More than five weeks have passed since the offshore rig Deepwater Horizon exploded and sank in the Gulf of Mexico, claiming the lives of eleven men. As oil continues to billow beneath the surface from BP’s damaged well, political blood has been spreading in the water as well.
Consider the rhetoric that spilled onto the airways today:
“The President has hired everything in Washington. Someone has convinced them that BP is their partner. They’re not their partner. We need some action here.” (James Carville)
“Why does it take the President 37 days, 38 days? . . . He’ll be there on Day 39.” (John King/CNN)
“We were dealt an untruth by the Corps of Engineers, another group that’s paid with our tax dollars. How much more are we going to put up with?” (Plaquemines Parish President Billy Nungesser)
“We’ve started taking matters into our own hands.” (Louisiana Gov. Bobby Jindal)
Negative comments, all. We might expect as much from the Republican politicians represented above. But from a Democratic consultant, and the host of a CNN news show? Just how big a disaster is this disaster shaping up to be for President Obama?
The environmental damage is not only gargantuan, but without discernible limit. The “Monster in the Gulf” bloats daily, like a sea-going version of Blob. The BP/Deepwater Horizon blowout has grown to 19 million gallons, perhaps as high as 39 million gallons. BP has now surpassed 1989’s Exxon Valdez as the coastline oil disaster of preeminence.
Inescapably, the current occupant of the White House is taking the heat. President Obama will travel to Louisiana this Friday—the “39th day,” as John King reminded us on his show—and today the President framed his administration’s response this way at a press conference:
“The American people should know that from the moment this disaster began, the federal government has been in charge of the response effort.”
Those words certainly have a “the buck stops here” sound to them. Yet the American people can’t help but notice that this is the President’s first news conference in 308 days.
President Obama—like President Bush before him during the Katrina disaster—would do well to remember the words of Theodore Roosevelt, an earlier Chief Executive who once said: “I have a perfect horror of words that are not backed up by deeds.”
Thursday, May 27, 2010
Sunday, May 23, 2010
"And I Owe It All to Television": Making Your Case in 30 Seconds or Less
Want to make the acquaintance of the world’s greatest communicator? Allow me to introduce you.
Ladies and gentlemen . . . meet television.
Dazzler of billions, appropriately nicknamed The Glass Teat (or Boob Tube), Baby-Sitter, Goggle Box, and The Eye, television is the master persuader of our age. And whether you agree with the late Ernie Kovacs that “television is a medium because it is neither rare nor well done,” the small screen has much to teach us when it comes to quick and efficient communication.
Television has been spectacularly successful in reducing people’s attention span, for instance—and then has plugged itself snugly into that smaller space. Equally important, T.V. has taught us that critical information succeeds when it is delivered vividly, with a visual kick.
As speakers who must convince listeners in short order—say, in the 30 seconds it takes for audiences to form judgments about us or to deliver an elevator speech—we can benefit from television’s techniques. We too can learn how to broadcast a message concisely yet powerfully and even include a visual component. Here are five ways to do so:
1. Decide on your objective. Let’s start with the persuasive tool par excellence of television: the commercial. Whether you love ‘em or hate ‘em, commercials seduce and persuade like nobody’s business (except the advertiser’s). With extreme conciseness, sponsors show us how to home in on one’s objective and achieve it with maximum efficiency. Advertisers do this because they want to sell, right? Well, so do you! Whether it’s a product, service, idea, or vision, a crystal clear objective to make that “sale” will lead you to the influence you desire. In conceiving your message, give purpose precedence over sheer information.
2. Use an effective hook. Think of a commercial you enjoy (come on, I know you have one). The first time you saw it, weren’t you intrigued at the beginning of the spot? Didn’t the quirky, or startling, or funny, or outrageous nature of the ad pull you right in? Whatever your essential message is when you speak, it won’t resonate unless people are with you when you get to it. If you hook their interest at the start, they’ll be with you at the end. If you don’t, they won’t.
3. State the problem and its solution. Here’s a T.V. commercial of the type you’ve seen many times. It’s a series of visual images: (1) Four-year-old boy chasing the family’s new puppy, laughing and tumbling all over the front lawn. (2) Mom looking at his pants draped over her arm and frowning at the ground-in grass stains. (3) Shot of detergent box. (4) Mom smiling at the same pair of pants, now sparkling clean as she holds them at arm’s length. We get it all: a problem and its solution, presented as succinctly as possible. Television does this seamlessly with visuals. As a speaker, you need to use visuals too, though your brush consists of words. And so you must . . .
