Category: Advertising & PR

Think back to that U is for Unique the advice you received before you delivered your very first presentation. Your supervisor probably said; “There is nothing to it. Just get up there and be yourself.” That was actually pretty good advice, but you might have discounted it because it sounded so obvious, and because it seemed so difficult to be yourself when you were probably shaking and wondering “Who am I, and what makes me think I can deliver a presentation?”

Since then you have learned a lot about presenting. You know how to create eye-catching slides. You know how to take a breath when you feel nervous, and how to speak even when your heart is racing. But did you ever learn how to be your own, special, u is for unique self when you speak?

Each of us wants to be amazing, motivating, and inspiring to our audiences. But when we are unsure of our content, or when we lack confidence, we chicken out. Yes, we do. Our messages get lost, our voices get softer and more hesitant, and we lock up our hands and refuse to gesture. We play it safe. We hide behind a mask. We make ourselves small and weak exactly when we need to speak up and shine.

If you want to be your own unique self, you will need to move beyond “playing it safe” and enter the world of “being authentic-no-matter-if-it-isn’t-perfect.” It is a scary place, but the rewards are so worthwhile when you get there. There is no road map or GPS to get you there safely; you have to find your own way. After all, you are unique! But here are some guidelines to help you stay on the path to being your own wonderful self when you speak.

Start strong. Take a breath. Think about your audience and what they need from you. Remember your planned lines; they speak from your heart and welcome your listener into your presentation. They are sincere. They are real. You are in the moment.

Turn your fear to power. You feel adrenaline coursing through your body. Is it fear…or is it really power? If you say it is fear or nerves, it is. And if you tell yourself it is power, it really is. Enjoy that feeling not of weakness and fear, but of anticipation and power. Put a smile on your face. Take another breath and release it. Game on!

Turn your passion on. You do care about your subject matter….don’t you? Why wear a mask and try to be perfect, or correct? Instead, share with your audience why this is so important, and how it will impact them, or us. Yes, you have many facts and figures to share. But your audience is far more likely to remember the stories you tell and the images you leave with them. Don’t be afraid to use your feelings to sell your ideas.

Turn your topic into a compelling message. Topics are boring, messages are far more interesting. What is the significance of this content? Why are we talking about this today? Why should I listen? Why should I care? What do I need to do? Where are we going? Now, take the answers to these questions and craft them into a compelling message that takes you less than a minute to say. And say it with conviction.

Turn data into story. Oh, those spreadsheets. How fascinating—not! Break away from the data for a minute, and tell a story. Provide an example. Use a metaphor. Create a chalk talk right on the slide, or on a flip chart. Start a discussion. Bring someone up front to help you with a demonstration. All these will make the data more memorable, and set you apart from all those who speak to spreadsheets and bullet points. Well played!

Signal your humanity with humor. OK, I know it is risky. So, don’t tell a joke. (Really, don’t tell a joke; save it for lunch or after work.) Show a pertinent cartoon, or play with your words, or laugh at yourself, or exaggerate until it is funny. Remember, good humor is clean and doesn’t hurt or embarrass anyone. It is also done with a light touch. When it works it is magic. If you don’t know what kind of humor you are good at, take a class, or ask someone you trust to help you find it. And ask them to tell you when you miss the mark, so you can correct and use humor well and appropriately.

Share the road with others. You may be standing up front, but the presentation isn’t really all about you. It is all about the audience. Without them, there wouldn’t be a presentation. So play nicely. Ask them questions, invite their questions, answer them patiently, listen to them when they share their thoughts, learn from them and with them. Presentations can be democratic affairs where everyone takes a turn, and they are so much more interesting that way.

Arrive at the end with power and clarity. As you come to the close of your talk, you may be short on time. You may be relieved that the end is near. Take a few questions. Then sum up one final time. Instead of saying, “well, that is about all the time we have,” remind people of the key message or theme that you started with, creating a kind of bookend close. We tend to remember what we hear first and last, so make that last line a shining one. Smile. See, you are unique and you delivered a powerful presentation.

