what I see because we're about to prepare them to present to an audience.

当你口头这么说的时候，我看到了这个。

When you verbally said that, I saw this.

这是你的本意吗？

Was that your intent?

然后整个房间的人会站起来，我们一起共同创作一幅图，让每个人看到的都是完全相同的内容、完全相同的步骤、完全相同的洞察，并且按相同的顺序，这样没有人离开时心中还带着疑问。

And then the then the room will stand up, and we'll start all co creating a graphic so that everyone sees the exact same thing, the exact same steps, the exact same insights in the order so nobody leaves with a question in their mind.

让所有人对‘这到底是什么’达成一致，这真的非常重要。

And that's just so important for there to be an alignment around what what is this?

我们都在为什幺正在奋斗？

What are we all fighting for?

我们都在为什幺而活着？

What are we all living for?

我们都在为什幺而工作？

What are we all working for?

这些达成一致的时刻，极其重要。

And those moments of alignment are so, so important.

我是一个能看见空气中事物的领导者。

And I'm I'm a leader who sees things in the air.

我只是看得见。

I just see it.

而对我来说，我善于发现模式，你也是一样。

And to me, my pattern finding nature, which you're like that too.

对吧？

Right?

我能看出这些模式。

I could see these patterns.

对我来说，我能看见整个场景，而且看得非常清晰。

And to me, I I see a whole scene, and I could see it all clearly.

但当我的团队试图看同样的东西时，他们可能只看到巨大马赛克图画中的22块碎片。

But when my team's trying to look at the same thing, they might see 22 mosaic tiles out of a massive mosaic beautiful picture.

我看到的是最终美丽的画面，但我只提供了几处小小的马赛克碎片。

I see the final beautiful picture, but I've only served up a, you know, a little tiny mosaic tile, you know, in a few places.

所以我甚至需要更好地把想法落地，明确地说出：哦，这里有七个步骤，可以达成这个了不起的结果。

And so I even have to be better about really bringing it to earth and saying, oh, here's the seven steps to get to this amazing outcome.

嗯。

Mhmm.

有时候，我们在脑海中看得如此清晰。

Sometimes we see things so plainly in our mind's eye.

我曾经和一位非常著名、有影响力的首席执行官合作。

And I was working with a really famous, powerful CEO.

嗯。

Mhmm.

当她说话时，我就想，是的，我能看见她。

And as she was talking, it's like, yeah, I could see her.

我也在观察她的手势，她当时处于某种状态，不停地挥动双臂，动作很有特点。

I was watching her hand motions too, and she was like in this thing and this, and, like, she's moving her arms around in in a distinct way.

于是我告诉她：我能看出来，你脑海中有一幅画面。

And I said, I can tell you you have a picture in your mind's eye.

让我画出来，我和她做了同样的事，走过去。

Let me draw for what I and I did the same thing, walked up.

德鲁有这个、有这个、有这个，然后她就说，没错。

Drew had this, had this, had this, and and she's like, exactly.

我们被请来是因为没人能准确描述出她脑海中的画面。

And we were brought in because nobody could articulate at all what she saw in her mind's eye.

因此，这是一个需要在整个零售体系中推广的庞大项目。

And so that was a massive program to be to be rolled out to the entire retail.

有十万名零售员工需要理解这张图。

It was like a 100,000 retail workers needed to understand this graphic.

而她试图推行的整个流程却始终难以推进。

And and the whole process she was trying to roll out wasn't getting traction.

一旦人们能看见她所说的内容，这个项目所需的所有突破就立刻发生了。

So the minute people could see what she was saying, then it had all the breakthroughs that needed to happen around that program.

这让我想起我在Airbnb负责超级房屋项目时的经历。

That reminds me of, when I was working on the super house program at Airbnb.

