Andrew:	This course's mission is to show you how to tell stories, to change minds, and persuade people to act. It's led by Nancy Duarte, principal of Duarte Design, which has created over a quarter of a million presentations that have shaped the perception of the world's leading brands and thought leaders. Nancy is also the author of "Slide:ology", which I have right here, and "Resonate". I'll help facilitate. I'm Andrew Warner, founder of mixergy.com, where proven founders, like Nancy, teach. Nancy, take it away.

Nancy:	Thanks Andrew, it's really great to be here. I appreciate you having me. It's interesting, the power of an idea. Because, when you say, I have an idea, what you're saying is that you can change the world in some way. So, if you look around, wherever you are right now, and you look around at everything that you can see, those things, at some point, were invisible in someone's mind, and they were just an idea. But somehow, that person communicated them in such a way that they became reality. 

And most of the ideas we have are going to change the world in some way, and each of us wants the world to be a better place. So, the power is actually in the idea itself. Now, what's interesting about an idea is it actually has a life cycle to it, and most of these ideas manifest themselves through business. And business is a lot like life. You know, we're born, we live, we die, and business kind of go through the same life cycle. They start, they grow, they mature and then they decline unless, somewhere between growing and maturing, they reinvent themselves, and then they have to reinvent themselves again. 

My own small firm, we have 100 people, we've been through four reinventions in 22 years. Because, what happens is, the needs of your customers change. What currently meets your customers' needs today might not be what meets your customers' needs in 18 months. So that means you have to kind of change your organization, change your products, change your services, modify your people, align them around being at this new place in the future, so that your company can survive and be reinvented. Well, understanding the customer needs, getting your employees to align to this new place in the future is very hard, and it takes a lot of persuasion, and it takes a lot of communication to get everybody at the right place in the future. So, the best way to persuade people and to change them is through story. 

There's something really powerful about the structure of story. For some reason, preliterate and illiterate generations, for thousands of years, have been able to tell their cultural stories and keep them in tact for thousands of years. It's this structure that we're able to recall and retell easily. The other thing about stories that's amazing is we actually get physical reactions to stories. We have physical reactions to stories that we can't even control. Our human body just reacts to it. Our eyes will dilate, our heart will race, we may get a chill down our spine. It's not very often that we feel that way with a presentation, but we can feel that way with a story. Something happens when we insert a slide in the mix, and everything is flat lined. 

I set out to determine why there is such a big dramatic gap between when a storyteller is there and you're leaning forward and your heart is racing, and suddenly, you become a presenter and everything is just dead. So, I spent two years of intensive study, an enormous amount of hours every day. And I want to walk you through kind of the discovery that I went through, because I had a story about cinema literature and screen writing, and I also have the context of all the presentations we'd done, and then I studied, also, the greatest speeches of all time. I overlaid all these things and had a whole bunch of findings that actually led to a pretty major discovery that I made. So, I want to walk you through some of the insights and then reveal to you this story structure discovery that I made. So, it seems real obvious to start with Aristotle. Every great story should have a beginning, middle and an end. But if you notice, there's a turning point where the beginning turns to the middle, and when the middle turning to the end. Every great presentation should have a beginning, middle and end. Yet, most of them don't even have this very simple, basic story structure. 

So, what is this three act story structure? Basically, the first act has this likeable hero, and then they encounter these road blocks, and there's this structure, and after that struggle, they emerge transformed. In its most simple three-part story structure, this is what happens in a story. When I started getting into hero archetypes, I got pretty excited. I thought, well, if we're overlaying story over a presentation environment. You have the presenter and you have the audience. I thought, well, it felt to me like the presenter was the central figure of the story which means they were the hero of the story because we're talking the most, their well light and they have the attention of the audience on them. But I was actually profoundly startled as I started to study the archetype to figure out that in reality the presenter's not the hero, the audience is the hero. See what happens is, if I put an idea out there for you to contend with and you reject my idea, my idea it feels. Then in reality you have all the power of the idea, on whether it lives or dies. 

