Risky Communications      When Trust Is Low       & Emotions High                     1
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Your TurnName 3 traits of greatbosses & leaders. Put eachtrait on a different stickynote & post on wall.                  ...
Name traits of greatbosses/leaders
What observationscan you make?
Listener, friendly,empathetic, leader
authentic, visionary,communicator
3 Domains of Competency:IQ, Technical & EQ
3 Domains of Competency:IQ, Technical & EQ
CHART:    The number of times  individuals who becamepresident or CEO displayed     EQ competencies, compared with those w...
EQ Competencies Frequency ShownSelf-control    7X
EQ Competencies Frequency ShownSelf-control    7XEmpathy         3X
EQ Competencies Frequency ShownSelf-control    7XEmpathy         3XTeamwork        2.5X
EQ Competencies Frequency ShownSelf-control    7XEmpathy         3XTeamwork        2.5XSelf-confidence 2X
EQ Competencies Frequency ShownSelf-control    7XEmpathy         3XTeamwork        2.5XSelf-confidence 2XAchievement      ...
Cognitive      FrequencyCompetencies   ShownAnalytical               1.2XThinkingConceptual               1.5XThinking
Emotional Intelligence:            an ability or            capacity to            perceive, assess            and manage ...
Emotional Intelligence:            Emotional            Quotient (EQ)
LeadershipRests on 3 Core EQCompetenciesPersonal Leadership
EQPersonal LeadershipSelf-awareness
EQPersonal LeadershipEmotional ManagementSelf-awareness
EQPersonal LeadershipEmotional ConnectionEmotional ManagementSelf-awareness
Our emotions havethe potential to getin the way of ourmost importantbusiness andpersonalrelationships.
A lack ofEQ is the   main reasonpromising careers  derail.
A high critical levelof EQ is #1 reasonsuccessful leaders  outperform the   average ones.
Nearly one-third of currentmanagers & executives are  severely lacking in EQ  management abilities.        (HRFocus)
Your TurnClose your eyes & imagine                        36
FightFlight
Our minds are hard-wired essentially as theywere in the Stone Age as we cope with theworld & its threats just as our ances...
1. Can I eat it?2. Will it eat me?3. Can I mate   with it?
Fighting             Feeding              FleeingReproductive behavior
Because of the furious pace of change in   business today, difficult to manage relationships sabotage more business than a...
People who feel stress, threatened or put at riskbeyond their control,
People who feel stress, threatened or put at riskbeyond their control, lose up to 80% of theirability to process informati...
The remaining 20% is dedicated to personalissues.
We react to perceived threats rather than reality.
Our level of stress during change isproportional to our level of perceived threat.
Your Turn   In the article you read,       Communicating   Organizational Change,what stuck with you, the most?           ...
Your Turn   In the article you read,       Communicating   Organizational Change,what stuck with you, the most?           ...
Your TurnWhat is a risk? Define risk.                               53
Risk: possibility of suffering injury, harm
Experts: risk = risk assessment
Non-experts: risk = risk assessment +factors of fear, outrage and loss
Our perception is reality, regardlessof the facts.
3 Key Messages For CommunicationP=R
3 Key Messages For CommunicationP=RPerceptions = Reality
Information perceived as real hasreal consequences.
Information perceived as real hasreal consequences.Message received is message sent.
Information perceived as real hasreal consequences.Message received is message sent.Perceptions form quickly; beliefsmore ...
Page TipsHit Theory Of Belief FormationOnce formed, abelief is verydifficult orimpossible tochange.
Page TipsHit Theory Of Belief FormationFourunansweredcredible hits =belief.
Page TipsHit Theory Of Belief FormationLess than fourhits = opinion.
Page TipsHit Theory Of Belief FormationA hit from oneside can benegated by a hitfrom the otherside.
Page TipsHit Theory Of Belief FormationAfter firstsignificant hit,48 hrs of activeinformationsearch.
Perceptions, not reality, determinethe direction and intensity of one’sreactions and behaviors.
Perceptions not reality determine thedirection and intensity of one’sreactions and behaviors.Organizations should learn to...
Your Turn          How does    Perceptions = Realityimpact your member messaging  when dealing with change?               ...
3 Key Messages For CommunicationP=RG=T+C
3 Key Messages For CommunicationG=T+CGoal = Trust + Credibility
Goal is to produce informed stakeholdersthat are involved, interested, reasonable,thoughtful and solution oriented.
Goal is to enable two-way conversationbased on trust and open exchange ofdialogue.
Grounded on knowledge & understandingof stakeholders’ perceptions.Means organizations should learn tomanage the perception...
Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly...
Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy                                      78
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy    30 seconds                                      79
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy    30 seconds    Listening                                ...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy    30 seconds    Listening    Direct, face to face        ...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy    30 seconds    Listening    Direct, face to face    Elec...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise                                    ...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness                 ...
4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness4. Dedication/Com...
4 Primary Factors Impacting Trust &Credibility                                      86
4 Primary Factors Impacting Trust &Credibility          Caring/Empathy - 50%                                      87
4 Primary Factors Impacting Trust &Credibility           Caring/Empathy - 50%         Competence         & Expertise      ...
4 Primary Factors Impacting Trust &Credibility           Caring/Empathy - 50%         Competence         & Expertise    15...
4 Primary Factors Impacting Trust &Credibility           Caring/Empathy - 50%         Competence             Commitment   ...
Non-verbal communication
Non-verbal communicationwhen trust low & concerns high50%-75% of message content
Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticed
Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negativ...
Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negativ...
Answering difficult questions
Answering difficult questions1. Express empathy or concern
Answering difficult questions1. Express empathy or concern     Males - 25% of answer
Answering difficult questions1. Express empathy or concern     Males - 25% of answer     Females - 10% of answer
Answering difficult questions1. Express empathy or concern     Males - 25% of answer     Females - 10% of answer     Enhan...
Answering difficult questions1. Express empathy or concern2. Provide facts
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion         Be posit...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion         Be posit...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion      2b. Provide...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion      2b. Provide...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion      2b. Provide...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion      2b. Provide...
Answering difficult questions1. Express empathy or concern2. Provide facts      2a. Start with conclusion      2b. Provide...
Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action      3a. Describe comm...
Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action      3a. Describe comm...
Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
Your Turn - AMembership is upset that you’ve  changed requirements for  membership. How will you   address their concern? ...
Your Turn - BWe have no say in who gets   elected to the Board OfDirectors. It’s a scam and we      don’t get any vote!   ...
Your Turn - CThe Executive Director just said we have to cut our budgets by 30% or let people go! She/He doesn’t care abou...
3 Key Messages For CommunicationP=RG=T+CC=S
3 Key Messages For CommunicationC=SCommunication = Skill
3 Key Messages For CommunicationP=RG=T+CC=S
Your Turn What Is Conflict? Why doorganizations have conflict?                               120
Conflict is an emotional response todifferences of opinion.C=SCommunication = Skill
Happens when 1, 2, or more, people are notgetting their needs, wants or expectations met.
Usually occurs when someone wants change tohappen.
Assumptions about conflict.
Assumptions about conflict.Not about right or wrong.
Assumptions about conflict.Not about right or wrong.Conflicts & disagreements develop. It’s howwe understand, resolve and ...
Assumptions about conflict.Some can be minimized.
Assumptions about conflict.Some can be minimized.Using risk communication can preventconflicts from ballooning into unnece...
Assumptions about conflict.There are many ways to resolve conflict.
Assumptions about conflict.There are many ways to resolve conflict.A conflict’s resolution does not have toresult in a win...
Your TurnWhen is conflict constructive?                             131
Conflict is constructive when it:
Conflict is constructive when it:Clears up important issues.
Conflict is constructive when it:Clears up important issues.Results in the solution to problems.
Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s invol...
Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s invol...
Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s invol...
•    Kuzeytac              •   Nettsu              •   AraPehlivanian•   Pink Sherbert          •   CPThuh              • ...
jhurt@velvetchainsaw.com   velvetchainsaw.com        @JeffHurt
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
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Risk Communications: When Trust Is Low And Emotions Are High

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Risk Communications: When Trust Is Low And Emotions Are High

  1. 1. Risky Communications When Trust Is Low & Emotions High 1
  2. 2. 2
  3. 3. 3
  4. 4. 4
  5. 5. 5
  6. 6. 6
  7. 7. Your TurnName 3 traits of greatbosses & leaders. Put eachtrait on a different stickynote & post on wall. 12
  8. 8. Name traits of greatbosses/leaders
  9. 9. What observationscan you make?
  10. 10. Listener, friendly,empathetic, leader
  11. 11. authentic, visionary,communicator
  12. 12. 3 Domains of Competency:IQ, Technical & EQ
  13. 13. 3 Domains of Competency:IQ, Technical & EQ
  14. 14. CHART: The number of times individuals who becamepresident or CEO displayed EQ competencies, compared with those who were passed over.