我不确定这个故事会不会对任何人有吸引力，但我记得我有一套非常清晰的手势动作，用来描述超级房东计划的战略，然后我的朋友说：‘你应该把这些画到幻灯片上。’

I don't know if the story will be of any interest to anyone, but I just remember I had this very clear hand set of motions that describe the strategy of the super host program, and then my friend's like, you should you should draw this on a slide.

画出来。

Draw it.

好的。

Yeah.

而且那种手势本身就非常有力。

And Unless it's such a powerful hand gesture.

对吧？

Right?

你可以这么做，因为你的身体本身就是视觉化的。

You could do that because your body is visual.

我们还试图让客户明白，如果金博士在‘我有一个梦想’演讲那天用了幻灯片，那效果根本不会这么动人。

And the other thing we try to get our customers to do is, like, if doctor King had slides that day of the I have a dream speech, it just wouldn't have been as beautiful.

他的言辞在我们脑海中描绘出了画面。

Like, his words painted the pictures in our mind's eye.

所以当我们不使用幻灯片时，人们会专注于你的语言表达，专注于你口中说出的内容，这种完全不依赖视觉辅助的时刻非常有力。

And so when we can have the slides off, so people are focused on the verbal stream and what's coming out of your mouth, that is such powerful moment is to not have any visual supporting you.

因此，他们100%专注于你的身体表现、你的呈现方式，以及你口中说出的词语，而不是通过图像来理解你所说的内容，这样反而更好。

So they're 100% focused on your on your body, how you're showing up, and on the words coming out of your mouth is and they're verbally seeing what you're saying versus actually pictorially seeing what you're saying is it's good.

我喜欢人们不盯着我的感觉，我更希望他们被幻灯片分散注意力。

I like the idea that people are not staring at me, and I prefer them distracted with a slide.

但我想稍后聊聊关于演讲时的紧张情绪之类的问题。

But, but and I wanna talk about, like, nerves and stuff presenting in a bit.

是的。

Yeah.

但这很有趣。

But, that's interesting.

所以你谈的是一些关于幻灯片的具体建议。

So you're talking about very kinda some concrete tips for slides.

我经常听到的一种说法是，当你在内部分享演示文稿或进行内部会议时，最有效的方式是：显然，只需一个简单的图片，但同时，每张幻灯片的标题就是你希望听众从该页获取的核心观点。

And something I've heard a lot is when you're sharing a deck internally or talking, like, an internal meeting, it's really powerful to just have, obviously, just like a quick image thing, but then also the title of the slide is the point you want them to get from that slide.

你推荐这样做吗？

Is that something you recommend?

然后，一般来说，有没有什么具体的建议，教人如何让幻灯片更有效？

And then generally, any just like very tactical advice on how to make a slide effect.

每张幻灯片都应该传达一个观点。

The the concept that each slide should make one point.

所以，你的整个演讲应该基于我们所说的观众旅程，也就是你希望他们从哪里出发，最终到达哪里。

So your your whole presentation should be grounded in what we call the audience journey, which is the big idea, where you're trying to move them from, where you're trying to move them to.

而核心观点就是：你的立场是什么？如果他们采纳或不采纳，会有什么利害关系？

And then a big idea is, what is your point of view and what's at stake if they do or do not adopt it?

这是你整个演示文稿的组织框架。

That's the organizing mechanism for your whole deck.

而每一张支持这个核心观点的幻灯片，本身也应该只传达一个要点，来支撑这个核心观点。

And then each slide itself that supports that one big, big idea, each slide itself should make one point in support of that big idea.

人们无法同时处理太多信息。

People can't process too many things at one time.

所以根据你所在的工作环境，有些人希望在幻灯片顶部不放关键洞察。

So depending on where you work, some people want, something that's, not the key insight at the top of the slide.

有些人则喜欢这样。

Some people do.

有些人希望明确行动方案，也有些人希望清晰展现理想中的未来状态。

So some might want the action to be taken, or some might want the dreamy future state to be clear.