4. Paint word pictures. Studies have shown that visual stimuli can be the strongest elements of persuasive nonverbal communication. That means we must not only show visuals when we present our ideas, but speak in visuals as well. Paint a picture with words, and the image will captivate your listeners. Hamlet’s father’s ghost may have said this to the prince: “I could tell you how my own brother murdered me, but it would shock and horrify you too much.” Instead, Shakespeare had the character color his palette this way: “I could a tale unfold whose lightest word would harrow up thy soul, freeze thy young blood, make thy two eyes start from their spheres [and] each particular hair to stand on end like quills upon the porcupine.” Which of those two short speeches packs a wallop?
5. Use stories that illustrate your point. When time is short or the opportunity is fleeting, state your point first then back it up with evidence. Of forms of evidence, stories are among the most powerful that exist. In casting your evidence in the form of a story, you’re saying, “Look, I know that was just data. Let me show you what I mean . . . .” Your illustration that follows, with people involved and a successful outcome will make your information come alive. Tell a story, and you’ll have your listener hooked—which is how you engaged him or her in the first place. Why let them off the hook now?
Ladies and gentlemen . . . meet television.
Dazzler of billions, appropriately nicknamed The Glass Teat (or Boob Tube), Baby-Sitter, Goggle Box, and The Eye, television is the master persuader of our age. And whether you agree with the late Ernie Kovacs that “television is a medium because it is neither rare nor well done,” the small screen has much to teach us when it comes to quick and efficient communication.
Television has been spectacularly successful in reducing people’s attention span, for instance—and then has plugged itself snugly into that smaller space. Equally important, T.V. has taught us that critical information succeeds when it is delivered vividly, with a visual kick.
As speakers who must convince listeners in short order—say, in the 30 seconds it takes for audiences to form judgments about us or to deliver an elevator speech—we can benefit from television’s techniques. We too can learn how to broadcast a message concisely yet powerfully and even include a visual component. Here are five ways to do so:
1. Decide on your objective. Let’s start with the persuasive tool par excellence of television: the commercial. Whether you love ‘em or hate ‘em, commercials seduce and persuade like nobody’s business (except the advertiser’s). With extreme conciseness, sponsors show us how to home in on one’s objective and achieve it with maximum efficiency. Advertisers do this because they want to sell, right? Well, so do you! Whether it’s a product, service, idea, or vision, a crystal clear objective to make that “sale” will lead you to the influence you desire. In conceiving your message, give purpose precedence over sheer information.
2. Use an effective hook. Think of a commercial you enjoy (come on, I know you have one). The first time you saw it, weren’t you intrigued at the beginning of the spot? Didn’t the quirky, or startling, or funny, or outrageous nature of the ad pull you right in? Whatever your essential message is when you speak, it won’t resonate unless people are with you when you get to it. If you hook their interest at the start, they’ll be with you at the end. If you don’t, they won’t.
3. State the problem and its solution. Here’s a T.V. commercial of the type you’ve seen many times. It’s a series of visual images: (1) Four-year-old boy chasing the family’s new puppy, laughing and tumbling all over the front lawn. (2) Mom looking at his pants draped over her arm and frowning at the ground-in grass stains. (3) Shot of detergent box. (4) Mom smiling at the same pair of pants, now sparkling clean as she holds them at arm’s length. We get it all: a problem and its solution, presented as succinctly as possible. Television does this seamlessly with visuals. As a speaker, you need to use visuals too, though your brush consists of words. And so you must . . .
4. Paint word pictures. Studies have shown that visual stimuli can be the strongest elements of persuasive nonverbal communication. That means we must not only show visuals when we present our ideas, but speak in visuals as well. Paint a picture with words, and the image will captivate your listeners. Hamlet’s father’s ghost may have said this to the prince: “I could tell you how my own brother murdered me, but it would shock and horrify you too much.” Instead, Shakespeare had the character color his palette this way: “I could a tale unfold whose lightest word would harrow up thy soul, freeze thy young blood, make thy two eyes start from their spheres [and] each particular hair to stand on end like quills upon the porcupine.” Which of those two short speeches packs a wallop?
5. Use stories that illustrate your point. When time is short or the opportunity is fleeting, state your point first then back it up with evidence. Of forms of evidence, stories are among the most powerful that exist. In casting your evidence in the form of a story, you’re saying, “Look, I know that was just data. Let me show you what I mean . . . .” Your illustration that follows, with people involved and a successful outcome will make your information come alive. Tell a story, and you’ll have your listener hooked—which is how you engaged him or her in the first place. Why let them off the hook now?