Are you beginning to see what your adviser meant by “be yourself?” You had what it takes to succeed all along. You just had to find it and believe in it. Now, go out there and “just be yourself.” You will be great!

Functional Specifications (based on the Requirement Specifications) describe how something works; what the user will see, what the application will offer, what the finished product will present. The Functional Specifications are written for the manager/supervisor, describing how the application works based on the Requirements document.

The Functional Specifications (usually created after the Technical Specifications) can be simultaneously created close to the time when the product is almost ready for QA, depending on general practices. Why? Near completion time, the Technical Writer will have a detailed understanding of the finished product and be aware of all the functional changes that occurred during the project life cycle. By that time, the document will be able to describe how the product will function, operate, and behave. In essence, the Functional Specifications will show how the product now truly works.

It’s not just how it works- it describes how it flows. It will state how one function or activity will present another segment or slice of a product. The Functional Specifications are like mappings which lead you from one section to another. It illustrates or describes the logical flow during a process or procedure.

It is not a User’s Manual where you are told to click on an icon, tab, or item to be given a screen shot or image of the outcome.

The Functional Specifications have to:

• provide if needed, a description of company policies and possibly contact information (depending on the number of company sites),
• contain a brief introduction highlighting features,
• include a getting started section describing the system structure, or an applications menu description (i.e., what tool bars will be presented ), and its relevant functions,
• provide error messages,
• detail how-to- instructions or procedures, explanations, and activities,( i.e., tabbing leading to what outcome),
• provide instructions for accessing help , a glossary ,and an appendix with a samples section if needed,
• indicate what activities cannot be done,
• how sections, procedures are broken up; the logistics involved,
• how one process leads to another,
• describe the circumstances as to when certain events occur or not occur,
• supply the detailed information for each section and include screen shots, images or process flows, and
• lastly, provide an evaluation form if desired.

Functional Specifications also show the history by:

• explaining the deviations from the original Requirements Specifications,
• explaining the decision to include or not to include an item in the final product,
• clarifying why certain decisions were made,
• describing the environment, and
• noting the SME’s, Developers, Manages involved.

Functional Specifications will be presented via:

• videos,
• documented instructions,
• mappings,
• in-person training, or
• training tutorials.

The individual creating the Functional Specifications should be the same individual presenting the Technical Specifications because they are the most knowledgeable about the workings inside and out. In the end, the document like all documents, must speak to the target audience. For Functional Specifications, you have to write to several audiences; make sure you are familiar with all of them before writing. This way, you will know what to emphasize within the document.

In comedy, timing is everything, right? The same thing is true for speaking. In order to express confidence, calm and control, check your timing in the following ways:

1. Extend your eye contact. We often sweep the audience with our eyes, never landing on a person, but always moving past them. Or we lock eyes with the audience member who smiles or nods, or the person we think is about to challenge us. If your eye contact is too rapid, you can look nervous, and you will fail to make a connection. If it is too long, you can easily turn a warm connection into a staring contest. To make the most of your timing, practice moving your eye contact smoothly and slowly from one person to the next, in about two to five second intervals. (If the audience looks away before you do, chances are your eye contact is a little too intense. But most of the time, this is just about right.) Be sure you are looking each listener in the eye, or at least near the eyes.

2. Manage your rate of speech. On average, people speak at around 150-160 words per minute. But when we feel adrenaline coursing through our bodies, we seem to speed up even more, often racing to keep up with our thoughts, which always speed ahead of our words. A great way to manage rate of speech is to speak fairly quickly, but pause a little longer and a little more often. Note that when we speak from slides, we slow down to somewhere closer to 100 words per minute on average — probably too slow for most audiences. So when you are working with slides, you might want to push ahead a little bit to sound more natural.

