Last year, there was a new colleague who conducted product learning according to the team's training plan, and gave a product presentation a week later. The effect of the first explanation was very poor. Although he prepared two major manuscripts, he gave email list up after only 15 minutes of speaking when he was actually off-script.
Then I gave him another day to prepare. I found him practicing in the conference room that day, drawing over and over on the blackboard. Naturally, the second explanation can pass the test.
So even if we prepare outlines, manuscripts, and even PPT notes. When it is officially explained, if there is no multiple drills, the effect will not be good.
After many demanders have a preliminary understanding of their business in the early stage, they can successfully complete an explanation after many exercises. However, in the process of answering questions, there are still many questions that I do not know how to answer.
Being able to do a well-prepared explanation is only the first step [proficiency]. The real second step [master] requires a long time of accumulation, thinking, and comprehensive answering questions. Pick.
It is also easy to fall into a vicious circle of thinking and fail to fully discover the problem. Therefore, communicate more with colleagues in various positions within the team. Look at their awareness, understanding, and questions about this need. So that you can refine your ideas in the process.
At the same time, during the repeated practice mentioned in the previous paragraph, you can also think synchronously, where you talk about, what questions the audience may ask, and how should I answer them. Especially how to solve the doubts in the design process, others are likely to have similar problems.
Moreover, different audiences have different concerns and ask different questions. We should think from as many angles as possible to prepare for emergencies.
The real bosses must have experienced dozens or even hundreds of explanations, absorption, and thinking in different scenarios, different groups, and different businesses before they develop the ability to adapt to changes.
As the so-called "well-informed".