Sunday, May 9, 2010
How to Speak from Notes or a Manuscript
Good speakers need to relate to their listeners even while reading from notes or a manuscript. Sound like a difficult task? It isn't really.
Why then do so many people read their speeches badly? It can’t be because speakers find it helpful to pretend no one is actually listening to them (though they sometimes seem to be in their own little world in that way). And they can’t possibly be aiming to have a closer relationship with a stack of speaking notes than with their audience (though that sometimes seems to be the case).
If the whole idea behind a presentation is to influence one’s listeners, and it is, a speaker had better find a way to establish rapport with that audience! After all, is anyone willing to be persuaded by someone who basically denies their existence?
What follows are six practical tips for speaking effectively while using a manuscript or notes. These suggestions will help you remain engaging and influential as a speaker while maintaining a conversational dynamic with your listeners.
1. Write to speak. Compose your talk for the ears of your listeners, not their eyes, as would be the case if they were reading your speech. Aim for the rhythms of conversation rather than the more formal style of memos and reports (or the barely-composed slang of e-mail messages). That means choosing simple words and short sentences. Use a tape recorder to listen to yourself to improve in this area.
2. Make it easy for you to read. Give yourself pages that can you see readily from the lectern. Use a large typeface, wide margins, and avoid the bottom of the page (otherwise your audience will see the top of your head too often).
3. Grab key phrases and run with them. You don’t want to spend more time with your text than with your listeners. So look down and “grab” key phrases or sentences. Then look up at your listeners and say them. Practice the technique to acquire a rhythm, for this is an essential skill for speakers. An important general rule: if you’re not LOOKING at your audience, nothing should be coming out of your mouth.
4. Use the pause that refreshes. That’s an old ad slogan, but it applies to public speakers, who must learn to use pauses! Pauses help shape a speech. They show that you’re confident enough to introduce an idea, then let it sink in. Pauses are refreshing for listeners. The adrenalin you're producing will be prodding you to speed up, but you must take your time. A speech without pauses seems to go on forever, regardless of its actual length.
5. Look at your listeners. This is the forest that some speakers don’t see because the trees that their manuscript is made up of get in the way. You should look up from your speech with every sentence you say. Audience members need eye contact to believe you’re talking to them; and none of us is persuaded by someone who won’t look us in the eye.
6. Hit your peaks. Remember that a speech or presentation needs shape in terms of both ideas and vocal delivery. A speech lacking a climax, for instance, is as formless and anonymous as an amoeba; and presentations without vocal variety are sheer torture for listeners. The tendency of our voice to “flatten out” increases when we read from notes or a manuscript rather than conversing with listeners. Remind yourself always that you are talking to people, not sheets of paper. People demand much more from you than squiggles on a page. Provided you breathe life into those words, your listeners will return the favor handsomely.
Why then do so many people read their speeches badly? It can’t be because speakers find it helpful to pretend no one is actually listening to them (though they sometimes seem to be in their own little world in that way). And they can’t possibly be aiming to have a closer relationship with a stack of speaking notes than with their audience (though that sometimes seems to be the case).
If the whole idea behind a presentation is to influence one’s listeners, and it is, a speaker had better find a way to establish rapport with that audience! After all, is anyone willing to be persuaded by someone who basically denies their existence?
What follows are six practical tips for speaking effectively while using a manuscript or notes. These suggestions will help you remain engaging and influential as a speaker while maintaining a conversational dynamic with your listeners.
1. Write to speak. Compose your talk for the ears of your listeners, not their eyes, as would be the case if they were reading your speech. Aim for the rhythms of conversation rather than the more formal style of memos and reports (or the barely-composed slang of e-mail messages). That means choosing simple words and short sentences. Use a tape recorder to listen to yourself to improve in this area.
2. Make it easy for you to read. Give yourself pages that can you see readily from the lectern. Use a large typeface, wide margins, and avoid the bottom of the page (otherwise your audience will see the top of your head too often).
3. Grab key phrases and run with them. You don’t want to spend more time with your text than with your listeners. So look down and “grab” key phrases or sentences. Then look up at your listeners and say them. Practice the technique to acquire a rhythm, for this is an essential skill for speakers. An important general rule: if you’re not LOOKING at your audience, nothing should be coming out of your mouth.