And ideally, as the presenter I want you to latch on to my idea, hold it dear and run out of the room and try to change the world with it. So suddenly then, in this presenter/audience relationship, I have to approach you from stance of humility, suddenly, I'm not the most influential person in the room but the audience is. So I started to think about that, then who is the presenter in this situation, and in reality the presenter is Yoda, or the mentor. The mentor admits in movies the three things, they help the hero get unstuck, and they bring a magical gift or a special tool and that's what you're supposed to do as a presenter. You're supposed to bring incredible value to your audience whereas they feel they have the feet of someone very wise and they gained something valuable from life. 

Now, I'd be remiss to tell that story without touching on Joseph Campbell's hero's journey. Now he was a drama, a mythologist excuse me, he traveled the world and studied most of all cultures greatest stories. And when he overlaid all these cultural stories, a pattern emerged, an eighteen part story pattern. I want to go over a few parts of this pattern with you. So, every hero starts out in an ordinary world. They're just going along their average day and something happens to them, suddenly their like, oh my gosh, I need to contend with this, my world would become out of balance. And initially, they are confused. 

They're like, you know what, I don't want to jump in to all this drama. But then they meet with the mentor and the mentor gets them to cross the threshold. Now this is the same thing you need to do as a presenter. Your audience walks into your world; you're going to give them some challenging information. Their initially going to be like, wait a minute, I don't agree with Nancy, or I don't agree with that presenter, but as you keep meeting with them they'll eventually cross the threshold from their perspective over into your perspective in the special world where your idea exists. 

Because when I came across Freytech's dramatic structure I got really excited because it was a shake. The stuff Raytag wrote was that you wrote drama and studied drama. He believed a story had a 5 act structure, which was an exposition, a rising action, a climax, a falling action and a denomal [SP], or the unraveling. And, I love that it was a shape. I was like, you know what, if great presentations had a shape what shape would they be? Are there shapes that the greatest communicator's have used and what happens after setting story and all that, I came to my office and I drew a shape. I was like, oh my goodness; I think this is the shape. It just felt like the shape. 

So I took this shape, I overload it over two completely opposite types of communication, and it worked. So, I took Martin Luther King's, I Had a Dream Speech, which is a brilliant piece of oratory. I took Steve Jobs 2007 iPhone launch speech and it worked. So, you, what the shape was that I discovered that day. I think it's amazing, um, I will go through it with you, but this is the shape that you should draw on a piece of paper before you start writing any presentation.

So, it has a really clear beginning, like every presentation should have a beginning, middle and end. The beginning that the greatest communicators have used is they establish what is. And then they contrast that with what could be, making that gap dramatically clear. Now this gap between what is and what could be is like the Encida incident, or the call to action in movies. Suddenly this is the thing that brings their world out of balance cause you're establishing here's what is, and they should pretty much, the audience should be agreeing, yeah, that is what is, yep. That is what is, they should be like, that's what is. And then when you introduce what could be, this new thing in the future, they should be like, wait a minute, you know, that's interesting but you're going to have to lure me over. 

Well, the middle moves back and forth. Here's what is, here's what could be, as a structural device. So, what you're doing is you're contrasting what is and what could be. And by doing that, it's making what is not that appealing and it's making what could be very alluring. It's just this powerful tool of contrast to draw them to this place you want them to be in the future.

Now the last turning point there is a call to action, and every presentation should have a call to action, but you should never stop at the call to action, because you don't want to end with this laundry list of things to do. Because there's a principle of brievancy [SP] that states that people will remember the last thing you said, more than they will remember the beginning or the middle. You want that last thing you say to be unbelievable. So to conclude a great talk, you need to describe the new bliss, the new norm, you're proposing, how utopian is the world going to be with your product adopted, how amazing is the company going to be if we all rallied around this initiative. You need to describe what's going to happen in a very blissful and appealing way, so people will remember how glorious it is, if they align with your ideas.