  15. 15. EQ Competencies Frequency ShownSelf-control 7X
  16. 16. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3X
  17. 17. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5X
  18. 18. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5XSelf-confidence 2X
  19. 19. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5XSelf-confidence 2XAchievement 2XOrientation
  20. 20. Cognitive FrequencyCompetencies ShownAnalytical 1.2XThinkingConceptual 1.5XThinking
  21. 21. Emotional Intelligence: an ability or capacity to perceive, assess and manage the emotions of ones self and of others
  22. 22. Emotional Intelligence: Emotional Quotient (EQ)
  23. 23. LeadershipRests on 3 Core EQCompetenciesPersonal Leadership
  24. 24. EQPersonal LeadershipSelf-awareness
  25. 25. EQPersonal LeadershipEmotional ManagementSelf-awareness
  26. 26. EQPersonal LeadershipEmotional ConnectionEmotional ManagementSelf-awareness
  27. 27. Our emotions havethe potential to getin the way of ourmost importantbusiness andpersonalrelationships.
  28. 28. A lack ofEQ is the main reasonpromising careers derail.
  29. 29. A high critical levelof EQ is #1 reasonsuccessful leaders outperform the average ones.
  30. 30. Nearly one-third of currentmanagers & executives are severely lacking in EQ management abilities. (HRFocus)
  31. 31. Your TurnClose your eyes & imagine 36
  32. 32. FightFlight
  33. 33. Our minds are hard-wired essentially as theywere in the Stone Age as we cope with theworld & its threats just as our ancestors did.
  34. 34. 1. Can I eat it?2. Will it eat me?3. Can I mate with it?
  35. 35. Fighting Feeding FleeingReproductive behavior
  36. 36. Because of the furious pace of change in business today, difficult to manage relationships sabotage more business than anything else - it is not a question of strategy that gets us into trouble; it is a question of emotions. John Kotter, Harvard Business School
  37. 37. People who feel stress, threatened or put at riskbeyond their control,
  38. 38. People who feel stress, threatened or put at riskbeyond their control, lose up to 80% of theirability to process information.
  39. 39. The remaining 20% is dedicated to personalissues.
  40. 40. We react to perceived threats rather than reality.
  41. 41. Our level of stress during change isproportional to our level of perceived threat.
  42. 42. Your Turn In the article you read, Communicating Organizational Change,what stuck with you, the most? 51
  43. 43. Your Turn In the article you read, Communicating Organizational Change,what stuck with you, the most? 52
  44. 44. Your TurnWhat is a risk? Define risk. 53
  45. 45. Risk: possibility of suffering injury, harm
  46. 46. Experts: risk = risk assessment
  47. 47. Non-experts: risk = risk assessment +factors of fear, outrage and loss
  48. 48. Our perception is reality, regardlessof the facts.
  49. 49. 3 Key Messages For CommunicationP=R
  50. 50. 3 Key Messages For CommunicationP=RPerceptions = Reality
  51. 51. Information perceived as real hasreal consequences.
  52. 52. Information perceived as real hasreal consequences.Message received is message sent.
  53. 53. Information perceived as real hasreal consequences.Message received is message sent.Perceptions form quickly; beliefsmore slowly
  54. 54. Page TipsHit Theory Of Belief FormationOnce formed, abelief is verydifficult orimpossible tochange.
  55. 55. Page TipsHit Theory Of Belief FormationFourunansweredcredible hits =belief.
  56. 56. Page TipsHit Theory Of Belief FormationLess than fourhits = opinion.
  57. 57. Page TipsHit Theory Of Belief FormationA hit from oneside can benegated by a hitfrom the otherside.
  58. 58. Page TipsHit Theory Of Belief FormationAfter firstsignificant hit,48 hrs of activeinformationsearch.
  59. 59. Perceptions, not reality, determinethe direction and intensity of one’sreactions and behaviors.
  60. 60. Perceptions not reality determine thedirection and intensity of one’sreactions and behaviors.Organizations should learn tomanage the perceptions they give.
  61. 61. Your Turn How does Perceptions = Realityimpact your member messaging when dealing with change? 70
  62. 62. 3 Key Messages For CommunicationP=RG=T+C
  63. 63. 3 Key Messages For CommunicationG=T+CGoal = Trust + Credibility
  64. 64. Goal is to produce informed stakeholdersthat are involved, interested, reasonable,thoughtful and solution oriented.
  65. 65. Goal is to enable two-way conversationbased on trust and open exchange ofdialogue.
  66. 66. Grounded on knowledge & understandingof stakeholders’ perceptions.Means organizations should learn tomanage the perceptions they give.
  67. 67. Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly. Once lost, the most it can learn toMeans organizations should beregained is 80%.manage the perceptions they give.
  68. 68. Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly. Once lost, the most it can learn toMeans organizations should beregained is 80%.manage the perceptions they give.Most important factor of credibility – cansource be trusted? If not, perception or riskincreases 2,000 times.
