technical storytelling

Turn the most
technical projects
into appealing
stories.

★ ★ ★ ★ ★ 4.8 (234 reviews)

Learn to write compelling technical projects by following a step-by-step process.

Influence others to work with you, open new doors in your career, and get your project the recognition it deserves.

Without ever sounding like a marketer.

2 hours intensive
online course

Dozens of exercises,
real-life examples
and case studies

Direct to practice:
learn and produce
at the same time

Create powerful project’s stories to use on our all your channels immediately

Follow at your own pace;
always available
online

Write briefings,
video scripts, executive summaries, emails,
press releases...

Who is this for?

  • Team managers

  • Project leaders

  • Project / Product managers

  • Scientists & engineers

  • Technical experts

  • Communication experts

  • Agile coach / Scrum master

  • Executive assistants

Track your skills improvement

Course about technical storytelling

There are no “boring” projects; there are stories not well told.

Humans are born to solve problems, and modern problems are increasingly complex and abstract.

We believe that complexity can be made simpler and inspiring.

By making complex information more appealing, we can solve enormous problems on Earth with significant impact.

We help professionals in complex industries use a replicable and systematic method to tell stories that go from complexity to comprehension.

“KNOWLEDGE MANAGEMENT” is what makes humans… humans

Keeping knowledge trapped in complexity is criminal

By learning how to make a project understandable for anyone, you become an information vector for that project.

You make it possible for others to connect with it and with you.

You multiply its impact by ten or 100x and serve the organisation you work for.

Most of us are content not to be understood because if we are not in the spotlight, we can’t be judged or attacked.

But some of us understand that it is our duty to make our work visible, impactful, and relatable. Because not sharing it with the rest of humanity and losing thousands of productive hours would simply be criminal.

ORGANISATIONS WE’VE HELPED


WHAT ARE WE DOING WRONG?

The problem with how we
tell technical stories

Human beings need missions.

When a challenge is exciting, engaging, and specific, we want to solve it.

We are fascinated by how others solve problems as well; because we are naturally wired to learn from their own solutions.

But most projects’ stories never explain the real challenge they faced. They start by talking about the people behind a project—the many partners and stakeholders. Then, they explain the details of the solution, the many intricacies of the work.

This missing piece, the crucial piece, is the problem itself.

For the listener, whose mental “problem-solving” process is always ON, it’s like missing the first 20 minutes of a movie and trying to make sense of the plot.

Not only is it hard to catch up, but it is also often nearly impossible.

If we can’t “get” the challenge; our attention drops and we start checking our emails—not because the project is boring but because it would cost us too much energy to try to understand it. It’s a simple cost-efficiency decision.

The issue with technical projects is that we do not start with the right information. We do not leverage the brain’s natural function to absorb stories.

We will learn together how to detect the core challenge of our project and put it front and center in our story, so anyone can feel it will be solved.

To write better reports and briefings and produce better videos, we have to adopt a step-by-step logic that turns complex information into something understandable.

And we have to force ourselves to respect that logic by breaking information down into the right-size chunks for our brain to comprehend.

To do that consistently, we have to immediately recognize the logical blocks in our story and use templates to force us to respect the logical sequence.

Once we get used to applying that process, it takes less than 20 minutes to write a good story.

Not only are we drastically improving the odds that the story will work, but we also save a massive amount of time writing it.

Ever tried to learn a game with
someone who can’t explain the rules?

It is not about the number of details,
but about how the information is structured and presented to us.

HOW WE’VE HELPED OUR CLIENTS IN THE PAST

European Commission

The European Commission is responsible for billions of euros of funding across Europe, but most of the thousands of projects financed every year are very technical.

We helped them implement a systematic and scalable way to tell these stories and trained their providers to produce impactful videos.

European Parliament

Members of the European Parliament are high-level politicians in their countries, but when they come to Brussels, they need to rebuild their reputation in one of the most competitive political landscapes in existence.

We’ve helped 200 of their assistants consistently craft better stories about their political action in Europe.

BNP Paribas

Europe’s largest bank is pushing internal innovation through intense hackathons.

But for bank employees, it can be challenging to develop innovative solutions and present them on stage in front of hundreds of their colleagues. We helped them systematise their presentations with a process that could convince stakeholders across the bank.

Interested in learning how we’ve helped other clients?
Email us at story@75percent.eu

THE SKILLS YOU WILL IMPROVE

1. How to make any technical project sound appealing

According to the latest behavioral science research, the brain is always looking to “plug” new information into past information it has stored.

This is how neural networks function. When we hear new information, a number of neurons fire and try to combine what we’re hearing with something we already know.

For the brain, a glass of red wine could be composed of “red, liquid, glass, alcohol, fancy, restaurant, romantic, fireplace, book, France.”

We don’t have a “glass of red wine” image stored in our memory. We have multiple sensations and connected notions that activate and give us “red wine.” Things we have stored, waiting to be remembered.

By using this insight, we craft stories that “hook” the brain, and plug our information to existing knowledge. This way we improve comprehension and retention of the information.

2. How to package
this information with the right tool

When we tell a story, the listeners use their working memory to plug the information into something they know, like a puzzle piece.

If something does not make sense, if they can’t immediately connect the pieces, they drop out of the story and stop paying attention.

This happens when we feel “bored” at a conference and start checking our emails.
So we will learn how to present better on stage and avoid that feeling.

This is what happens as well when we read the same sentence again and again in a paper and still can’t make sense of it. So we will learn how to write more impactful briefings and reports to make sure people act on them.

Or it is the feeling we get when watching a video that is too long and we would prefer to be doing something else.

We all have been there—as a viewer, reader, or listener and also as someone who writes, presents, and produces.