So, once I had the shape, I realized I could use it as an analysis tool, I started to transcribe everything, every page that I thought was great, all kinds of things. I want to show you though, the two speeches that I analyzed that day, that I uncovered the forum. This is the shape that all the greatest communicators use, average communicators not so much, so.  

First, I want to review with you, the Steve Jobs 2007 iPhone launch. He changed the world, definitely, he changed the computing industry, gutted the music industry and completely changed the way we interact with devices. I want to show you the shape of his 90 minute long iPhone launch. There are not very many CEOs that can sustain the engagement of an audience for 90 minutes, I don't know a single one, other than Mr. Jobs' ability to do that.

So here's the shape of his 90 minute talk, you can see he starts off establishing what is, he's back and forth between what is and what could be, ending with the new bliss. So, let's zoom in on this. The white line is him speaking over time, you can see he cuts to video a few times in the intro. Then he demos his product, and then later when I scoot across, you'll see he brings guest speakers up.

So, what Mr. Jobs is doing is mixing it up, it's not just him doing this one way dialogue, around his material. He's making what's going on, on stage, very interesting and mixing it up a bit. So you can see what's interesting here is each one of these vertical tic marks, is where the audience laughed, and each one of these vertical tic marks is where the audience clapped. This is a lot of physical reaction, we talked about story eliciting a physical reaction, the audience is physically reacting to Mr. Jobs, in almost 30 second increments. That is amazing, they're actually feeling something, during this talk.

So when he first establishes what could be, he says this is the day I've been looking forward to for 2 1/2 years. The fact that Mr. Jobs knew about the iPhone for 2 1/2 years, is what makes this next tic mark particularly interesting. He's known about this product, he's tested, he's used it, he's very familiar with it. This vertical tic mark is how many times Mr. Jobs marveled at his own product. So he's already known about it for a couple of years, he loves it, his passion for his product comes out. Because he's saying, isn't this awesome, isn't this great.

Mr. Jobs is modeling for us, how he wants us to feel towards his product. So then he say's every once in awhile a revolutionary product comes along that changes everything, and it has changed everything. Now, it stays white up until this point. Mr. Jobs has only projected pictures of the phone, he's showing here's a little hole that does that, this little button does this, and it's off, basically, he's just showing slides of the phone. 

He did that on purpose, because  it's at this moment, when it turns to orange, that created the star moment of the whole key note, and the star moment is an acronym for Something They'll Always Remember. This is when Mr. Jobs turned the phone on, you can actually hear a collective gasp from the audience, aahh, when everyone saw scrolling for the first time. They knew that he had truly made a revolutionary new product. 

So if you scoot across, you can see some blue at the top, that's Larry Page, CEO, Google CEO, then you see a long black screen at the bottom, that's when the AT&T CEO came up, and it was awful. He read off of a 4x6 card, he repeated everything that had been said, he brought nothing new to the table, he took way too long. No laughing, no clapping, no marveling going on, the whole time he's up. Then you can see there's a break in the line there. 

That's when they had a technical malfunction, the clicker broke, in the hand-off from AT&T back to Mr. Jobs. So, what does the greatest business communicator of all time do when there's a technical malfunction? He tells a personal story. He filled the time by telling a story about how he and Steve Wozniak, used to do television jamming, when they were in college, and when the students got up to adjust their television signal they thought something they were doing,  contorting their body was controlling the signal. Very funny, and then he ends with the new bliss.

He gives a quote. He said there's an old Wayne Gretzky quote that I love, I skate to where the puck is going to be, not to where it's been. We have always tried to do that at Apple from the very beginning, and we always will. Mr. Jobs is making us a promise, they will continue to make revolutionary products in the future. That's controlling the bliss. 

So when I looked at Dr. Martin Luther King, who was an amazing advocate for civil rights and a very big voice that actually transformed all the country. He gave a 16 minute long "I have a dream" speech, and this is the shape of that speech. You can see he starts off with "what is", moves back and forth between "what is" and "what could be" and things with a new list. 

