New Book Redefines Presentations as Orderly Conversations

August 26, 2014 in Author, Dale Ludwig, Greg Owen-Boger, News, The Orderly Conversation

The Orderly Conversation is a groundbreaking book for business presenters who need to get business done.

(MINNEAPOLIS)

The Orderly Conversation: Business Presentations Redefined, by Dale Ludwig and Greg Owen-Boger, is a book that promises to change the way business presenters think about the everyday presentations they deliver. The authors, communication experts with Turpin Communication (Chicago), offer a revolutionary approach that turns the old “Public Speaking 101” model on its head.

“The 101 model has been causing trouble for business people for years,” said Ludwig. He should know. He taught Public Speaking courses at the University of Illinois early in his career and has been working with business presenters since 1989.

“Traditional methods focus on ‘speechmaking.’ Speeches are a type of performance, something that can be rehearsed and perfected. Business presenters need something fundamentally different because delivering a speech will not help them close a complex deal, reach alignment with a team, or gather feedback on a broken process.”

What business presenters need, say the authors, is a new way to think about how they prepare for and deliver what they call “Orderly Conversations.” Developed through years as presentation trainers, this change in approach dramatically improves and empowers their clients’ communication skills.

“Most presenters knew they weren’t delivering formal speeches, but the assumptions they were making and strategies they used didn’t reflect that,” says Owen-Boger. “Thinking of presentations as conversations changes everything: from preparation and delivery, through managing interactions, to how you judge your success when it’s all over.” 

Published July 15 of this year, The Orderly Conversation has already begun gaining momentum. “Spread the word, gentlemen. If I had my way, your text would be required reading in every business school in the land,” wrote Robert Lane, Director, Aspire Communications.

Granville Circle Press calls their latest offering “eminently practical; real-world advice for the real world of business.” The Orderly Conversation is available now at www.theorderlyconversation.com, amazon.com and other online book retailers.

ABOUT GRANVILLE CIRCLE PRESS

Granville Circle Press (Minneapolis) publishes works in the communication arts, including “Living Proof: Telling Your Story to Make a Difference,” selected by Kirkus Reviews “Best of 2012.” info@granvillecirclepress.com [website link] The Orderly Conversation, ISBN 978-0-9838703-2-6 $21.95

ABOUT TURPIN COMMUNICATION

Turpin Communication (Chicago) was founded in 1992 to provide the best presentation and facilitation skills training available anywhere. Since then it has helped business presenters in a broad range of industries and organizations focus on the skills and techniques that help them succeed. Authors Dale Ludwig and Greg Owen-Boger are available for media interviews, keynote addresses, and to speak at conferences and corporate meetings. http://theorderlyconversation.com/wordpress/speaking/

Contact

Kyle Carlson
Granville Circle Press
+1 612-229-8896
Email

Dale Ludwig and Greg Owen-Boger
Turpin Communication
773-239-2523
Email

A New Definition of Success

June 30, 2014 in Delivery, Greg Owen-Boger, Nervousness, Presentation, The Orderly Conversation, Training

Why a Performance Approach to Business Presentations Doesn’t Work

greg_owen_boger_300Presentations should not be confused with speeches. Speeches are a type of performance. Presentations are a type of conversation. That’s why we’ve redefined them as “Orderly Conversations.”

Unfortunately, many people, even industry experts, hang on to the idea that a presentation should be “performed,” that it can be perfected by scripting, rehearsing, planning when and how to gesture, and following rules. These rules can be about all kinds of things, like the “right” number of bullets, never looking at your slides, holding your hands a certain way, or pausing for dramatic purposes.

As Dale Ludwig writes in chapter 5 of our new book The Orderly Conversation: Business Presentations Redefined: “When rules like these are applied without consideration of their effectiveness or appropriateness for an individual, they stop being the means to an end and become the end themselves. This makes presenting more difficult for the presenter and less effective for the audience.”

Three Types of Performers
What we’ve seen is that business presenters who follow a performance approach generally fall into three categories:

  1. The Nervous Perfectionist
  2. The Dutiful Student
  3. The Entertainer

Let’s take a look at the negative consequences of each type of performer and offer up a better way forward.

