#135. [30 Days Until Online Video Course Launch] Prioritizing Ease of Learning. Reviewing Slides from Scratch.

Hello! This is MAKO, a human resources development consultant and turnover prevention coach.

For managers who are busy but not seeing results. I provide tips on organizing 1-on-1s, development, and delegation through "structure" to build a team where subordinates can work independently.
This time, I would like to talk about the theme: "Prioritizing ease of learning. Reviewing slides from scratch." The main task for the next 30 days is a "total inspection and streamlining of the slides."

Today, let me share a little bit of the behind-the-scenes.

1. Why am I overturning all the slides at this timing?

"Aren't the slides already finished?" you might ask. Honestly, I want to think so myself (laughs).

Even so, I am daring to "review every page" at this timing, one month before the launch. The reason is simple,

and that is why.

From the creator's perspective, you inevitably want to include everything, thinking, "I want to include this" or "I want to convey that too." However, from the learner's perspective, having a lot of information is not necessarily helpful. I wanted to reorganize this properly once.

2. The initial version was a "slide packed with information"

The slides I made at first were just packed with information.

• Definitions and theories

• Diagrams and frameworks

• Common on-site examples

• Points of caution and pitfalls

It was not uncommon to put all of these on a single slide.
In a word, what I was doing was cramming "textbook material + diagrams + talk notes" all onto one page.

What happens if you do this?

• It is difficult to see at a glance what is most important.

• Information that cannot be read in time remains while watching the video.

• When looking back, it becomes blurred where to start.

In other words, even if you have the desire to learn, there are more moments when you cannot process it all in your head.

3. The answer I arrived at is "one slide, one message"

So this time, I took the plunge and changed the design philosophy.
The keyword is "one slide, one message."

For example, in the communication skills chapter:

• Slide 1: Why communication is important for managers

• Slide 2: Common patterns of "misunderstandings"

• Slide 3: Simple points to prevent those misunderstandings

• Slide 4: Concrete actions you can try starting tomorrow

As shown above, for each slide, I have set only one thing that I want the viewer to take away from that single slide.

As a result, I have cut down the text significantly, but the message has actually become stronger.
The idea is to create "white space" to leave room for the students to think in their own minds.

4. Redrawing the "single story" that runs through the seven skills

Another thing I am valuing in this review is the "overall connection."

The seven management skills function as independent skills, but they truly demonstrate their power when they are in a "connected state."

• Building a foundation with communication

• Showing direction with leadership

• Managing emotions with EQ

• Clarifying how to produce results with performance management

• Organizing with logical thinking

• Mapping out a medium-to-long-term path with strategic thinking

• Creating a "place to think together" with consultation skills

I am significantly restructuring the bridges between sections and how examples are presented so that these seven do not look like separate pieces, but rather like a single connected path.

After taking the course,
"I see, that's why it's in this order"
I am aiming for a flow that makes students feel that way.

5. Translating into "language that can be used directly in the field"

I normally use these seven skills in real-world corporate training and consulting settings.
What I am always conscious of at those times is

This is the perspective I am taking. In this slide review as well, I am replacing technical terms and highly abstract expressions with "words that managers can convey directly to their subordinates" as much as possible.

• "Engagement" → "The team's feeling of 'I want to keep working here'"

• "Feedback culture" → "A state where we can talk to each other on a daily basis"

I am re-selecting words while imagining specific conversation scenes like these.

6. Designing the "back-and-forth" between work and slides

In this program, we plan to provide not just videos, but also:

• Work to reflect on your own team

• A list of questions you can bring into actual 1-on-1s

• Worksheets you can use with your team members

as a set.

In this streamlining, I am conscious of making the flow of "slides → work → practice" a more natural back-and-forth.

For example,

1. Simple input of concepts via slides

2. Work to immediately apply and write down for your own team

3. Explanation in the next slide on "how to utilize what you wrote down"

I am restructuring it so that input and output rotate in short cycles.

7. Things I decided not to cut

On the other hand, there are elements I want to keep even if it takes time. Those are,

• actual stories of failures in the field and cases that didn't go well

• slightly raw episodes that are close to a manager's true feelings

is what they are.

When creating teaching materials, it's easy to just line up 'beautiful ideals,' but the field isn't that pretty. There are days when you're too busy to find time for 1-on-1s, and moments when you get emotional.

I want to make this a course where we think together about 'where we can start changing if we want to take one step forward,' while showing those realistic parts without hiding them.
I want to make this a course where we think together about 'where we can start changing if we want to take one step forward,' while showing those realistic parts without hiding them.

Therefore, even if I cut down on the amount of information, I am actually keeping this 'realism' thicker.

8. What I will do in the next 30 days and a request to those reading this

Over the next 30 days until the launch,

• final brush-up of all slides

• audio recording and editing

• preparation of worksheets and checklists

• creation of a course guide (recommended learning steps)

I will proceed with all of these at once. If there is anyone reading this article who is,

• always feeling frustrated with 1-on-1s with subordinates

• wanting to improve team results more but unsure where to start

• wanting to relearn management as a 'skill' rather than a 'sense'

If there is someone like that, this program will surely be useful to you.

I will continue to share progress and behind-the-scenes stories on note.
I would be happy if you could keep a casual eye on it until the release.

Let's work together to build a team where people don't quit, and where they grow and thrive.

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▼ Next article in this series

#136 | The real reason why talent development doesn't go well is not discussed in the workplace (Regular articles posted between production sessions are also highly relevant for organizing thoughts)

▼ Behind the scenes of production series #132 | [52 days left] Entering the phase of "breathing life into the voice"