很多咨询公司制作的幻灯片内容非常密集，因为他们花了数百万美元来制作一份庞大的演示文稿。

A lot of some consulting firms, where the slides are much denser because they were paid millions of dollars to make a big old deck.

你知道，有些人觉得它总该放在右下角。

You know, some of them are like, oh, it always belongs in the lower right corner.

所以这在一定程度上取决于品牌风格，每个人又都觉得它应该在别的地方。

It always so it's kind of a little bit up to the brand, and everyone believes it belongs somewhere else.

如果你在制作我们所说的‘幻灯片文档’——我认为你的听众会对此感兴趣。

If you're making what we call a slide doc, which I think your listenership is interest would be interested in.

演示文稿正从大型正式演讲，转变为在会议中说服同事：我可以做个演示吗？

Presentations go from big staged event to, like, in a meeting where you're trying to persuade your peers to, can I make a presentation?

我可以通过邮件直接发送，每个人都能收到。

I can just circulate on email and everyone gets it.

这叫做幻灯片文档。

Well, that's called a slide doc.

你得多写点文字。

You put more words.

你得配上更清晰的图示。

You put stronger picture.

你可以有一个100页的附录，而前面可能只有五张幻灯片。

You could have a 100 page appendix, and maybe the front of it's only five slides.

但所有你需要展示思路的内容，都会跟在后面。

But everything they need to see your thinking, it follows behind it.

你可以把这些材料发出去，让大家阅读。

And you could circulate those and people read it.

你要写完整的句子。

You write full sentences.

你写的是完整的段落。

You write full prose.

这有点像亚马逊里很流行的六页备忘录，但我们认为你既要有文字也要有图片。

It's kinda like the six page memo that's so popular at Amazon, but we contend that you have words and pictures.

六页备忘录更好。

The six page memo is better.

那么，没有演讲者协助的情况下，你如何分发备忘录呢？

So how do you send a memo around without the help of a presenter?

这是一端，而这种形式被称为你在演示软件中制作的幻灯片文档。

And that's on one extreme, and those are called slide docs that you build in presentation software.

另一端则是我站在一个巨大的舞台上，中间还有各种各样的使用方式。

And then the other extreme is I'm on a massive stage somewhere, and there's all kinds of usage in between.

所以我认为每张幻灯片只表达一个观点很重要。

And so I think the one idea per slide is important.

然后这个指导原则是：除非一张幻灯片能支持你整个演讲的核心观点，否则不要制作它。

And then this guiding principle, like, don't make a single slide unless it supports the one big idea of your whole talk.

这是制作幻灯片的另一个原则，因为大多数人会回到某个数据存储中的仓库，翻找旧的糟糕幻灯片，试图快速拼凑出一些东西。

That's another principle for slide making because most people go back to, like, some sort of repository in some data store somewhere, and they dig through old crappy slides and see if they can assemble something super quickly.

这是一种逃避行为。

And that's a cop out.

大多数情况下，如果你真正从观众的角度出发进行共情思考，去仓库查找可能让你完成一半的工作，但你应该根据你所面对的听众来修改和调整所有内容。

Like, some most of the time, if you really think empathetically about your audience, the going to the repository might get you halfway there, but you should be modifying and mapping all of the content based on who you're talking to.

尤其是当事情非常重要时。

And, especially if it's high stakes.

有时候，你面对的观众希望看到信息密度高的幻灯片，因为这符合他们文化的沟通方式。

And sometimes you're speaking to an audience that wants high density slides because that's how they communicate in their culture.

如果你带着电影级的舞台幻灯片出现，他们会笑得你下不了台。

And if you showed up with cinematic stage ready slides, they'd laugh you out of the room.

所以你真的必须知道，你必须了解你的观众。

And, so you just really gotta I mean, you gotta know your audience.

你得知道他们如何沟通、和谁交流，并据此进行匹配。

You gotta know how they communicate, who they talk to, and and map to that.