The Nervous Perfectionist
In the book, we write about Jennifer, a Nervous Perfectionist. She puts an extraordinary amount of time into planning her presentation and rehearses it several times before the big day. Her goal is to perfect her delivery.

Unfortunately, during her last presentation, Jennifer felt like a failure because things didn’t go as she’d planned. Her solution was to rehearse more the next time.

Jennifer’s assumptions look like this:
A New Definition of Success pic 1 6-30-14

Dale writes: “As Jennifer moved through each of these steps, she assumed she was gradually taking control over the process. But it didn’t work. What happened to Jennifer actually looks like this.”
A New Definition of Success pic 2 6-30-14

Dale goes on: “As you can see, Jennifer’s nervousness led her to rehearse, which turned her presentation into a performance. This made her more self-conscious and more nervous. Her decision to rehearse more for the next presentation just repeats the cycle.”

The Dutiful Student, a New Definition of Success and a True Story
Another type of performance-focused presenter is what we call the Dutiful Student. Dutiful Students want rules they can follow. After all, their thinking goes, there must be a better and worse way to do something. Give me rules and I’ll follow them.

Last week in a workshop, we met Sandra (not her real name). She is a Subject Matter Expert and accidental trainer. Several times she asked, “What’s the rule for… “

As proof of her allegiance to the “prepare, prepare, prepare” rule, she pulled out a three ring binder containing her training slide deck. Each slide, complete with script in the speaker notes, was laminated for safekeeping.

We asked her how long it takes her to get ready to actually deliver the training. She said with a sigh, “Weeks and weeks. It’s far too time-consuming, and I have a lot of other responsibilities.” She was clearly frustrated by this.

When we asked her how she felt when learners asked questions, she said she hated it because it pulls her out of her script. “I have to think a lot when I’m up there. If they interrupt me it just throws me off.”

As the discussion went on, Sandra and her classmates agreed that her process is inefficient and didn’t create the conditions for fruitful learning. In Sandra’s attempt to follow rules and perfect the delivery of her training, she lost sight of her goal, which was to teach, to inspire learning.

Create the Conditions for a Fruitful Conversation
We worked with Sandra to help her create the conditions for a fruitful conversation. The first step was to turn her focus away from herself and toward her learners. She needed to get out of her head and actually speak with them.

During the first exercise in class, Sandra’s instruction was to introduce herself to the group and to engage them in a conversation about her job responsibilities. After several attempts, she finally settled into the conversation. She actually saw them and their reactions. She responded to them in the “here and now.” They asked questions, and Sandra answered them with ease.

This exercise was recorded on video. As she and I watched it a little later she said, “I forgot about thinking, and just did it! I just talked with them.” She was amazed that she could actually stand in front of the group and hold a conversation. She wasn’t thinking about her gestures, or even what to say. She was engaged in the here and now of the conversation, and it came naturally to her.

As we continued to talk, she made a connection that will stick with her well into the future. She said, “You know … as I think about it, I do my best teaching at the bar after my sessions. Now that I know why that is, I have a new definition of success!”

The Entertainer
In the book, we also talk about Sophia, an Entertainer. The character of Sophia was inspired by a young man (we’ll call him Calvin) that I worked with years ago. He was in sales and approached his sales presentations as if he were a comedian on a stage.

Calvin had a larger than life personality, a toothy smile, and a presentation style to go with it. I remember he swaggered to the front of the room and asked if we were ready. When we said yes, he snapped into action. It was as if the spotlight had just been turned on.

I remember that Calvin’s boss caught me in the hall that day and invited me into his office for a chat. As it turned out, Calvin’s job was on the line. His buyers weren’t buying, and none of his co-workers wanted to work with him. Calvin was over the top and perceived as phony. Not exactly the type of person most people want to work with or buy from.

So What Does This Mean for You?
Dale writes: “The lure of the performance approach is control; presenters use it because they assume success comes from planning exactly what they are going to say and how they will say it in advance of the presentation. This also means, their thinking goes, that success can be reached fairly easily because all they have to do is remember the plan and follow the rules. The danger is that exercising this level of control over the process pulls your focus away from the here and now of the conversation and leads, for many people, to increased nervousness and heightened self-consciousness.”