4. Use the pause that refreshes. That’s an old ad slogan, but it applies to public speakers, who must learn to use pauses! Pauses help shape a speech. They show that you’re confident enough to introduce an idea, then let it sink in. Pauses are refreshing for listeners. The adrenalin you're producing will be prodding you to speed up, but you must take your time. A speech without pauses seems to go on forever, regardless of its actual length.
5. Look at your listeners. This is the forest that some speakers don’t see because the trees that their manuscript is made up of get in the way. You should look up from your speech with every sentence you say. Audience members need eye contact to believe you’re talking to them; and none of us is persuaded by someone who won’t look us in the eye.
6. Hit your peaks. Remember that a speech or presentation needs shape in terms of both ideas and vocal delivery. A speech lacking a climax, for instance, is as formless and anonymous as an amoeba; and presentations without vocal variety are sheer torture for listeners. The tendency of our voice to “flatten out” increases when we read from notes or a manuscript rather than conversing with listeners. Remind yourself always that you are talking to people, not sheets of paper. People demand much more from you than squiggles on a page. Provided you breathe life into those words, your listeners will return the favor handsomely.
Monday, February 8, 2010
Are You Singing Your Speech or Just Mouthing the Words?
Did you ever consider that delivering an outstanding presentation is like performing a great song? Not only is the “music” delightful to listen to, but your voice soars on a combination of dynamic technique and an inspirational message. The way you use your vocal tools carriers astonishing weight with regard to credibility, authority, and that all-important attribute, believability.
Why does your voice alone make such a difference? Well, for one thing, we all respond in basic, even primitive ways to the qualities of a person’s voice. If a voice is pleasant and authoritative, for instance, it may inspire confidence in the listener. But if it comes across as unpleasant, weak, or too quiet, the speaker will have difficulty persuading the audience toward a sale or any other positive response.
Vocal dynamics is one of the most powerful tools a presenter can use to win over an audience. Tone quality, pitch, inflection, emphasis, variety in pace, pauses, and all the emotional nuances our voices can project offer a nearly limitless palette to paint our “word pictures” and convince others. When we do that, we make our story, whatever it may be, come vibrantly alive for our listeners.
The potential of your voice
An effective way to reach toward your full vocal potential is simply to remember that the voice is inherently physical. That may sound obvious, but it’s easy to become so focused on our presentation’s content that we forget this essential fact.
Our voices are intimately connected to breathing, energy and relaxation. Any relaxation exercises—yoga, meditation, or simply lying down to rest—will help free your voice from the tension that comes from a busy life. Distractions in life naturally take their toll on how we express ourselves. Although it’s not always noticeable, the tension in your daily life reflects not only in your body but in your voice. Your voice functions most fluidly and powerfully when you relieve these daily tensions.
Getting to flow
To be convincing, you must combine the use of your voice with what you are saying. Beautiful words that don’t sound meaningful will not convince people. The converse is true as well: Meaningful words presented without eloquence can also come across as insincere. Content’s power and effectiveness hinges on your ability to combine the quality of your voice and your nonverbal communication. When you look and sound good and offer the audience a message worth listening to, all the components will be in place.
If you truly believe in your message, the way you move and your voice quality will make that message come through loud and clear. You will not have to try to be persuasive—you will be persuasive. At that point, the presentation will have a natural flow and persuasion will take place among audience members.
Delivering honesty
When you’re aware of the potential of vocal power, you can learn how to use the subtleties in your voice to influence your audience. The suppleness of our vocal instruments is a factor presenters too often neglect. The voice is the perfect tool to build trust, to instill confidence in a product or service, or to create excitement among potential clients or investors.
The key to this power is practice. When you’ve practiced enough to smoothly use your vocal tools in your presentations, remember a last point: Your listeners must trust and respect you, which means you must have an honest conversation with your audience. Be yourself—speak and move like yourself. Such authenticity looks and sounds like honesty to an audience.
Also, make sure to keep good eye contact with the audience members at all times. Look your listeners in the eyes and use your voice to persuade them of your cause. Remember to pay attention to your nonverbal cues and the subtleties of your voice. Convince your listeners by respecting their intelligence and listening to their opinions. Do these things and you’ll have standing room only for your next “performance.”
(This article originally appeared in Dr. Gary Genard’s book How to Give a Speech, which is available at http://www.publicspeakinginternational.com/how-to-give-a-speech.html.)