本集由Eppo赞助播出。

This episode is brought to you by Eppo.

Eppo是一个由Airbnb前员工打造的下一代A/B测试平台，专为现代增长团队设计。

Eppo is a next generation AB testing platform built by Airbnb alums for modern growth teams.

DraftKings、Zapier、ClickUp、Twitch和Cameo等公司都依赖Eppo来驱动他们的实验。

Companies like DraftKings, Zapier, ClickUp, Twitch, and Cameo rely on Eppo to power their experiments.

无论你在哪里工作，进行实验正变得越来越重要，但目前还没有任何商业工具能与现代增长团队的技术栈无缝集成。

Wherever you work, running experiments is increasingly essential, but there are no commercial tools that integrate with a modern Grow Team stack.

这导致了时间浪费在开发内部工具上，或试图通过笨拙的营销工具运行自己的实验。

This leads to waste of time building internal tools or trying to run your own experiments through a clunky marketing tool.

当我还在Airbnb时，我最喜爱的一件事就是我们的实验平台，我能够按设备类型、国家、用户阶段来切片和分析数据。

When I was at Airbnb, one of the things that I loved most about working there was our experimentation platform, where I was able to slice and dice data by device types, country, user stage.

Eppo不仅能做到这些，还能更快地提供结果，避免繁琐冗长的数据分析周期，并帮助你轻松找到任何问题的根本原因。

Eppo does all that and more delivering results quickly, avoiding annoying prolonged analytic cycles, and helping you easily get to the root cause of any issue you discover.

Eppo让你超越基本的点击率指标，转而使用你的核心指标，如激活率、留存率、订阅和支付。

Eppo lets you go beyond basic click through metrics and instead use your North Star metrics like activation, retention, subscription, and payments.

Eppo 支持在前端、后端、电子邮件营销甚至机器学习模型上进行测试。

Eppo supports test on the front end, on the back end, email marketing, even machine learning claims.

前往 geteppo.com 了解 Eppo。

Check out Eppo at geteppo.com.

那就是 geteppo.com，让你的实验速度提升十倍。

That's geteppo.com and 10 x your experiment velocity.

你对麦肯锡金字塔原理有什么看法？

What's your take on the Minto Pyramid Principle?

我不知道你有没有考虑过这个。

I don't know if you think about that.

好的。

Okay.

是的。

Yeah.

因为是的。

Because Yeah.

因为有一个建议是，先给出结论，然后再解释原因。

Because there's a recommendation of just, start with the conclusion and then explain why.

你说有时候这样有效，有时候则不然。

And you're saying sometimes that's effective, sometimes not.

也许在是的。

Maybe in yeah.

然后我

And then I

有时候是有效的。

Sometimes it's effective.

所以明托原则非常出色。

So the Minto Principle is amazing.

比如，她提到的是横向思维和纵向思维吗？

Like, she's got the, was it horizontal and vertical thinking?

所以你的主要段落或主要章节标题应该相互呼应，而所有的幻灯片都应支持它们。

So your main segues or your main section head should add up, and then all the slides should support it.

还有，它的结构是怎样的。

And then also, how the construct of it is.

当你先陈述结论时，这对高管来说是非常有效的方式。

And when you're when when you state the conclusion first, that's a great thing to do with execs.

在融资时，这也是非常有效的方式。

It's a great thing to do when you are fundraising.

有一种特定的受众群体，这种方式对他们很有效。

There's a certain type of an audience that that works for.

但也有其他类型的受众，他们需要被引导去渴望这种未来状态，你需要更长的时间来展开说明。

There's other audiences where they really need to be taught to long for this future state, and you need longer to unpack it.

所以你之所以要先提出结论，其中一个原因就是特别是在融资轮次中。

So one of the reasons you would start with the conclusion is, especially in a funding round.