Now, this is when I want to stretch out instead of zooming in because I want to actually put the transcript of his talk in here so you can see how I move things from "what is" to "what could be". The pro's there. I actually will align to one side "what is" and align to the other side "what could be". But, interestingly Dr. King was a Southern Baptist creature, and he did these long dramatic pauses in between each one of his bursts. He would do a burst of beautiful prose, and then he would take a long pause. So, at each pause I did a line break.  

If you look at the shape of his actual speech, it looks much more like poetry or prose, and that's what partially made it so beautiful. So, I want to cover up his prose here with a gray bar and use it as an information device. And so, we could look at how he talked through his material. 

Everywhere you see a blue bar, that's where he used repetition. The actual rhetorical device is repetition. Say it once, say it once, say it a third time which creates emphasis. You're emphasizing this point by repeating it.

All of the pink, which is just really dramatic through the whole piece, these are visual words and metaphors. It's like Dr. King was painting his words like a scene. He uses carefully crafted words to convey his message. It's kind of funny because I think if he could have had slides that day his speech wouldn't be one of the most historically beautiful speeches of all times. 

So, the green batch is familiar songs, hymns and literature which we'll address more towards the end, and then the gold bars are everywhere he made a political reference. This was a politically heated time. He is standing in the Mall in D.C., in front of the Lincoln Memorial, and he's basically telling the politicians you have broken your promises to the Constitution. You've broken your promises of the Declaration of Independence and rightly so. That's partially what makes this so powerful. 

He stays in "what is" for quite some time until the very end. He uses a visual metaphor, and he says, "America has given the Negro people a bad check, a check that has come back marked insufficient funds." So, that's like a call, and this is the first time the audience really roared and clapped. His response call was actually when the audience went nuts for the first time. He says, "We have come to cash this check, a check that will give us on-demand the riches of freedom and the security of justice."

He used a metaphor that is familiar to all of us. Nobody wants to have no money in the bank. We don't want insufficient funds, so he talked about insufficient funds and freedom. This was very powerful because they actually liked screamed. This is the first time they were screaming in the actual recording. 

If you scoot across, you can see the frequency gets more and more dense and tighter. It's moving back and forth more rapidly, and this is his very famous "I have a dream" speech. So, he kicks off "I have a dream", and the first time he replies to "I have a dream" he uses a political reference. It's awesome. He says, "I have a dream that one day this nation will rise up and live out the meaning of this creed that we hold these truths as self-evident that all men are created equal. 

He moves back and forth at the phrase level between "what is" and "what could be" with his "I have a dream that one day I have a dream that one day". When you use that contrast at the phrase level, it becomes our most beloved and most cited parts of the speech which is fantastic. 

As we scoot across to the end, you can see it's more heavily riddled with green and blue. Now, green was spiritual songs and hymns and literature, and blue was repetition. So, the first batch of green was scripture from the Old Testament and the Book of Isaiah. Basically, what he was saying, if we do this, we are fulfilled in the scripture. Well, who wouldn't want that?

So, then he uses a lot of repetition. The second batch of green is a song. It's a patriotic song, My country tis of thee, sweet land of liberty, of thee I sing. It's very patriotic. What I love about him picking this song is this is the same song they use in the anti-slavery movement where they changed the words as an outcry out of rage. They would change the words to things like "My native country thee where all men are born free if white thy skin. I love thy hills and dales, but I hate thy Negro (?)." 

He picked a song that they had sung together patriotically. They had also sung it together out of rage. He knew what would unite them, and he knew what would incite them, and he used those tools to move them. So then, he repeated songs from the hymn, let it ring from New York, let it ring from Mississippi.

The third batch of green are songs from that patriotic song, and the fourth batch of green is the old Negro spiritual, "Free at last, free at last, thank God almighty I'm free at last." What Dr. King did in his very famous climax here is he said things that he knew would incite the audience, and he resonated with them there. Things they've done together, things they thought were sacred together, things that he knew were already inside of them, and he moved them there. That's the power of what made such an amazing speech.