Why does your voice alone make such a difference? Well, for one thing, we all respond in basic, even primitive ways to the qualities of a person’s voice. If a voice is pleasant and authoritative, for instance, it may inspire confidence in the listener. But if it comes across as unpleasant, weak, or too quiet, the speaker will have difficulty persuading the audience toward a sale or any other positive response.
Vocal dynamics is one of the most powerful tools a presenter can use to win over an audience. Tone quality, pitch, inflection, emphasis, variety in pace, pauses, and all the emotional nuances our voices can project offer a nearly limitless palette to paint our “word pictures” and convince others. When we do that, we make our story, whatever it may be, come vibrantly alive for our listeners.
The potential of your voice
An effective way to reach toward your full vocal potential is simply to remember that the voice is inherently physical. That may sound obvious, but it’s easy to become so focused on our presentation’s content that we forget this essential fact.
Our voices are intimately connected to breathing, energy and relaxation. Any relaxation exercises—yoga, meditation, or simply lying down to rest—will help free your voice from the tension that comes from a busy life. Distractions in life naturally take their toll on how we express ourselves. Although it’s not always noticeable, the tension in your daily life reflects not only in your body but in your voice. Your voice functions most fluidly and powerfully when you relieve these daily tensions.
Getting to flow
To be convincing, you must combine the use of your voice with what you are saying. Beautiful words that don’t sound meaningful will not convince people. The converse is true as well: Meaningful words presented without eloquence can also come across as insincere. Content’s power and effectiveness hinges on your ability to combine the quality of your voice and your nonverbal communication. When you look and sound good and offer the audience a message worth listening to, all the components will be in place.
If you truly believe in your message, the way you move and your voice quality will make that message come through loud and clear. You will not have to try to be persuasive—you will be persuasive. At that point, the presentation will have a natural flow and persuasion will take place among audience members.
Delivering honesty
When you’re aware of the potential of vocal power, you can learn how to use the subtleties in your voice to influence your audience. The suppleness of our vocal instruments is a factor presenters too often neglect. The voice is the perfect tool to build trust, to instill confidence in a product or service, or to create excitement among potential clients or investors.
The key to this power is practice. When you’ve practiced enough to smoothly use your vocal tools in your presentations, remember a last point: Your listeners must trust and respect you, which means you must have an honest conversation with your audience. Be yourself—speak and move like yourself. Such authenticity looks and sounds like honesty to an audience.
Also, make sure to keep good eye contact with the audience members at all times. Look your listeners in the eyes and use your voice to persuade them of your cause. Remember to pay attention to your nonverbal cues and the subtleties of your voice. Convince your listeners by respecting their intelligence and listening to their opinions. Do these things and you’ll have standing room only for your next “performance.”
(This article originally appeared in Dr. Gary Genard’s book How to Give a Speech, which is available at http://www.publicspeakinginternational.com/how-to-give-a-speech.html.)
Tuesday, October 6, 2009
The Currency of Speech is Emotion
A couple of years ago, my wife and I were shopping for a new car. I remember clearly my response to the salesman who showed us the model we were interested in. It wasn't, "Gee, that is a fine car!"(for I already knew that before I visited the lot). What I said was, "He's a really nice guy" . . . just before I asked my wife, "Did you bring the checkbook?"
And Mrs. Merchant, the 4th grade teacher that I remember so fondly? I can say with certainty that I've never mused to myself, "Gosh, I loved the way she folded culture into that unit on South American geography. And her grasp of pre-algebra? Outstanding!"
No, my memories prompt me to think: "That woman changed my life--because she believed in me and showed me what I was capable of."
In both these situations, my emotional response was what mattered.
It's the same with the audiences for your speeches and presentations.
Human beings make important decisions because those choices feel right for them. They will justify their decisions with data and logic. But it's EMOTION that turns people on, and drives the choices in their lives.
Persuasion begins with trust, not with information. Every time you talk to a customer, prospect, colleague, or stakeholder, an unvoiced understanding takes place: you (the speaker) are seeking to influence your listeners. You're trying to change them in some way--positively and ethically, we hope. Change isn't easy for anyone. It only occurs when the person to be changed trusts that you are worth listening to and believing in.
As speaker, you are modeling the way: "Hear me and see me," you are saying. "You can see I am trustworthy, and therefore what I have to say is valuable."
By speaking in the realm of emotion, you open the door for positive influence. It isn't influence that computes right--for our brains are not machines that subsist on logic--it is change that feels right.
Author and playwright George Ade, Mark Twain's contemporary, said it this way:
"In uplifting, get underneath."