The more effective and efficient way to prepare for and deliver your presentations is to think of them as Orderly Conversations. Your role, then, is to prepare for and lead a listener-focused, flexible and responsive conversation. And when you do, it will make all the difference.

by Greg Owen-Boger, VP at Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

The Orderly Conversation is now available at Amazon.com

New Communication Guide Offers a Game-Changing Approach to Business Presentations

April 16, 2014 in Delivery, Facilitation, News, Preparation, Presentation, Talent Development, The Orderly Conversation, Training, Uncategorized

Granville Circle Press announces the July 2014 publication of “The Orderly Conversation,” a groundbreaking resource for business presenters.

News Release – PDF

PrintGranville Circle Press announced today the publication of “The Orderly Conversation: Business Presentations Redefined” by Dale Ludwig and Greg Owen-Boger, a book that promises to change the way business presenters think about the “getting-business-done” presentations they deliver. The authors, communication experts with Turpin Communication (Chicago), offer a revolutionary approach that turns the old “Public Speaking 101” model on its head.

“Much of what’s taught about business presentations needs to be replaced,” says Ludwig. “Traditional methods focus on ‘speechmaking’ and the notion that presentations are like performances. That concept just doesn’t match the kind of presentations people actually give in the course of their work. Business presenters need a fundamentally different approach.”

That approach, say the authors, is one that shifts from “speechmaking” to thinking of business presentations as “orderly conversations” that thrive on the natural give-and-take between presenter and audience. Developed through Turpin Communication’s presentation workshops, Ludwig and Owen-Boger have seen this shift dramatically improve and empower their clients.

“Most presenters knew they weren’t delivering formal speeches, but the assumptions they were making and strategies they used didn’t reflect that,” says Owen-Boger. “Thinking of presentations as conversations changes everything: from preparation and delivery, through managing interactions, to how you judge your success when it’s all over.”

The Orderly Conversation takes readers through a clear and accessible process, inviting readers into one of the authors’ workshops to learn how to

  • Prepare for a genuine conversation
  • Engage listeners in a comfortable, flexible, conversation
  • Craft compelling visual aids that prepare you for the moment of delivery
  • Create the environment for productive interaction
  • Be clear and concise when thinking on your feet

“Most books on the subject stress how to look good speaking at people,” said Blaine Rada, professional speaker and management trainer named “America’s Greatest Thinker.” “’The Orderly Conversation’ shows how to truly connect with people, so you can stop performing and start engaging.”

Granville Circle Press calls their latest offering “eminently practical; real-world advice for the real world of business.” Due to be released in July 2014, The Orderly Conversation is available for pre-order.

ABOUT GRANVILLE CIRCLE PRESS
Granville Circle Press publishes works in the communication arts, including “Living Proof: Telling Your Story to Make a Difference,” selected by Kirkus Reviews as a “Best of 2012.” The Orderly Conversation, ISBN 978-0-9838703-2-6 $21.95

ABOUT TURPIN COMMUNICATION
Turpin Communication (Chicago) was founded in 1992 to provide the best presentation and facilitation skills training available anywhere. Since then it has helped business presenters in a broad range of industries and organizations focus on the skills and techniques that help them succeed. Authors Dale Ludwig and Greg Owen-Boger are available for key note addresses and to speak at conferences and corporate meetings.

Contact

Kyle Carlson
Granville Circle Press
+1 612-229-8896
Email

Dale Ludwig and Greg Owen-Boger
Turpin Communication
773-239-2523
Email

This news release was originally published here.

No Easy Button

November 15, 2013 in Dale Ludwig, Myths Debunked, Nervousness, Preparation, Presentation, Training

easy-buttonRecently, Greg and I delivered a facilitation skills for trainers workshop to a group of Subject Matter Experts. This group had been called upon to deliver training to less-seasoned employees in the organization.

Although the training content was technical and detailed, it was also highly nuanced. The goal of the training was to help learners not only understand the details, but also help them know how to use them to make complex business decisions.

During our needs assessment discussion at the beginning of the class, one of the SMEs put it this way:

“We’re trying to teach people that there is no Easy Button. They need to learn how to think about this information so they can be confident using it to make decisions.”

As I charted that idea, I thought about how the same thing is true for our workshops. A lot of presenters are looking for the Easy Button. They want simple answers to complex questions. The problem is, many of the simple answers aren’t the right answers. Presenting and facilitating are too complex and improvement too individual for that.