Now the odds are really low, that you'll be able to use scriptures in your next product launch, but the principles are still true. You need to find something deep inside your audience, you need to know them well enough to touch them inside there, with something that is already resonates inside of them, and that's what resonating really is. Dr. King had to make a lot of sacrifices, of his ideas to become reality. [inaudible], his dad was a letter opener, and he ultimately gave his life for what he believed was true and right.

Now, not very many people on the phone had to make that kind of sacrifice either, but it is true that we have to make some sort of sacrifice to see our ideas become reality. Now Dr. King absolutely changed the world, and we all can change the world too. All the time I hear, "Gosh, that's great Nancy, you use Steve Jobs, you use Martin Luther King, but I'm just the middle manager, or I'm just an entrepreneur or I'm not trying to do the kind of movement that Mr. Jobs or Mr. King has done." 

Well, I contend that we're all born, to do something powerful and make a difference on this earth, because we can use that we're just this or that as an excuse all of our lives. But, you know, Martin Luther King was just a preacher, Steve Jobs was just a college dropout. So we can't use that as an excuse, to make sure our ideas become reality. I want to end with a personal story, about the kind of passion it takes to be an entrepreneur, because trust me, I know. It's hard, I've been doing it for 22 years.

So, when me and my kids go to Hawaii, I take them to this vintage European store, and the owner of the store is a storyteller. He very carefully puts on these cotton gloves, and with these huge posters he turns the pages, and tells us a story. These posters were precursors to advertising, they had a huge headline, beautiful conceptual graphics, everything a slide should be, actually. So I'm flanked by my two kids, one is on either side of me, the guy turns the page, this beautiful poster is there. I lean forward and I say, "Oh my gosh, I love this poster", and both my kids shriek back and say, "Oh my gosh mom, it's you", and this is the picture that he had unveiled.

I don't know if I should be happy that this is what my kids feel about me, but this is their perception of their mom. You know what? It takes a lot of energy and a lot of passion to be an entrepreneur; it takes a lot of commitment. I love this, because she is the standard bearer and the standard bearer in battle, goes out first and they're the most likely to be killed because they're carrying this very brightly colored standard of who they're representing. So she's all fired up, and I'm like, what is she holding here, in her hand, which she is all fired up about, is something seemingly insignificant. It's [??] baking spices.

So here she is, all fired up about this product, that she'll risk her life and limb about something that seems insignificant. Well if you were to change that little [??] to communication, I guess it does look a lot more like me. Because, you know what? I am fired up about communication because it is the one thing that is going to change the world, it's the one thing that we need right now, it's the one thing entrepreneurs need to invest in. Because it's the people that communicate your ideas well, are the ones whose products are getting purchased, the ones whose services are getting acquired, they're the ones whose employers are aligning right now.

Communication is the single, most critical thing that we need to be investing in, right now. So you need to put the same kind of passion you put into building an organization, into how you're communicating your product, so that you win. So I know everyone, probably, that's listening to this webinar, has something inside of them, some dream, that they let die, or something that they need, that they treasure that they need to communicate. If you invest in your communication skills, once your product goes out there, or your services are engaged, you really will change the world, and I know you'll make the world a better place. I want to thank you Andrew, for having me on today.

Andrew:	Thank you. What a wonderful presentation. It's almost intimidating, by the way, Nancy, to see your presentations. Because I keep thinking about all the mistakes that I must have made as I created PowerPoint slides and other presentations. You know, before we started this session, I talked to my members about this upcoming session, and they're waiting for it to be published on Mixergy. The one question that a few of them had was, and they all happened to be software engineers, as you'll see. They say, stories are great for salespeople but we have software companies that we're running, we're selling software, we're trying to get people to sign up and use our SAS based software. Don't facts convince our customers better than stories, shouldn't we have more bullet points with the features we have in our products, and not stories? Or maybe the benefits that those features give? What do you say to that?