He didn't mean crawl down into the bogs of raw data, or dig into foundations long since excavated. He meant get into the things that matter. As a speaker or presenter, that means reaching across the real space of your speaking venue to touch people's hearts.
You do it with the story you tell, and the way you tell it, of course. Inexperienced speakers buckle the load of information they have to convey onto their backs, and then dump it into the laps of their listeners. To an audience, that feels heavy and unwieldy, and it's not something they want to take home with them.
Instead, your story--the one you're telling to change people's lives--must begin and end with people, and the things that move people deep inside. It's only to support that narrative that you bring in your information--your content. This is so whether you're presenting return on investment, your nonprofit's mission, or the marketing tools your company specializes in. All the information you convey is important; but you must convey it in terms of the satisfaction and benefits to be gained. The more you can link those benefits to an emotional response in your listeners, the stronger your content will appear.
How does this knowledge impact the practical necessity of developing a successful message? It's a reminder that we have to get the order right: Know your audience and what matters to them. Then tell them your story in human terms, relying on emotion, and using your content to help you make your case.
You'll feel good about that way of proceeding. And by the time you're finished, your listeners will not only be moved, they'll be persuaded.
And Mrs. Merchant, the 4th grade teacher that I remember so fondly? I can say with certainty that I've never mused to myself, "Gosh, I loved the way she folded culture into that unit on South American geography. And her grasp of pre-algebra? Outstanding!"
No, my memories prompt me to think: "That woman changed my life--because she believed in me and showed me what I was capable of."
In both these situations, my emotional response was what mattered.
It's the same with the audiences for your speeches and presentations.
Human beings make important decisions because those choices feel right for them. They will justify their decisions with data and logic. But it's EMOTION that turns people on, and drives the choices in their lives.
Persuasion begins with trust, not with information. Every time you talk to a customer, prospect, colleague, or stakeholder, an unvoiced understanding takes place: you (the speaker) are seeking to influence your listeners. You're trying to change them in some way--positively and ethically, we hope. Change isn't easy for anyone. It only occurs when the person to be changed trusts that you are worth listening to and believing in.
As speaker, you are modeling the way: "Hear me and see me," you are saying. "You can see I am trustworthy, and therefore what I have to say is valuable."
By speaking in the realm of emotion, you open the door for positive influence. It isn't influence that computes right--for our brains are not machines that subsist on logic--it is change that feels right.
Author and playwright George Ade, Mark Twain's contemporary, said it this way:
"In uplifting, get underneath."
He didn't mean crawl down into the bogs of raw data, or dig into foundations long since excavated. He meant get into the things that matter. As a speaker or presenter, that means reaching across the real space of your speaking venue to touch people's hearts.
You do it with the story you tell, and the way you tell it, of course. Inexperienced speakers buckle the load of information they have to convey onto their backs, and then dump it into the laps of their listeners. To an audience, that feels heavy and unwieldy, and it's not something they want to take home with them.
Instead, your story--the one you're telling to change people's lives--must begin and end with people, and the things that move people deep inside. It's only to support that narrative that you bring in your information--your content. This is so whether you're presenting return on investment, your nonprofit's mission, or the marketing tools your company specializes in. All the information you convey is important; but you must convey it in terms of the satisfaction and benefits to be gained. The more you can link those benefits to an emotional response in your listeners, the stronger your content will appear.
How does this knowledge impact the practical necessity of developing a successful message? It's a reminder that we have to get the order right: Know your audience and what matters to them. Then tell them your story in human terms, relying on emotion, and using your content to help you make your case.
You'll feel good about that way of proceeding. And by the time you're finished, your listeners will not only be moved, they'll be persuaded.
Wednesday, September 23, 2009
For Transparency and Trust, Make It Face-to-Face
Hard-boiled police detectives love using web-cams for interrogating suspects, don't they?
Customs officials ask suspicious travelers to dial into conference calls.
And you probably asked your spouse to marry you via an e-mail message--flagged, of course, with a red exclamation point.
Why do these three scenarios sound ridiculous? In high-stakes communication situations, we depend upon the cues (and clues) provided by a face-to-face encounter.
No other dialogue offers such a rich environment for getting to the truth regarding people's motives and trustworthiness.
It's a lesson worth bearing in mind, when recession-battered budgets sing the siren song of virtual meetings rather than the real kind.
Webinars, product demos, video conferences, and social media offer tremendous opportunities for personal and business growth, at a fraction of the cost of corporate travel. But in make-or-break situations where maximum trust and credibility are called for, there is simply no substitute for the personal touch.