Here are three of the most common questions we’re asked and our think-about-it-this-way responses. If you’ve participated in one our workshops, these probably sound familiar.

“How can I eliminate nervousness?” Instead of thinking of nervousness as something you can eliminate, think of it as something to be worked through. If you’ve participated in one of our workshops, you know that the key is engagement. Presenters need to figure out what they need to do to engage their listeners.

“How much should I rehearse?” First, we have to define what you mean by rehearsal. If you define it as the process of perfecting your presentation before it’s delivered, then you shouldn’t rehearse at all. However, you do need to be prepared, and the best way for you to prepare is affected by your Default. Improvisers prepare differently than Writers.

“Is it okay to have eight words in a single bullet point?” Instead of counting the words in a bullet point, think about how you’re planning to use it. Can it be easily read in relation to the other bullet points in the list? Does the bullet make understanding easier? Can you make it smoother or simpler? The number of words you wind up with is secondary to these more fundamental issues.

In the long run, our training is about simplifying improvement for everyone. It’s just that getting to a simple solution that is also the right solution for you takes thoughtful consideration.

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

How to Prepare a Flexible Agenda for your Presentations.

July 1, 2013 in Author, Delivery, Greg Owen-Boger, Preparation, Presentation, Video

Greg Owen-Boger, VP of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation,” shares some techniques on how to make your presentation agenda flexible and organic.

Calling Things by their Proper Name

May 13, 2013 in Author, Greg Owen-Boger, Presentation, Talent Development

greg 200x300“The beginning of wisdom is to call things by their proper name.” Confucius

I’ve heard this quote used in many contexts. I suppose that’s for good reason. What we call things matters.

For example, many types of communication are called “presentations,” and that’s caused a lot of trouble for business people.

A TED talk is very different from an industry conference breakout session, which is very different from a getting-work-done presentation to your team, which is very different from a sales presentation one might give sitting down across a desk to a single person. Unfortunately, each of these has been called a “presentation.”

To muck things up even more, our university system and the Learning & Development industry don’t differentiate. They use speechmaking rules and techniques when training for all types of presentations. As you may have read in The Orderly Conversation Blog before, it takes a very different set of skills to plan for and initiate these different types of communication events.

Add all the bad advice and chest thumping over PowerPoint (see this discussion on the ASTD LinkedIn Group) and we have a real mess on our hands.

So, what to do?

Here are my thoughts: Let’s agree to name the types of communication events we’re talking about. We’ll start by figuring out how formal they are and how much interaction is involved. Then we’ll figure out what skills and techniques are useful for each.

If it’s a one-way communication event without interaction from the audience and a rather high degree of formality, then it’s a speech or a lecture.

TED talks and keynotes fall into this category. While these events, in order to be effective, need to feel conversational, they actually aren’t because there’s no real dialogue taking place. The speaker does not react to the audience in a way that changes the course of the speech.

Learning to master speechmaking requires a certain type of training and rehearsal.

On the other hand, if it’s a two-way communication event with genuine interaction from the audience, it’s a presentation.

Most getting-business-done presentations fall into this category. They are, of course, prepared but because of their reactive nature, they also zig and zag in response to input from the audience.

Because of the conversational nature of these types of presentations they tend to be informal. The role of the presenter in these situations is similar to that of facilitator.

Learning to master these types of presentations requires a different set of skills. Rather than rehearsing to get it just right, presenters prepare to be flexible and responsive to the individuals in the audience.

The Beginning of Wisdom is to Call Things by their Proper Name
We’ve found it useful to take it one step further and define business presentations as Orderly Conversations. Orderly because they need to be carefully thought through and prepared. Conversations because they only succeed when a genuine dialogue takes place between speaker and audience. Once presenters are comfortable with both sides of the Orderly Conversation concept, their ability to manage the process is assured.

Dale Ludwig, Turpin’s founder, and I are in the process of finalizing our new book entitled “The Orderly Conversation: Business Presentations Redefined.”

Our goal is to clear up the confusion so business presenters everywhere will gain a better understanding of what it takes to be an effective communicator.