Nancy:	Yeah, that just cracks me up, because humans are the ones using the products, and any time a human is involved, there's a great story. You know, there's ways to incorporate a story into how you demo the product, they way you fill the fields in and the scenario, you build around your demo could be awesome. You look at Steve Jobs' 2007 iPhone launch, "Oh, I have a voicemail message from Al Gore. Oh, I'm going to call him. I'm going to order 4,000 lattes." It was awesome and it was all orchestrated in an amazing way and I think that's a cop out. Interestingly, I get this push back all the time, "Oh I have a technical offering. I'm not a story-teller." 

So I intentionally analyze the Cal-Tech professor, Richard Feynman, thinking, "A lecture on gravity? Could that be any more boring than a software demo?" I analyzed his lecture thinking it would have a much looser frequency and believe it or not, the frequency of his lecture is tighter. It moves back and forth more rapidly between what is and what could be. It's like people don't want to put the energy into their communication to make it great, so it takes less energy to make it good. It takes about three times the amount of energy to get to good as to get to great. And people don't want to put that amount of energy into it, but that's what it takes. So it all depends, I guess, to the software question, how badly do they want to sell their product? If they don't want to sell it that badly then, yeah, they can not incorporate a story.

Andrew:	And, Nancy, if we were to use story to communicate, and I know my audience, they want it badly, they're willing to put in the work. If they were to create their own story, would they put the shape down on a piece of paper and, literally, underneath each section of that shape, the high and the low, put the parts of the story in the presentation? Is that the way the presentation starts, with the shape?

Nancy:	Yeah, kind of. It's actually more of an analysis tool. It's almost like you can hope that you say all those things until you've actually transcribed your speech and actually analyzed it, you don't know if you've actually had enough contrast in it. The first thing you have to do is think through who's in the audience and you need to get to know them, kind of like what I was saying about Martin Luther King. They're not going to change unless you know what's inside of them and you need to resonate what's already in them. It's not like you can pronounce all this stuff on them and they're going to suddenly be moved. 

You have to figure out, "What's unites them? What excites them? What kept them up last night? How much money do they make? How do they spend their money?" You have to really obsess over, "Who am I talking to as a human? And what is going to move them from point A to point B?" Now the second thing you need to do is you need to define your transformation. The reason why we love stories so much is we love to observe transformation. We're paying, like $12 in some places, to see a movie because we love to watch people struggle and emerge transformed. 

So you have to define, "How is this audience going to struggle and what is the transformation I want at the end?" If you don't define that before you start to collect and create your content, you're not going to just arrive at this transformation automatically. You have to define the transformation and then everything that you create, you support that transformation. And then you need to make sure that you're creating enough contrast, with enough dramatic information, to keep them interested and keep it alluring. But there's some steps you need to do before you just start to think through what is and what could be.

Andrew:	When Seth Godin was on here to talk about "Linchpin", his book that was published at the time, one of the first questions, in fact, THE first question that I asked him about was the lizard brain, the challenge that entrepreneurs have and people have, that internal voice, as he calls it "the lizard brain", and he said, "Andrew, that's not an inspiring way to get started. Let's talk about the possibilities for what's great, and then we'll talk about the challenges which come from having that lizard brain." Are you suggesting that the other way might be better, to start off with the challenge, with the frustrations, with where we are today, and then go to where we could be? And if we do, what about the issue of starting in an uninspiring place, at a point where we're threatening the audience, we're putting a threat out there?

Nancy:	Well, what you're doing is not really threatening them. It's not appealing to the lizard brain at all, I don't think, because I think the lizard brain reacts to its most basic survival need, if I understand how you're defining the lizard brain. It's usually like fear-based, fight or flight-based. So I'm not saying freak them out or scare them. What I'm saying is, you need to establish the current reality that everyone agrees to. 

