Shipulski On Design

Archive for February, 2025

Anyone can create a presentation with thirty slides, but it takes a rare bird to present for thirty minutes with a single slide.

With thirty slides you can fully describe the system.  With one slide you must know what’s important and leave the rest.  With thirty slides you can hide your lack of knowledge.  With one slide it’s clear to all that you know your stuff, or you don’t.

With one slide you’ve got to know all facets of the topic so you can explain the interactions and subtleties on demand.  With thirty slides you can jump to the slide with the answer to the question. That’s one of the main reasons to have thirty slides.

It’s faster to create a presentation with thirty slides than a one-slide presentation.  The thirty slides might take ten hours to create, but it takes decades of experience and study to create a one-slide presentation.

If you can create a hand sketch of the concept and explain it for thirty minutes, you will deliver a dissertation.  With a one-slide-per-minute presentation, that half hour will be no more than a regurgitation.

Thirty slides are a crutch.  One slide is a masterclass.

Thirty slides – diluted.  One slide – distilled.

Thirty slides – tortuous.  One slide – tight.

Thirty slides – clogged.  One slide – clean.

Thirty slides – convoluted.  One slide – clear.

Thirty slides – sheet music.  One slide – a symphony.

With fewer slides, you get more power points.

With fewer slides, you get more discussion.

With fewer slides, you show your stuff more.

With fewer slides, you get to tell more stories.

With fewer slides, you deliver more understanding.

If you delete half your slides your presentation will be more effective.

If you delete half your slides you’ll stand out.

If you delete half your slides people will remember.

If you delete half your slides the worst outcome is your presentation is shorter and tighter.

Why not reduce your slides by half and see what happens?

And if that goes well, why not try it with a single slide?

I have never met a presentation with too few slides.

Image credit — NASA Goddard

If it’s taken from you, you’ll have a problem if you think it was yours.

When it’s taken from you, it doesn’t matter if it was never yours.

No one can take anything from you unless you think it is yours.

There can be no loss if it was never yours to have.

You can be manipulated if they know you have a problem letting go.

Said differently, if you can let go you can’t be manipulated.

Whether you want to admit it or not, it all goes away.

But if you see your favorite mug as already broken, there’s no problem when it breaks.

If you recognize your thirties will end, you won’t feel slighted when you start your fourth decade.

And it’s the same when you start your your fifth.

When you know things will end, their ending comes easier.

When you’re aware it will end, you can do it your way.

When you’re aware it’s finite, it’s easier to do what you think is right.

When you’re it all goes away, you can better appreciate what you have.

When you’re aware everything has a half-life, you’re less likely to live your life as a half-person.

Wouldn’t you like to do things your way?

Wouldn’t you like to do what you think is right?

Wouldn’t you like to live as a whole person?

Wouldn’t you like to appreciate what you have?

Would’t you like to bring your whole self to the party?

If so, why not embrace the impermanence?

Image credit — 正面顔〜〜〜(- .. -)

How many hours of meetings do you sit through each week? Check your calendar over the previous month and write down that number.

If you had control over your calendar, would you rather sit through more meetings or fewer?

If you don’t meet enough and need more meetings, I want to work at your company.

If you want fewer, what will you do to change things?  Here are two simple things you can try:

1. Say no to meetings that have no agenda. Tell them you have a policy to be prepared for all meetings and since you don’t know how to prepare (no agenda!) you’ll sit this one out.
2. Say no to meetings where everyone updates each other. Tell them you’ll read the minutes they won’t write.

Check your calendar over the previous month, add the hours you could have saved if you followed the two rules, and divide by four to convert to a weekly average. Write down that number.

How much time do you spend getting ready for meetings each week? Write down that number.

How much time do you spend recovering from meetings each week?  (Switching cost is real.) Write down that number.

Now let’s focus on thinking.

How many hours do you think each week?  Check your calendar over the previous month, divide by four to convert to a weekly average, and write down that number.

If you had control over your calendar, would you rather think more or less?

If you have too much time to think, I want to work at your company.

If you want to think more, what will you do to change things?  Here are two simple things you can try:

1. Schedule a one-hour meeting with yourself that recurs weekly. Mark the meeting as “out of office.”
2. For the next three weeks, add another recurring meeting with yourself.

And, yes, it’s possible to schedule time to think.

An additional four hours of thinking per week may not sound significant, but it’s probably a 100% increase over your previous weekly average.  That’s a big difference especially since everyone else spends most of their time in meetings.

Use the two rules to say no to meetings and you’ll free up a lot of time.  And with that freed-up time, you can schedule four hours of thinking time per week.

Why not give it a try?  Your career will thank you.

Image credit — Florence Ivy

Before you can make improvements, you must identify improvement opportunities.

Before you can identify improvement opportunities, you must look for them.

Before you can look for improvement opportunities, you must believe improvement is possible.

Before believing improvement is possible, you must admit there’s a need for improvement.

Before you can admit the need for improvement, you must recognize the need for improvement.

Before you can recognize the need for improvement, you must feel dissatisfied with how things are.

Before you can feel dissatisfied with how things are, you must compare how things are for you relative to how things are for others (e.g., competitors, coworkers).

Before you can compare things for yourself relative to others, you must be aware of how things are for others and how they are for you.

Before you can be aware of how things are, you must be calm, curious, and mindful.

Before you can be calm, curious, and mindful, you must be well-rested and well-fed.  And you must feel safe.

What choices do you make to be well-rested? How do you feel about that?

What choices do you make to be well-fed? How do you feel about that?

What choices do you make to feel safe? How do you feel about that?

Image credit — Philip McErlean