3. Nail your presentation time. Of all the things you don’t want to do, running over your allotted time has to be near the top of the list. During rehearsals, keep track of time for each segment, so you know not only how well your material will fit the time frame, but where you might need to tighten it. Mark your speaker words with notes on where you need to be at certain checkpoints. And don’t hold the most important points for last, as these may well be the ones you need to abbreviate or skip. To be sure, get those important points in earlier, while attention is strong and your energy is peak. (Tip: to keep track of time, use a remote slide advancer with vibrate mode, or set a timer on your smart phone or tablet, silenced of course, but visible to you.)

4. Leave enough time for Q&A. A common enough problem is to speak right up to the last minute, and then ask for questions. Most audiences won’t ask many questions at this point, as the pressure is on to move on to the next meeting or event of the day. Deliberately cut your presentation by 20-25%, so that you have time for discussion during your presentation and a solid give-and-take at the end. If you have engaged the audience, and there is time for Q&A, you are much more likely to have a good exchange. If not, ask them one or two questions about their reactions or comments.

5. Take time for a good close. Many times speakers get to the end of their presentations and then run out of steam. Their adrenaline has abated, or they are just so relieved to be finished, that they end up with a weak or nonexistent close. Plan ahead so you know exactly what you plan to say in the final two minutes, and rehearse it so it is top of mind when you get to it. poor closings include “thank you for your time” and “I guess that is all I have.” You can do better. Sum up quickly key points, and end with a positive note, a restatement of your key message, and a call to action of some sort. Make it brief and positive. Take that final minute or two to reinforce all that has been said, and send your audience off with finesse and punch.

How is your timing? Do you remember to manage these critical components of a great presentation? Have you learned some great techniques for timing? We would love to hear your experiences.

This is the second part of the post ‘Getting To Know Your Technical Writing Department’. We have read what questions need to be asked regarding Projects, Writing, and Collaboration. Now we need to see how documents are reviewed, stored, what tools are used to produce the documentation, how the works are distributed and how we can make improvements.

Review – Define the review process

· Are there style guides they follow and who maintains it
· Is there a standard logo for each document?
· Who reviews their work
· Who edits their work
· How are changes reviewed
· Is there a process for reviewing, editing, and rewriting
· Estimate the turnaround time for each new revised work
· Who tests out the documents for accuracy (note by individuals, department, and project)
· How do you get feedback from users (clients, developers, SMEs, customer service, etc.,)
· How do you get feedback from content on the web

Storage – Keeping track of the documents

· Where and how are the documents stored
· Is there a schema where all legacy documents are kept
· Is there a methodology that is followed to stay organized, or is there an existing content management system that maintains new and revised documents
· Where are confidential documents stored?
· Do we index or tag our documents
· Are any processes automated

Tools – Our tool sets

· What tools do they use to produce their documentation
· Get a break down of what tools each writer uses and their expertise in them
· What tools would they like to have
· Are some of the current tools that are too challenging for some

Distribution – Distributing the documents

· Is there a process in place for distributing completed and revised documents
· Who gets the newly completed documents and how many are produced and who takes care of that process

Global – Standardizing it all

· Who are the global contacts
· How do we virtually connect with them
· Is there a process in place for ensuring that all documentation standards are met
· Where are all the terms defined so that we are all on the same page for terminology
· How are files exchanged
· How are updates made

Improvement – Empathize with your writers

· Do they have any ideas for improvement
· Do they feel overworked
· Are they writing for more than one project at a time
· How long have they worked as technical writer on particular tasks
· Do they feel stagnant and would they like to switch gears and write for some other projects

When you have reviewed all this information (I know it’s quite a lot), and have analyzed your mapping or matrix, you will be able to make adjustments where necessary. Pinpoint where your strengths and weaknesses are. As with documentation, make sure everything you need to know about the department is standardized, controlled, and structured. All this work will help you get a clearer picture of your departments’ Technical Writers functions, the departments’ performance, and where improvements are needed.

We have been discussing using stories in your presentations.Part One discussed the compelling reasons for using stories in business speaking. Part Two provided important Do’s for storytelling. Today we examine a few pertinent tips for better storytelling, and a few Don’ts you will want to be aware of.