The Wall Street Journal made this argument recently, in a special advertising section on global business travel. Clearly, author Joe Mullich in "The New Face of Face-to-Face Meetings" (WSJ, September 22) and the section itself were encouraging corporate travel rather than the virtual kind. Yet it's difficult to argue with the viewpoint that companies need to appreciate the effects of certain kinds of cost-cutting. This sentence in particular, from a spokesperson of Oxford Economics USA, is hard to ignore: "The research informs us that when a company reduces its travel budget, it loses both revenue and profits, giving competitors a real advantage."
A psychologist who analyzed research in this area found that "group processes and outcomes that require coordination, consensus, timing and persuasion of others" benefit from in-person communication. And a survey of business publication subscribers reveals that meetings are particularly effective in negotiating contracts, senior job interviews, and listening to customers. "Anything with new customers, closing sales, and improving the top line is still done face-to-face," according to Fay Beauchine, president of the National Business Travel Association Foundation.
Given today's tightened budgets, more emphasis is being placed on measuring the impact of meetings, conferences, and trade shows. That makes perfect sense. Going completely digital to the detriment of human contact, trust-building, and long-term relationships, however, doesn't.
Customs officials ask suspicious travelers to dial into conference calls.
And you probably asked your spouse to marry you via an e-mail message--flagged, of course, with a red exclamation point.
Why do these three scenarios sound ridiculous? In high-stakes communication situations, we depend upon the cues (and clues) provided by a face-to-face encounter.
No other dialogue offers such a rich environment for getting to the truth regarding people's motives and trustworthiness.
It's a lesson worth bearing in mind, when recession-battered budgets sing the siren song of virtual meetings rather than the real kind.
Webinars, product demos, video conferences, and social media offer tremendous opportunities for personal and business growth, at a fraction of the cost of corporate travel. But in make-or-break situations where maximum trust and credibility are called for, there is simply no substitute for the personal touch.
The Wall Street Journal made this argument recently, in a special advertising section on global business travel. Clearly, author Joe Mullich in "The New Face of Face-to-Face Meetings" (WSJ, September 22) and the section itself were encouraging corporate travel rather than the virtual kind. Yet it's difficult to argue with the viewpoint that companies need to appreciate the effects of certain kinds of cost-cutting. This sentence in particular, from a spokesperson of Oxford Economics USA, is hard to ignore: "The research informs us that when a company reduces its travel budget, it loses both revenue and profits, giving competitors a real advantage."
A psychologist who analyzed research in this area found that "group processes and outcomes that require coordination, consensus, timing and persuasion of others" benefit from in-person communication. And a survey of business publication subscribers reveals that meetings are particularly effective in negotiating contracts, senior job interviews, and listening to customers. "Anything with new customers, closing sales, and improving the top line is still done face-to-face," according to Fay Beauchine, president of the National Business Travel Association Foundation.
Given today's tightened budgets, more emphasis is being placed on measuring the impact of meetings, conferences, and trade shows. That makes perfect sense. Going completely digital to the detriment of human contact, trust-building, and long-term relationships, however, doesn't.
Friday, September 11, 2009
When Your Presentation Encounters Hostility
If an audience appears to be hostile or agitated, you need to act fast, says Dr. Gary Genard, president of Public Speaking International, who offers training on presentation and speaking skills worldwide.
"First, you should have seen this coming," he says. "Don't be like a deer in the headlights. Prepare yourself by knowing the political climate, how much to share, who will be in the room, and how they like to receive information. Know your audience's need and expectations, otherwise you'll be flying blind."
If you understand your industry, your clients, their cultural biases, and their needs, you should be able to deal with anger, resistance, or hostility with confidence, he says. Genard provides these seven tips for overcoming resistance:
1. Understand the type of resistance you're facing. "The more information we have at our fingertips to counter the resistance, the more accurate we'll be in the action we take. Is the resistance institutional? Fact-driven or cultural? Is it a flaw in your logic or an ego-trip for the questioner? In other words, you should be alert to what's coming your way and respond honestly. Look below the surface; look for subtext – the real action beyond the scene. Does the audience need an emotion validated? If they do, show them you understand."
2. Listen for emotions. "Even in an emotional storm, there may be subtle differences as to what you are hearing and what you can respond to," says Genard. "Emotions, not your message, may be making your audience hostile toward you. You may represent a point of view or a company to them; therefore, you provide a convenient target for the audience to attempt to redress a recent problem or vent after decades of resentment and anger. You don't have to change your message; instead, deal with the audience's emotional response."