By Greg Owen-Boger, VP at Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Why We Do What We Do (Part 2 of 4)

April 15, 2013 in Author, Dale Ludwig, Delivery, Facilitation, Posts for Buyers, Preparation, Presentation, Training

A Discussion of Turpin Communication’s Core Principles:
Default Approaches

Part 1, Part 3, Part 4

This is the second in a series of four posts focusing on Turpin’s core principles. In the last entry I focused on the Orderly Conversation, our term for the presentations business people deliver. As I said, the characteristics of a presentation that make it a Conversation always compete with those keeping it Orderly. It’s the presenter’s job to stay on track without sacrificing the spontaneity or immediacy conversations require.

Managing this tension would be a relatively easy thing to do if you were simply having a conversation with a coworker about a project you’re working on. Information would be exchanged, points made, and supporting arguments explained. With a presentation, you’re still having a conversation with your audience, but you have a specific goal you want to achieve, you’re probably using slides or a handout, and you have time to prepare.

Presenters respond to this challenge in one of two fundamental ways. We call these responses Default Approaches. One group, the Writers, default to the orderly side of the process. It’s natural for them to approach presenting as a linear process. Writers rely on preparation, detail, and control for success.

For the other group, Improvisers, the conversation is always front and center—even during the preparation process. These presenters rely on their ability to engage the audience and keep the conversation going.

Both Defaults bring important skills and strengths to the process, of course. They just need to keep things balanced. The conversation needs to breathe without straying too far off course.

Individual presenters must be aware of their Default Approach so they know which side of the process they should focus on. When we work with Writers, our goal is to increase their comfort with the spontaneous, sometimes-messy process of delivery. For Improvisers, improvement is found by making peace with the framework of the presentation and trusting it to make understanding easier.

As I said in the last post, everyone improves along a separate path. Insight into your Default tells us where that path starts.

In the next post, I’ll write about the connection between engaging listeners in the conversation and reduced nervousness.

Part 1, Part 3, Part 4

by Dale Ludwig, President of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Presentation Skills Training: REDEFINED. (Part 4 of 5)

March 12, 2013 in Author, Dale Ludwig, Delivery, Posts for Buyers, Presentation, Training

Part 1, Part 2, Part 3, Part 5

This is the fourth in a series of five blog posts focusing on the skill-building approach business presenters need.

As I said in the first post of this series, if you find yourself in a presentation skills workshop where you are not working on preparing and delivering a real-life presentation, pack up your things and leave the class. I feel comfortable making this assertion because improving your skills as a business presenter is all about nuance and flexibility. Neither can be fully appreciated unless you’re working with content that’s real to you.

When I was teaching Public Speaking 101 to college students I was frustrated by the fact that my job was to teach students about public speaking, not developing their skills in public speaking. Granted speeches were delivered in class, but they were almost always merely another academic exercise for the students. For the most part, they didn’t care all that much about the topic they spoke about. They were interested in getting a decent grade.

You certainly can’t blame the students for that, but each grade had to be determined by behaviors that were objectively and fairly measured. This leads to standardization, prescriptive delivery, and speeches that very rarely had a demonstrable effect on audience or speaker alike.

Business presenters need something very different than that.

When you deliver a presentation, you’re doing something that is very much a part of your job. Your audience is equally invested in the presentation and its outcomes because it’s their job to be that way. What needs to happen during a presentation skills workshop, then, must recreate that environment as fully as possible. That begins, of course, with the topic of the presentation each person is working on.

When training opens up to an examination of real-life topics and audiences, the workshop can focus on subtleties like these.

  • When you prepare your presentations, are you able to focus on the audience’s need to understand what you’re presenting or are you simply focused on the information itself? Focusing on audience understanding is not intuitive for most presenters because it requires a hard look at familiar content from another’s perspective. That’s a necessary, but not always easy process.
  • Another issue concerning preparation: do you tend to over-prepare because you’re after absolute accuracy or do you tend to under-prepare because you understand the content so well? Understanding and adapting to what comes naturally to you is crucial for improvement.
  • During delivery, how does your familiarity with your content affect your ability to explain it to someone else? Do you go too quickly, making too many assumptions? Do you go into more detail that anyone needs? Are you able to adjust to the level of knowledge or interest of audience members? These questions can only be answered through practice and feedback using real-life content during the training process.