Tips for Better Storytelling:

Think of structure. In order to grab and hold our attention, and to have greater meaning than just an anecdote or a ramble, stories need to have structure. Simply put, you need to set the stage, show the conflict or problem, build tension, have a turning point, and then resolution. Think about your favorite stories from Goldilocks to Star Wars, and see if you can’t observe the same structure in these stories.

Think of the point you are making. Start by determining the point you want to make in your presentation and then look for a story that illustrates it. If the story doesn’t really make that point, it is going to fall flat, no matter how well you tell it. In business presentations, we need to get the point.

Rehearse and try it out on others. It might be fun to remember that afternoon along the Seine, but unless others resonate with it, it may not be the story to tell. If others really respond positively to your story, then polish it to perfection and edit it for brevity. The story should be told in a minute or less for most business presentations, maybe two or three minutes for a more motivational presentation or an after dinner speech.

Set it up well. Tell people why you chose this story. Tell them what the story illustrates. But don’t build I up too much (“You are going to love this story!”) or provide way too much background.

Use dialog and names. Rather than saying “my aunt told me to wear clean underwear,” try saying: “My Aunt Bessie told me, “Never go out of the house without clean underwear, in case you get into an accident and need to go to the hospital.” Use a tone that sounds like an Aunt Bessie might sound. Here is a great place to use your acting skills.

End it with a point. This is the resolution, or the moral of the story. Tie your story back to the business point you are making. Keep it simple, but make it good. “So that is why we always want to treat each and every customer with respect; you never know who you are talking to.”

And a few don’ts;

• Don’t go on and on. Edit, edit, edit. Keep it short. Don’t go on tangents.
• Don’t tell too many personal stories (or stories that are “too personal.”) You can be self-effacing, but do it gently. Don’t brag about yourself, nor put yourself down too much.
• Don’t tell stories that could offend. Would you tell this story to your grandmother? Or to Aunt Bessie? If not, probably it’s a little too risky.
• Don’t tell stories that may shame others. Really think it through. Who is in your audience? What is the point you wish to make? Does anyone look bad in your story? Make sure if there is a butt of the joke, it is you.
• Don’t tell stories that have no obvious point or message. You may be a great storyteller, but unless you can clearly tie the story to your content, save it for over lunch.

So there you have it; why to use stories, how to tell them, and the do’s and don’ts of great delivery.

How are your storytelling skills? What do you like to hear when others are speaking? We would love to know your thoughts and experiences.

What happens when your new job is to manage or reinvent a Documentation Department? Where do you begin? What do you need to know? Here are some tips on getting to know your Department and Technical Writers without stepping on any toes and without being too forceful. There is a lot to talk about here, so this is the first of two posts. Even two posts may not be enough, but I will share what I can for now. Let’s begin.

During the first meeting with the Technical Writers and team members, let them know why the meeting was called and present your ideas of what makes a viable Documentation Department and simultaneously, gather the following information from each member of the meeting. You can ask the following questions (if the group is small), hand out questions at the meeting (and arrange a follow-up meeting), or email the questions prior to the meeting (if the group is large or global).

By getting to understand the current processes, you familiarize yourself with the team members and you can determine whether or not changes have to be made.

Projects – What projects are the technical writers involved with?

• Are we included on project plans or charters?
• Do the writers also create their own project plans?
• Who sets the writers deadlines?
• Are more than one writer assigned per project?
• What projects have they worked on?
• Estimate how many documents are needed for each project.

Writing – What is involved?

• What documents are each writer in charge of?
• Do they write mostly for content or the web?
• What format are most documents produced in (docx, pdf, html, xml, etc.) ?
• What departments and whom do they meet with for gathering their information?
• How often do they meet with others and are they helpful?
• Is it difficult to set up meetings with Subject matter Experts (SME’s) to get the needed information?
• Estimate the turnaround time for each new document created.
• What happens when a document is late?