  69. 69. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 78
  70. 70. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds 79
  71. 71. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening 80
  72. 72. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening Direct, face to face 81
  73. 73. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening Direct, face to face Electronic can fail 82
  74. 74. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise 83
  75. 75. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness 84
  76. 76. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness4. Dedication/Commitment 85
  77. 77. 4 Primary Factors Impacting Trust &Credibility 86
  78. 78. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% 87
  79. 79. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence & Expertise 15%- 20% 88
  80. 80. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence & Expertise 15%- 15%- 20% 20% Honesty & Openness 89
  81. 81. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence Commitment & Expertise 15%- & Dedication 15%- 20% 15%- 20% Honesty & 20% Openness 90
  82. 82. Non-verbal communication
  83. 83. Non-verbal communicationwhen trust low & concerns high50%-75% of message content
  84. 84. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticed
  85. 85. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negatively
  86. 86. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negativelyOverrides verbal communication
  87. 87. Answering difficult questions
  88. 88. Answering difficult questions1. Express empathy or concern
  89. 89. Answering difficult questions1. Express empathy or concern Males - 25% of answer
  90. 90. Answering difficult questions1. Express empathy or concern Males - 25% of answer Females - 10% of answer
  91. 91. Answering difficult questions1. Express empathy or concern Males - 25% of answer Females - 10% of answer Enhanced by personal story
  92. 92. Answering difficult questions1. Express empathy or concern2. Provide facts
  93. 93. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion
  94. 94. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion Be positive, address underlying issue
  95. 95. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion Be positive, address underlying issue 12-15 word soundbite
  96. 96. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts
  97. 97. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 1 involves 3 rd party endorsement
  98. 98. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 1 involves 3 rd party endorsement Includes a story
  99. 99. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 2c. Repeat the conclusion
  100. 100. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 2c. Repeat the conclusion Same as first conclusion
  101. 101. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
  102. 102. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action 3a. Describe commitment to improve
  103. 103. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action 3a. Describe commitment to improve 3b. How to get more info
  104. 104. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
  105. 105. Your Turn - AMembership is upset that you’ve changed requirements for membership. How will you address their concern? 114
  106. 106. Your Turn - BWe have no say in who gets elected to the Board OfDirectors. It’s a scam and we don’t get any vote! 115
  107. 107. Your Turn - CThe Executive Director just said we have to cut our budgets by 30% or let people go! She/He doesn’t care about my needs. 116
  108. 108. 3 Key Messages For CommunicationP=RG=T+CC=S
  109. 109. 3 Key Messages For CommunicationC=SCommunication = Skill
  110. 110. 3 Key Messages For CommunicationP=RG=T+CC=S
  111. 111. Your Turn What Is Conflict? Why doorganizations have conflict? 120
  112. 112. Conflict is an emotional response todifferences of opinion.C=SCommunication = Skill
  113. 113. Happens when 1, 2, or more, people are notgetting their needs, wants or expectations met.
  114. 114. Usually occurs when someone wants change tohappen.
  115. 115. Assumptions about conflict.
  116. 116. Assumptions about conflict.Not about right or wrong.
  117. 117. Assumptions about conflict.Not about right or wrong.Conflicts & disagreements develop. It’s howwe understand, resolve and learn fromthem that is important.
  118. 118. Assumptions about conflict.Some can be minimized.
  119. 119. Assumptions about conflict.Some can be minimized.Using risk communication can preventconflicts from ballooning into unnecessaryand less manageable sizes.
  120. 120. Assumptions about conflict.There are many ways to resolve conflict.
  121. 121. Assumptions about conflict.There are many ways to resolve conflict.A conflict’s resolution does not have toresult in a winner and a loser.
  122. 122. Your TurnWhen is conflict constructive? 131
  123. 123. Conflict is constructive when it:
  124. 124. Conflict is constructive when it:Clears up important issues.
  125. 125. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.
  126. 126. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.
  127. 127. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.Results in open communication.
  128. 128. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.Results in open communication.Serves as a release to anxiety & stress.
  129. 129. • Kuzeytac • Nettsu • AraPehlivanian• Pink Sherbert • CPThuh • dsevilla Photography • Andreas Kollegger • Xia Ming• Stuck In Customs • Mag3737 • Corporate Monkey• Minxjl • Patrick Hoesly • Funchye• Denis Collette • Danard Vincente • Mad-King• Peter Fuchs • Transcam • Bobby Gret• Green Kozi • ExpressMonorail • Stevetookit• A Germain • Pfala • twm1340• Robert Vander Steeg • Trushu • ChicagoGeek• Cornerstones of NYC • Tanakawho • Jesse Draper• Xose Castro • Markus Bollingmo • Storybehind• Bahman • Julep67 • Moriza• ArkansasSupportsPhotog • Kenjonbro • Juhansonin raphy.com
  130. 130. jhurt@velvetchainsaw.com velvetchainsaw.com @JeffHurt
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