And it doesn't have to be this big, old, long thing, it can be pretty short. It's just establishing the reality. So, in story-telling, I was saying, everything starts in the ordinary world, and then they move into a special world of transformational power, and then it moves back into the ordinary world. It's like a circle. And so what's happening is you're just establishing what their ordinary world looks like, "Here's where we are. Here's where thriving, here's where we're not, here's what's the reality, or here's the big elephant in the room." And they're like, yeah, pretty much, because if you don't address the elephant in the room, you talk about the future all you want, but they're thinking about the big old elephant. So, all you're doing is just establishing what is, and then you say, but look, here's what could be. So, I'm not saying belabor it, and freak them out by it, and cause a sense of fear at all. That's not what the establishment is for.

Andrew:	Don't heighten the frustration, don't dramatize the problem. Just lay it out there.

Nancy:	And make it real, and make sure it's pretty much the consensus of what reality really is.

Andrew:	I see. So, they recognize the way they are, and then see that you're the leader who's going to take them to the next level.

Nancy:	What happens is, immediately, you're building consensus. You're like, yeah, smart guy. That's totally what's on my mind. He's absolutely right, oh my God, he thought about that too? That was on my mind, too. Wow, you know, that's pretty insightful, blah, blah, blah. And then you say, you know, this is our reality, or this is what is status quo, and we're going to move to this new place in the future.

Andrew:	OK. One final question. This comes up... Is it possible to incorporate this storytelling structure into a one minute video, into the short attention span that people have online?

Nancy:	Absolutely. I mean, it can move back rapidly at a phrase level. In my book, I highlight Abraham Lincoln. His Gettysburg Address was three minutes long. You could use the same principle for one minute. And what he basically did is he just used the front part of the form. He established what is, moved to what could be, he had a call to action and the new belief. And that's the shape he used, that's actually the structure of the Gettysburg Address. Interestingly, Abraham Lincoln, in two hours, was going to be in an Aristotelian eulogy, with the full honor. They felt like, you know, to honor the dead, you have to give them a long time. 

And instead of taking two hours, he took two minutes, and it leads to this powerful tight peak. Doing something in a minute, two minutes, three minutes, is like three times more difficult than doing something in an hour, just rambling right. Because when you have to narrow it down to a minute, it has to be tight, it has to be succinct, and it has to be powerful. But these principles apply to video, they apply to blogging, they apply to marketing. Anytime you're trying to change a perception, the principle applies.

Andrew:	All right. Finally, you mentioned that you need a call to action at the end of a presentation. What's the call to action here? What would you like our audience, who's now watched this full program, to do?

Nancy:	I want them to completely change their mindset about communication. You know, we become subject matter experts or we become excellent in our field, and it takes hundreds of thousands of hours to do that. It takes thousands of hours to be a really good communicator. I really want people to kind of close that gap. Everyone's looking for the [?]. Maybe somebody who watches your program is the new Steve Jobs. We've got to make a significant investment into our communication skills to really make an impact, a significant impact, on the world. So, call to action is understand the kind of sacrifices it takes to become a great communicator, and make that sacrifice. Because, the reward, the upside of the reward, is almost immeasurable.

Andrew:	Well, I know I'm willing to put in that investment, and I'm going to continue to do it, along with my audience. I always say to my audience that if you've gotten anything out of a program, I urge you to thank the guest, to reach out, and in this case, I urge you to reach out to Duarte Design, to say thank you, and to see, you have workshops on your website, right?

Nancy:	Yeah. We have workshops.

Andrew:	For anyone who wants to go to the next level with their storytelling and presentation skills can go.

Nancy:	Yeah. We have one going on today. I don't know if you heard screaming and shouting in the background that they were doing. 

Andrew:	No, I didn't catch it. But I did catch that you and I are both in a city with sirens and noises, and I appreciate being welcome [?] like this.

Nancy:	I know, you had like, three of them! You're welcome.

Andrew:	Well, thank you, Nancy. Thank you all for watching. I'm looking forward to all of the feedback and especially the success stories. So, if you're using this program to give a presentation, to even create a short video, don't just put it out there. Put it out there and send me a link, let me see it so I can share it with the rest of the Mixergy community. Thanks for watching, and I look forward to your feedback. Bye.