These are some of the issues that need to be surfaced during your training.

In the final post in this series, I’ll discuss how the coaching you receive during your training must focus on what you bring into the class as much as what you take away from it.

Part 1, Part 2, Part 3Part 5

by Dale Ludwig, President and Trainer at Turpin Communication

My Time Has Been Cut Short!

October 29, 2012 in Author, Dale Ludwig, Delivering Your Presentation, Delivery, FAQs, Preparation, Presentation

I was on LinkedIn today and ran across a discussion that caught my eye. The question that was posed was this: “You prepared a 30 minute presentation and when you arrived it was reduced to 20 minutes. What would you do?”

This is a common occurrence, of course. Meetings often run long. If you’re at the end of the day, you should probably expect that time will be running short when your turn comes around. Some of the responses to this question got things right. Others—like the person who said that the thing to do is talk faster—got it very wrong.

The issue comes down to flexibility. Business presenters need to be flexible regardless of how much time they have. They always need to respond to the immediate needs of the audience, and “let’s get this done more quickly” is just one of those needs. Here’s what we recommend to help presenters be more flexible:

  1. Prepare the shorter and longer version for each point or each slide. To help you with that, make sure your slide title is meaningful.
  2. Be able to explain your ideas in a variety of ways. As you prepare, think about how you would make your point to people with different perspectives or levels of knowledge.
  3. Don’t be afraid to ask your audience how they would like you to focus the presentation. This can be done after you’ve delivered your agenda. Say something like, “I know time is precious today, so which of these four points would you like me to focus on?”
  4. When you’re asked a question, deliver the short answer first. If you decide to say more, make sure it’s worth the time it takes to do so.
  5. Accept the idea that to be concise you need to stop talking about something before you want to. This may sound silly, but it is absolutely true. Letting yourself talk until you’re satisfied usually doesn’t make the answer any better.

Managing a shorter-than-expected presentation can be frustrating, but a flexible presenter who stays focused on what the audience needs and wants to hear can succeed comfortably.

by Dale Ludwig, President and Trainer at Turpin Communication

Focus on Context

October 23, 2012 in Author, Dale Ludwig, Delivery, Preparation, Presentation

If you’re a business presenter, you know that one of the challenges you face is context. Not only do you need to think about how your recommendations fit into the context of your listeners’ lives, but you also have to consider how each of your slides fits into the context of the presentation as a whole.

One way to do this is by talking about the preparation decisions you made during delivery. This might sound strange, but it makes sense. When you prepare your presentation, after all, what you’re doing is anticipating the moment of delivery. You create slides to make understanding easier. You think about what your audience will need or want to reach the decision you want them to reach.

During delivery, then, it’s useful to talk about how a particular slide found its way into the presentation. Why has this information been included? Where did it come from? What’s important about it? This information will not only make the presentation easier to follow, but it will also help you adapt to whatever digression may have taken place during the conversation.

Here are some examples.

What’s the purpose of the slide?

  • “This slide will give us some perspective on where we are with this project. As you can see, six months ago …”
  • “The information on this slide expands on the pricing information I mentioned earlier.”

When was the slide made?

  • “When I put this slide together, I didn’t have access to all the current data, but …”
  • “This slide is from last quarter. Let’s look at it in comparison to where we are today.”

Who created the slide?

  • “This slide came from our marketing department. It’s typically used to compare trends over time with various customers. For our purposes today we’re going to look at just this small slice of data …”
  • “I got this slide from our friends in finance, it shows us …”

What does the slide mean to the audience?

  • “I included this slide because I knew William and Patrice were unfamiliar with the decisions we reached last month. So here’s an overview of that.”
  • “For the marketing people in the room, I know some of this will be confusing. Don’t worry. This is information for the folks in Customer Care.”

What does the slide mean to you?

One way to help listeners understand data is to talk about what it means to you, especially when your function or perspective is different than theirs.

  • “From my marketing perspective, this is a trend we need to watch because …”
  • “From a financial point of view, these numbers are great, but I can’t speak about what the long-term effect of the price increase is on consumer behavior.”

The next time you’re delivering a presentation think about the process you went through when preparing it. Doing so will create context and make understanding much easier for your listeners.

by Dale Ludwig, President and Trainer at Turpin Communication