不过，我对结论或结果的理解与她描述的不同，因为我会说，你应该从一种新的幸福状态开始。

Now my version of a conclusion or a result or is different than how she describes it because I would say you start with a new bliss.

所以，如果你在寻求融资，你会说：‘今天我要和你们分享一些东西’，然后阐述你的解决方案如何提升人类的福祉。

So if you're trying to raise funds, you would say, I'm gonna share you some share with you something today that and you share how your solution increases human flourishing.

它必须与人性以及你要解决的重大问题、人类如何解决这些问题、人类整体将如何受益联系起来。

Like, it needs to be tied to the humanness and the big problem you're gonna solve and how human solve and how humankind will benefit.

这与顾问只是出现并说‘嗨’完全不同。

Well, that's different than just, like a consultant would show up and say, hi.

我有一份800页的演示文稿，它的结果就是这些。

I have this 800 page deck, and the results of it are this.

让我们来深入分析一下。

Let's unpack it.

这是一种完全不同的表达方式。

It's just a completely different motion.

我们使用的是三幕式故事结构，这也大不相同。

And we use a three act story structure, that's quite a bit different too.

但这项工作很扎实，它的基础有点像我的工作。

But, that work is solid, and it was based kinda like my work.

她的工作是长期深入钻研麦肯锡的思维模式，而我的工作则是横向考察全球35家表现最出色的、曾是我们的客户的品牌。

Her her work was based in going super deep in Mackenzie's thinking over time, whereas my work is going laterally across the 35 highest performing brands in the world that have been our customers.

所以我横向研究了所有这些品牌，然后提出了更注重故事性、适用于更广泛公司场景的解决方案。

So I went laterally across all those brands and then and then come up with solutions that are based more in story and are based in a broader, a bit of broader application across companies.

但我对那项工作充满敬意。

But I have tons of respect for that body of work.

太棒了。

Awesome.

我们会附上我写的一篇关于这个概念的文章，供想深入了解的人参考。

And we'll link to, I wrote a post about this whole concept for folks that wanna dig deeper.

关于实际幻灯片制作，再问一个问题。

Maybe one more question around tactical slide stuff.

我知道大家经常问你这类问题，但我实在忍不住。

And I know this is like people ask you about this stuff all the time, but I can't help it.

你坐在那里试图制作几张幻灯片时，还有什么其他建议吗？

I guess just any other tips for just, like, you're sitting there trying to create a couple slides.

还有什么其他要点是人们应该记住，以便让幻灯片更有效果的？

Like, what else maybe people should keep in mind to make it effective?

假设这是为一场小型会议准备的。

And let's say this is for, a small meeting.

是的。

Yeah.

这是个好问题。

I that's a good question.

我认为，如果这确实是会议中的一个重要观点，那就先花点时间思考一下。

I think that if do some thinking first if it if it's important, like, if it's an important point of the meeting.

嗯。

Mhmm.

我的团队被教导要先随手画一画，稍微换个环境。

My team is taught to just kinda sketch, change your environment up a little bit.

很多人一上来就打开演示文稿，但这种方式非常线性。

A lot of people will fire up the deck, which is very linear.

就是做一张幻灯片，然后第二张，第三张。

It's like make one slide, second slide, third slide.

所以先花一分钟思考和规划一下。

So just think and plan for a minute.

我们通常会画类似故事板的东西。

And, we tend to draw, like, storyboards.

就是说，好吧。

It's like, okay.

第一个要点，第二个要点，第三个要点，或者干脆先好好想想。

The first point, the second point, the third point, or the you know, just think first.

它可以是纸质的或数字的，比如在你所有演示文稿前面放一页纸。

It could be analog or digital, like put a page in front of all your decks.

就只是几个方框。

It's just boxes.

先把叙事理清楚。

Just just get the narrative right.

当你真正打开软件时，才需要思考：哪种幻灯片类型最能传达这一点？

And then when you actually open up the software, that's where you have to think about what are the what's the slide type that will convey this the most?