3. Recast erroneous assumptions. "The more serious the assumption, the faster it must be countered," says Genard, saying that you may even interrupt (politely, of course) the erroneous statement. Why? Because the more time that goes by before the error is countered or corrected, it starts to set like cement."
4. Welcome unclear or fuzzy arguments. "If an argument is unclear or fuzzy enough, it's a gift to you," says Genard. "You can go anywhere you want with it. It's your golden opportunity to express your critical messages all over again in a different way."
5. Go low-key and conversational. "The more someone rants and raves at you, the quieter you should become," says Genard. Why? Because everyone else in the room will quickly realize that the person ranting is out of line. They will see the contrast immediately between the raving person and the considerate, soft-spoken, and reasonable person (you).
6. Be aware of your tone. "Watch how are you saying what you are saying," says Genard. "The best arguments in the world will fail if they sound defensive or angry. Audiences will remember a presentation’s tone far longer than they will recall the facts and statistics."
7. Disagree neutrally. "There will be many opportunities for you to demonstrate your rapier wit and responses when you are faced with skepticism and hostility. Resist every one of them, for the reasons given above," says Genard.
In summary, Genard says to think in terms of shaping the issue. "In other words, frame your message in ways that work to your advantage," he says.
More information on these tips can also be found in Genard's book, How to Give a Speech: Easy-to-Learn Skills For More Successful and Profitable Presentations, Speeches, Meetings, Sales, and More! (Cedar and Maitland Press, 2007). You can find the book at amazon.com or at PublicSpeakingInternational.com.
"First, you should have seen this coming," he says. "Don't be like a deer in the headlights. Prepare yourself by knowing the political climate, how much to share, who will be in the room, and how they like to receive information. Know your audience's need and expectations, otherwise you'll be flying blind."
If you understand your industry, your clients, their cultural biases, and their needs, you should be able to deal with anger, resistance, or hostility with confidence, he says. Genard provides these seven tips for overcoming resistance:
1. Understand the type of resistance you're facing. "The more information we have at our fingertips to counter the resistance, the more accurate we'll be in the action we take. Is the resistance institutional? Fact-driven or cultural? Is it a flaw in your logic or an ego-trip for the questioner? In other words, you should be alert to what's coming your way and respond honestly. Look below the surface; look for subtext – the real action beyond the scene. Does the audience need an emotion validated? If they do, show them you understand."
2. Listen for emotions. "Even in an emotional storm, there may be subtle differences as to what you are hearing and what you can respond to," says Genard. "Emotions, not your message, may be making your audience hostile toward you. You may represent a point of view or a company to them; therefore, you provide a convenient target for the audience to attempt to redress a recent problem or vent after decades of resentment and anger. You don't have to change your message; instead, deal with the audience's emotional response."
3. Recast erroneous assumptions. "The more serious the assumption, the faster it must be countered," says Genard, saying that you may even interrupt (politely, of course) the erroneous statement. Why? Because the more time that goes by before the error is countered or corrected, it starts to set like cement."
4. Welcome unclear or fuzzy arguments. "If an argument is unclear or fuzzy enough, it's a gift to you," says Genard. "You can go anywhere you want with it. It's your golden opportunity to express your critical messages all over again in a different way."
5. Go low-key and conversational. "The more someone rants and raves at you, the quieter you should become," says Genard. Why? Because everyone else in the room will quickly realize that the person ranting is out of line. They will see the contrast immediately between the raving person and the considerate, soft-spoken, and reasonable person (you).
6. Be aware of your tone. "Watch how are you saying what you are saying," says Genard. "The best arguments in the world will fail if they sound defensive or angry. Audiences will remember a presentation’s tone far longer than they will recall the facts and statistics."
7. Disagree neutrally. "There will be many opportunities for you to demonstrate your rapier wit and responses when you are faced with skepticism and hostility. Resist every one of them, for the reasons given above," says Genard.
In summary, Genard says to think in terms of shaping the issue. "In other words, frame your message in ways that work to your advantage," he says.
More information on these tips can also be found in Genard's book, How to Give a Speech: Easy-to-Learn Skills For More Successful and Profitable Presentations, Speeches, Meetings, Sales, and More! (Cedar and Maitland Press, 2007). You can find the book at amazon.com or at PublicSpeakingInternational.com.
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