The greatest effort in writing impactful stories is knowing how to start the story and how to articulate the rest of the information logically. We go from “exposing the problem” to telling a specific issue that someone or some organization faced, and then unfold the solution we have prepared to solve that issue.

By laying the story out like bricks in the proper order, we give the right flow to a story for someone else to understand. It takes only a couple of hours to understand how to do it better and open the gate to better comprehension.

Interested in how the brain process information?

Watch this extract of the course that deals with neuroscience and the working memory.

OUTLINE OF THE COURSE


Learning how to tell better stories

The course is divided into 10 modules.

Each module focuses on one of the three necessary sequences to make a powerful story.

We start with a rapid explanation of the concept, then do an exercise to make sure we understand it. Finally, we proceed to write a block in our own story.

By alternating between lessons and exercises, we build a story in real time while following the course. It is not a “learn and never practice” kind of course.

If you don’t do the exercise, you can’t go to the next level. And if you don’t use a real project, you lose the opportunity to get a real practical tool out of the course to use immediately.

Each module explains a specific concept and is accompanied by an exercise.

The total duration is 120 minutes, which is ideal to complete in one sitting. Each module builds on each other and gives access to further resources, papers, and processes.

For the curious mind who wants to go further and learn more while refining their technique, there are more than 10 hours of available content.

★ ★ ★ ★ ★ 4.8 (234 reviews)

MODULES

Presentation

  • what is this course about

  • content of the course

  • who is the trainer

Introduction

  • using a process

  • difference between “right” and “good” decisions

  • how to learn faster

Module 1

  • detect what makes a “bad” story

  • detect what makes a “good” story

  • apply the skill

Module 2

  • the first logical sequence of a technical story

  • Context / Real problem / Expectations

  • practice by writing the first logical sequence

Module 3

  • consolidate the skill

  • products of communication using the structure

  • case studies and bad examples

  • quiz and practice

Module 4

  • behavioural psychology and neuroscience principles

  • comparing good and bad examples

Module 5

  • Solution & how to add details to the story

  • Keeping the story accurate & helping the viewer to focus

  • practice by writing the second block of your story

Module 6

  • Examples of technical solutions (good & bad)

  • How the solution influence the “real problem” and the “expectations”

  • quiz

Module 7

  • Frequent mistakes in the second logical block

  • Evaluate our story up to now

  • quiz

Module 8

  • Adding credibility by shaping the “proof it works”

  • practice by writing the proof it works

  • frequent mistakes in the proof it works

Module 9

  • Adding the “vision” and the “brand” to the story

  • Practice by writing multiple vision

  • Frequent mistakes in the vision

Module 10

  • Techniques to create a flowing story

  • Record and review your story

  • Self-evaluation techniques


ATTRACTING ATTENTION IS A
COST-BENEFIT CALCULATION

Do you prefer to have three minutes of uninterrupted conversation with someone who
trusts you and wants to continue hearing from you—or do you prefer to say
everything, consider your job done, and leave the other person confused?

VS

If you are still reading this, you will have read 1,500 words, or the equivalent to more
than five minutes of your time.

It is 5x more than the average reading time on a website.

And if you think you are still learning and want to continue, it is because we are using
the exact structure we teach in the course.

IS THIS COURSE FOR YOU?

Who can benefit from learning the method?

To be honest, all knowledge workers should learn and practice this method.

We spend thousands of hours of our lives in an office, but how often do we really understand our colleagues’ work?

How often do we ourselves completely grasp what we’re working on?

We might use technical words, complex notions, pages and pages of reports and briefings, and hours of videos—but how often can we explain what we do to our wife or husband? To our family at dinner?

Most of us simply give up, thinking that complexity has no remedy, that we have to deal with an exponential amount of information and there is no way out.

Our estimate is that more than one out of every two workers is lost in this chaos. And most often, we won’t even ask for clarification because we are afraid of making a mistake.

Managers, hierarchies, and stakeholders often ask for simplification and clarity. But without a technique, we continue to pile up information that does not make sense—not because the information is unclear, but because we start with the non-essential and bury the core information in the pile.

If you’ve ever tried to learn a new board game, you are certainly familiar with people who explain every single detail of the rules while you still don’t understand how to win the game.

Well, this happens to all of us. Project managers, communications officers, risk officers, politicians, policymakers, vendors, and oftentimes, managers.

For the last three years, we have worked with different sectors from international politics to banking and tech startups, and we have seen the very same issue at play.

This method is for any knowledge worker who is not satisfied with their method of explaining information or wishes his colleagues would explain things better.

THE INSTRUCTOR

Charlélie Jourdan

Charlélie Jourdan is a communication strategist with an expansive insight into creating European-wide communication campaigns. As the co-Founder and former Creative Director of Old Continent, the Brussels-based Public Communications Agency, Charlélie has worked on over 300 projects in the last 6 years, and he and his team have evolved the communication of clients such as the European Parliament, the European Commission, Google, Intel, WWF and others, with strategic insights and effective creative implementation.

As an independent consultant and trainer, he has helped more than 4000 professionals on operational communication tactics and strategy across workshops, webinars and speeches.

Charlélie is a firm believer in engineering creativity through strict processes. His working philosophy is that “Creativity is 75% strategy”. He strives to be a forward thinker with an aptitude to design strategy that confidently positions companies and organisations with an ever-increasing influence. He uses various methods and processes such as Design thinking and he is an adept at the Lean approach.

Past clients include Google EU, Intel EU, WWF EU, Transport & Environment, BNP Paribas, European Environmental Bureau, European Commission, European Parliament, EU delegations in 20+ countries, Joint Research Centre, European Centre for Disease Control, INTERREG/Interact, HEC Paris, Birdlife Europe, European Committee of the Regions, TIPIK agency, TEDx Brussels, TEDx San Francisco, Scanadu US, and various EU-funded projects.