这是一个表格吗？

Is it a table?

放一个表格。

Put a table.

特别是对于项目经理来说，你必须传达密集的项目信息、项目情况和产品信息，而这必然伴随着信息密度。

Especially for, like, program managers, you have to convey dense project information, program information, product information, and that comes with density.

所以，如果你和同事在同一个房间里，每个人都是团队成员，都有自己的一套简写和工作方式，那就把那个共同的幻灯片放出来。

So if you're in a room with your peers and everyone in the room is a team and everyone has their own shorthand and way of working, put that common slide up there.

那个团队常用的幻灯片对外界来说可能信息密集，但每个人都习惯使用它。

That common slide for that team might be dense to the outside world, but it but everyone's used to using it.

所以，使用一个大家熟知且普遍接受的框架、幻灯片、表格或Excel表格并没有任何坏处，因为你是在围绕一个流程达成一致。

So there's no harm in using a commonly known, commonly acceptable framework or slide or table or Excel spreadsheet because you're aligning around a process.

所以，别觉得每次会议都得放一些萌猫的电影级图片，那样根本帮不上忙。

And so don't feel like every single meeting needs, like, cinematic pictures of kittens because that's not gonna get you anywhere.

你的目标是推动目标前进，这意味着你的幻灯片可能会更密集。

You're trying to move an objective along, and that does mean that your slides might be more dense.

有时，内部幻灯片包含更多关键信息，这些信息对于推动产品或流程进展至关重要。

And sometimes internal slides have a lot more important information that needs to be on it to kick a product along or kick a process along.

你刚才谈的是流程，这正好引出了我想问的一个问题：当你帮助一家公司打造出色的演示文稿时，你的流程是怎样的？

You're just talking about process, and that is a great segue to a question I wanted to ask is just what is your what is your process look like when you're working with a company to help them craft an awesome presentation?

是的。

Yeah.

对。

Yeah.

有趣的是，我现在不需要再做这么多事了。

It's funny because I I don't have to do this much anymore.

我已经大约十五年没做过这件事了，这很好。

I haven't done I haven't done it for about fifteen years, which is nice.

我有一支出色的团队，包括策略师、撰稿人、概念思考者和富有创意的设计师。

I have a gorgeous team of strategist writers, conceptual thinkers, beautiful design curious.

教练。

Coaches.

是的，就是这样。

It's a yeah.

我知道。

I know.

我会接受指导。

I get I get coached.

这很有趣。

I get it's fun.

我的书看起来确实很棒，但这不是因为我，而是因为我身边总有一群人在做着非常出色的工作。

I I I definitely my books look awesome, not because of me, but because I'm followed around by people that are do really gorgeous work.

但你知道，我们内部以及有时对客户使用的说法是：我们做演示的方式就像皮克斯制作电影一样。

But, you know, the the phrase that we use internally and sometimes with customers is, we we make presentations the way Pixar makes movies.

这和我们帮助那些身处关键时刻、此事对他们而言至关重要的人的方式非常相似。

And that's very similar to the way we get somebody that has this high stakes moment where it's it's a big deal in this moment.

你必须在这一刻赢得胜利，才能推动事情向前发展。

You have to win in the moment to push things along.

所以我们确实这么做了。

And so we do.

我们 literally 构建叙事、提炼核心理念、撰写脚本，并可视化某些关键场景。

Like, we literally craft a narrative, craft the big idea, craft the script, and visualize certain moments.

我们开始规划它。

We start to map it out.

我们开始将其分块处理。

We start to chunk it out.

然后，当你们真正打造一个革命性的模型时，比如一个能驱动所有网络资产的模型，很多人没有意识到，这些内容其实最初是以想法的形式出现在演示中的。

And then big models, sometimes when you're really making a revolutionary model, one that could drive all the web assets, a lot of that stuff people don't realize actually happens in the presentation first as an idea.