Collaboration – How well is the department working with others or vice versa?

• What meetings do the writers attend for gathering information?
• Are they part of status meetings?
• Are they given enough time to produce their documentation?
• Do they attend meetings when a project begins?
• How are they notified of changes/updates to documents?
• How are they handling conflicts or bottlenecks?
• Are they given enough time to make necessary changes to their documents because of a change in process or development or any kind of adjustment that impacts the document?
• What road blocks or bottle necks do you face daily?- such as – Delays about notification changes or when there is too long of a lag in time between reviews.

When you have gathered all this information, create a mapping or matrix for yourself and try to see the whole picture of how the current Documentation Department operates. See if there are trends or cycles of heavy and light workloads or when more resources are needed. This should help you get a clearer picture of your Technical Writers functions, the Department performance, and where improvements are needed.

Storytelling Do’s

Last time we talked about storytelling in presentations, and we named some of the benefits of doing so. If we are going to tell stories and enjoy those benefits, it is obvious that we will need to learn how to do it well. Accordingly, here are some of the best practices you will want to be aware of so you can tell stories effectively.

1. Breathe and relax! You may be excited or a little bit nervous about telling your story. Be sure you aren’t holding your breath, which is very easy to do if you feel a little stressed. But you want your voice and face to be at their most expressive when you tell a story, so breathe and tell yourself it is going to be just fine. As you take that breath, relax your arms and shoulders. Let the tension go out of your tummy. Relax your hands. Much better.
2. Be organized. Don’t expect the story to unfold gracefully without some advance planning and rehearsal. You may know your own story very well, but to tell it well is another thing altogether. Create a little map or write a script. Or rehearse it by recording yourself telling it. Listen and edit. Rather than an entertaining ramble, make sure your story is a well-crafted little gem.
3. Share your passion. It was funny, or sad, or delightful. Otherwise you would not be telling the story. So get into it; feel the joy or the pain the story describes. Don’t hold it at arm’s length, but embrace the story and the emotion in it.
4. Move around. The story gives you license to move around more than a typical formal presentation does. But don’t just wander. Step to the right to make one point, to the left to make a different one. Step toward the audience to go out of character for a moment, then back to your original spot to step back into character. Make the movement have meaning.
5. Have an obvious ending. The beginning and ending are your most important parts to the story. Signal your ending with eye contact, a smile, a pause, and a verbal close. It might be a moral of the story, or a lesson learned. But do something to signal the end, rather than just wind down.
6. Be animated. When telling a story, you have so much leeway to be dramatic. Act out the story in voices, accents, or inflection. Use sweeping gestures to describe the action. This is another great way to distinguish the story from the more formal parts of the presentation.
7. Get to the point. The beginning is key; you want to catch and hold the audience’s attention. Don’t ramble around. Plan this part, rehearse it, and stick to your plan. Use just the right amount of detail to move into the story, and no more.
8. Maintain eye contact. Don’t get so carried away by the story’s action that you forget about the audience. Use your eye contact to keep drawing them in, and to signal how important they are to you. Without the audience, you wouldn’t be telling the story at all.
9. Keep it short. That means take out every scrap of material that does not move the story forward. This takes practice and editing skills. It takes discipline. But if you take too much time for your story, your business audience will likely become restless.
10. PRACTICE. Practice out loud. Record and listen to your story. Video yourself and watch. Get a small audience to listen and critique. Tell stories over lunch or dinner. Tell an amusing anecdote at a social gathering. Take an improv or storytelling class. Read to children. Just get out and do it more often. Soon these new skills will feel comfortable and natural.

How about you? How are your storytelling skills? What do you like to hear when others are speaking? We would love to know.

Next time: more tips on telling stories well, plus a few don’ts.

We are all always learning and thinking. I came across a new expression and/or synonym for Standard Operating Procedures (SOPs) that Technical Writers create that I was not familiar with. It’s called Work Instructions (WI) or Job Instructions (JI), and I thought I would give a short post on this newly discovered item.