因此，我们有时也会立即开始处理一些关键模型，并在公司内部传播，因为每个人都需要就这些内容达成共识。

So sometimes we'll start working on some of the key models right away too, and we start to circulate that around the company because every everyone has to build consensus around it.

所以，有时会有多个并行的行动在同时进行。

So sometimes there's multiple motions happening at the same time.

比如，我们先来草拟一下这个。

Like, let's sketch this.

你离开。

You go away.

你和这个部门合作。

You work with this department.

你试着解决这个问题。

You try to get this settled.

你把那个安排好。

You get that set.

你搞定这个。

You get this.

你明白吗？

You know?

然后最终它会被重新组装起来，是的。

And so and then it gets reassembled, yeah, at the end.

接着，叙事部分就是不断打磨，把所有问题都解决掉。

And then the narrative is work where you work all the kinks out.

当他们站出来陈述时，就会说：是的。

And then when they stand and deliver, it's like, yes.

这是配音轨，所有这些流程都为此提供了支持。

The it's the voice track, that all the all that process supported.

还有其他时候，我们会制作报告，比如在幻灯片文档中；曾经有一段时间，我们接触过一家跨国公司的高管，名字就不提了。

And then other times, we're building a report in a slide doc or, there there was a time where we had a multinational, a head of a multinational company that will remain nameless.

而负责整个印度业务的那个人打算过来，向首席执行官申请一亿美元的预算。

And and the guy that was head of all of India was gonna come over here and petition the CEO for a $100,000,000 $100,000,000 budget.

这可不是小事。

It's nontrivial.

他来了之后就说：好吧。

And he comes and is like, okay.

我需要你们帮我润色这五页幻灯片，然后他就把这五页发给我们了。

I need your help with these five slides, and he just sends us the five slides.

我们当时就说：嗯，一亿美元啊。

And we're like, well, yeah, a 100,000,000.

这可真不少。

That's kind of a lot.

你真的想在你和CEO之间插入技术吗？

You really wanna put technology between you and the CEO?

在你向他申请这笔资金的关键时刻，你真的想并排坐着，俩人都盯着电脑屏幕吗？

Do you really wanna sit side by side and both be looking at a computer in this moment where it's like you're petitioning him for?

这是一大笔钱。

That's a lot of money.

他却说，是的。

And he's like, yeah.

你说得对。

You're right.

所以我们做了一个他能在脑海中构建的心理模型，这个结构简单而清晰。

So what we did is we made a mental model he could hold up in his head, and the structure was so simple and clear.

然后有三个时刻，我们觉得，干脆拿张纸或者去白板前，直接在他面前画出来。

And then there was three moments where we're like, just, I don't know, just grab a piece of paper or go to a whiteboard and just start to draw in front of him.

让他看到你的眼睛。

Let him see your eyes.

让他与你有眼神交流。

Let him have eye contact.

让他看到你的热情。

Let him see your passion.

别只是冷淡地盯着这台电脑。

Like, don't be dispassionately looking at this computer.

他这么做了，然后给我们打了电话。

And he did it, and he called us.

他说：‘我拿到一亿美元了。’

And he's like, I got my $100,000,000.

你知道吗？

You know?

所以，就是这些时刻，你必须意识到：等等。

So it's just those moments that it's just those moments where you have to realize, wait.

等等。

Wait.

等等。

Wait.

等等。

Wait.

我需要准备一份演示文稿吗？

Do I need a deck?

我在跟谁说话？

Who am I talking to?

这是一套标准化的流程吗？同样的方法每次都能奏效吗？

And should I should I is this a cookie cutter thing, and is the same process work every time?

不。

No.

所以每次我们解决问题时，情况都完全不同，我们会努力让它贴合演讲者及其听众的独特需求。

So every time we solve something, it's very different, and we try to make it unique to the presenter and the audience that they're speaking to.