In a previous post, I described SOPs as procedures that are defined on a higher level. It is a set of approved guidelines consisting of procedures or processes that have to be followed from beginning to end. Having an SOP standardizes tasks and eliminates confusion about performing tasks or functions. They provide instructions on what has to be done. But the processes that are to be followed are sometimes called Work or Job Instructions.

I think I can clarify Work/Job Instructions as directions that provide detailed step-by-step functions/tasks that have to be accomplished. Work/Job Instructions are the sub parts of the Standard Operating Procedures.

Here’s a simple example: How do you start a car?

The SOP states that to start a car, you first have to turn on the engine. You must first take the key and insert it into the car, followed by placing your foot on the brake and taking it out of park. The WI/JI, on the other hand, will tell you to insert the key, and with the key between your thumb and forefinger, twist the key forward till you hear the engine rev up. It will also advice you not to take the key out. Then the next detailed steps will be listed.

Hence, the WI (JI) spells out or outlines each procedure within an SOP and as with any procedure, be sure you include the following items:

Purpose –the overview and reason behind this process, the objective or goal, and expected result.

Resources – the individuals responsible for particular tasks (i.e., project manager, developer, marketing, tester, staff assistants, etc.) including whom to notify, etc.

Procedure –the steps and the list of items needed to complete the task (i.e., equipment, files, tools, security, visual aids, etc.)

Make use of SOPs and WIs (JIs) as they are necessary to ensure standardization and consistancy of a company’s best practices and solutions. By creating and applying these documents, there will be a reduction in time and effort, misunderstandings, risks, and of course a decrease in cost for the organization.

And as always, both the Standard Operating Procedures and the Work/Job Instructions ensure quality work and that is what is important. Note: – there are currently a bunch of tools available to assist in creating Work Instructions as well as Job Instructions. These tools include training as well as templates to assist you in creating the documents. Research and investigate them to find a suitable one for you.

Many of my clients are scientists, engineers, and accountants. They are always interested in making their content more compelling, but when I mention storytelling as a technique, I sometimes get a funny look. It’s as if they are saying, “What? You mean I should tell a story while giving a presentation? You must be kidding, right?”

Maybe you have heard you should use stories to bring your content to life, but aren’t sure why or how storytelling adds value. You might even wonder if using stories is worth the risk of looking silly, or worth the time it will take to learn to do it well. Here are some of the compelling reasons why I think it is worthwhile to use stories and storytelling in your presentations.

Top ten reasons to include stories in your presentations:

1. Makes your presentation more interesting. Sure, those numbers are fascinating to you, but others may not think so. Adding a story can bring the numbers to life, and make them more compelling. For example, instead of dwelling just on dollars during a fund-raiser, bring in the human-interest stories about why the money is important.

2. Engages the audience. It is pretty easy to daydream through a data-driven or technical presentation. But when a story begins, we get drawn in. Think about watching a boring television program when all at once the advertisement comes on. The ad uses story, dialog, character, and sounds and music to tell the story. You are drawn into the story despite yourself.

3. Increases retention. We remember very little in the way of facts and details; only about 10% of what we hear. But when you tell a story and engage the emotions and the senses, we tend to remember more. If you doubt it, think back to some of the childhood stories you loved as a child, and see how much you can remember. Now, compare that to the last meeting you attended. My guess is you actually can recall more of the old story than the new content without a story.

4. A more subtle way to make a point. Tell me what I “should” do and I get defensive. Tell me a story and I get pulled in and the lesson sticks. Any parent of teenagers probably knows this one; but it can be very effective. “Here’s what happened to someone I know….”

5. Can add a touch of humor. You may not be able to tell a joke, and perhaps you shouldn’t, but you can add personal interest and humor. Choose stories or anecdotes that are true to you, that always get a good laugh, and that can help illustrate a point you are making. In stories, you can be silly or playful, and it is OK because it is part of the story.

6. Provides illustration. When a speaker tells a story, I can easily imagine myself in the situation. What would I do? How would I feel? This is a great way for me to “see” the situation rather than just hearing facts about it.

7. Humanizes the speaker. When you tell a story about a mistake you made, or a problem you were experiencing, you take away some of the distance between you and your audience. You may be the subject matter expert, or the boss, but at a human level we share similar experiences and reactions.

8. Makes material believable, “real.” If I am telling you how to overcome objections, I may give you a procedure or process. But when I share an example of how it worked (or didn’t) for me, it demonstrates that this is real, not theory.

9. Motivating; we can learn from others’ mistakes. One of the areas many of my clients work in is safety training. For many, this is mandatory training, and something they have heard time after time. All the data in the world won’t help if it goes in one ear and out the other. But insert a story about something that went wrong, or almost went wrong, and it makes us perk up our ears. I learn the lesson vicariously, and it sticks with me.

10. Sets the tone. When you open with a story, you send a powerful signal that your presentation is going to be different, more interesting and engaging. Especially if you content is perceived as dry or difficult, you have already raised the bar from the run-of-the-mill presenter.

As you can see, telling stories as part of your presentation is a powerful tool. If you are reading this you probably don’t consider yourself a “natural” storyteller. Truth be told, sometimes natural storytellers don’t choose the right stories, and they don’t always connect them to the content as well as they could. You can learn to use stories effectively and appropriately. Next time, we will discuss the do’s and don’ts for telling stories in your presentations.

Until then, I would love to hear from you. What advantages do you see in using stories in your presentations? If you are not a “natural” storyteller, how did you learn? What advice would you give others who want to use storytelling in their presentations? Drop me a line and let me know what you think.

In the previous post, I talked about focusing on some of the more fundamental and helpful components of a document (charts, figures, images, flowcharts, pictures) and their usage. My next favorite tool along this line of usage is the application of tables. Using tables for simplifying the presentation of data provides a comprehensive arrangement of a structure, outline, pattern or order of what is being focused on. It is a great presentation tool and visual aid for comparisons, breakdowns, lists, functions and descriptions.

Tables come in all sorts of sizes and shapes. You can highlight specific headings or columns or rows or even highlight diagonal sections or even just certain individual cells of a table. Think of a tic-tac-toe game for highlighting cells to distinguish relevant elements.

As an example, use this particular form of highlighting when you have a table denoting products features versus competitors’ features. You can show similarities of a product vs. dissimilarities by highlighting just those cells containing items you want to point out like pricing of one vs. another. Usage of this type of table is great for marketing or creating a proposal depicting, e.g., the pros and cons of a product or project.

Tables are noted for data display and also for their ease of use and flexibility for allowing the inclusion of graphic charts (pie, bar, scatter, etc.) to reemphasize or to give anther representation of what is in the table for further clarification.

Tables can also be created with separated but adjacent columns to present a more visual appealing look. By using your imagination, you can have tables in the form of tables within table cells or figures, text boxes, or even images within table cells. This is really useful if you wanted to for example, put borders around certain portions of text located within a cell for emphasis.

You can also create your own table styles, e.g., you can insert columns and then select borders and select dashes, or zigzags for vertical break points. Just use your imagination and create your very own unique tables. The zigzagged portion of the table could be used to show what is to be eliminated or cut off from a product. You can color portions of cells for emphasis to give it more weight or prominence.

There are many things you can do using a table. We are surrounded by table designs; look at the periodic table filled with our chemical makeup. When working with data structures, table sets are automatically created using embedded tables. When we impart descriptions, we use table formatting for our columns and rows. Use them whenever you can. Design and shape the tables any way you wish. You can shape them in the form of alphabets or some similarity to reinforce something you might be teaching.

Tables will help you present the information in a user-friendly way and keep you organized. It will take patience to create the table style you want to use or, you can just apply any pre-formatted table and customize it to what you need. They are worth applying to your documents.