It was the silence heard around the world: Rick Perry’s brain freeze. Perry’s mental cramp during the GOP presidential debate stole the show and was quickly hailed as one of the worst memory meltdowns in history. It was a cringe-inducing 53 seconds as Perry scrambled to recall the name of the third federal agency he’d shut down, to no avail.
I’m not focusing on politics here. My interest is in YOU as an influential leader and how you can prevent your own case of message meltdown. After many year of observing and serving leaders, I’m convinced that brain freeze in public speaking is completely preventable, no matter how nervous you are. Many people’s fear of public speaking and delivering presentations hinges on this issue, so I’d like to share three strategies to conquer it. (With a respectful wink and nod to Governor Perry, let’s hope I don’t forget the third.)
What’s at stake when an episode of brain freeze strikes? Your credibility can disappear with your memory. Your confidence can take a profound, life-altering beating. In addition, brain freeze can either 1) create an unfavorable first impression of you, or 2) cement an unfavorable view that others already have of you.
Here are three tips to prevent you from drawing a blank when delivering a message:
Believe your message deeply. Your brain’s frontal lobe is sensitive to anxiety. Psychologists say stress hormones can temporarily block your frontal lobe from the rest of your brain. You’re frantically searching for a word, but like a computer file that’s locked, your brain is blocking access to it. Fear is like a virus, infecting your thoughts. It’s guided by self-preservation. The solution? Don’t rely solely on your brain to deliver a message when the stakes are high. Believe your messagedeeply. A speech or presentation is a transfer of emotion. Engage both your head and your heart to share your message with others. Tap into your message both intellectually and emotionally. When you deliver from the heart, you free yourself of the susceptibility that anxiety will scramble your brain.
Beware of adding new information too close to delivery.Brand spanking new information leaves you vulnerable to drawing a blank. You haven’t fully processed and internalized new info yet. You might as well send a party invitation to your brain inviting message meltdown when you add new information on the fly. But Connie, you ask – what if my boss gives me last minute information that I have to include? What if I learn something at the last minute that’s important? Of course you should add this type of information to your presentation. But here’s the antidote: write that information down and keep it right in front of you. Prominently. During Perry’s meltdown, he frantically searched his notes, but couldn’t come up with that third agency. Perhaps it was buried in his notes. Perhaps he was off-point. I don’t know. But I do know that a prominently displayed, bulleted list would have saved Perry from this public humiliation. So save yourself. If you have new, unprocessed information to share, keep it written prominently in front of you. Think of it as an insurance policy.
Deliver boldly. Do you fear criticism? Does the concern that someone will take a shot at you linger in the back of your mind during delivery? This is pure poison. The good news is that it’s self-induced, which means you have control over it. Confidence is the expectation of a positive outcome in a specific situation. Breathe deeply, visualize a positive outcome and let go of the fear. Forget perfection – think excellence. Don’t morph into your boring, evil twin in front of an audience. No one wants an automaton delivering a perfectly rote message- they value a person with a passionate point of view.
The only true metric of public speaking is the audience’s response. Embrace your opportunity to move others to action. Use these three tips and you’ll replace brain freeze with liquid gold for your audience – and yourself.
In this quick 2 minute “Connie off the Cuff” video recorded behind the scenes of a keynote speech in Phoenix, you’ll discover the one thing you need to deliver a presentation.
You’ve been tapped to give a presentation. Quick – what are you feeling? Has a sense of dread washed over you?
Of course.
You’re tasked with creating a slide deck, which can swallow hours of your time. Perhaps you’d prefer a root canal – at least you could just lay there under the influence of a numbing anesthetic. Instead, you’re worried that your presentation may leave your audience numb.
Rightfully so. After all, most presentations are dull and deadly, aren’t they? You feel trapped as the presenter morphs into a reporting robot, hosting a tedious read-along of his text-laden slides.
I believe presentations are fundamentally and deeply broken. They’re wasting more than just your time. They’re squandering opportunities for thought leaders to breathe life into transformational ideas.
Here’s a key: presenters are reporting when they should be resonating.
The Resonator
That’s why I interviewed Nancy Duarte, CEO of Duarte Design and the author of Resonate and Slide:ology. I believe Nancy’s message will resonate with your desire to create a groundswell for your initiatives.
Connie interviews Nancy Duarte
Who better to understand the power of visual information than Nancy Duarte? Her firm creates the best slide decks on the planet. Over the past twenty years, Duarte Design has created over a quarter of a million presentations for the world’s leading brands, helping thought leaders communicate ideas in strikingly visual ways.
Nancy agrees that the overwhelming majority of presentations are sadly inadequate. At first, she labeled it a slide problem, which is why she wrote the award-winning Slide:ology in 2008. “I thought that’s where the breakdown was – that people didn’t know how to visually display information,” she told me.
But gussying up slides – while a terrific start – isn’t enough, she learned. So she turned her attention to storytelling. Nancy believes stories can help put the heartbeat back in presentations. “A storyteller on a stage takes on a completely different presence. I wanted to close that gap.”
You may be asking, “Connie, what does storytelling have to do with my leadership influence?” Here’s a brilliant example: contrast “what is” and “what could be” as a structural device.
Nancy explains, “Our job as leaders is to define as clearly as possible where we need to be in the future. And what you do is compare what currently is to what could be, which is the future with your idea adopted. And by moving back and forth as a structural device, you’ll start to compare what is to what could be. People will be like, “Oh my gosh, I don’t want to stay where I’m at, because that would be foolish. I want to move towards this new idea that my leader is telling me.”
I believe you’ll benefit from hearing more about Nancy’s approach to storytelling, so I urge you to listen to our interview in my podcast. Or, if you don’t have time, you can download the transcript here.
Nancy’s books are powerful resources for any leader wanting to influence, inspire and impact audiences while presenting ideas. You’ll discover how to stop reporting and start resonating.
I encourage you to pick up a copy of her books here.
You Write. We Reward.
Would you like to win a fre*e copy of Resonate? Nancy has kindly provided me with an autographed book for my readers. Simply submit a comment below, telling me the most valuable lesson you learned from Nancy’s interview. I’ll pick a winner and send the book to you.
Benjamin Zander says his job is to awaken the possibilities in others. He’s a motivational speaker. And, oh, yes – he’s also the conductor of the Boston Philharmonic.
When Zander perches on the conductor’s podium, he shapes the sound of the classical ensemble. But as a leadership keynote speaker, I assure you this maestro rocks an audience. I encourage you to watch the following short video as Zander brings an audience first to tears, and then to its feet. If you’re short on time, skip to my coaching notes below where I dissect his magic and share a few actionable tips to help you rock your presentations like Benjamin Zander.
Tips to Help You Rock an Audience Like Zander:
Drive your audience from Point A to Point B. Zander laid out the audience’s destination before he took them on a ride. His goal was to ensure that everyone came to appreciate classical music. You can do that, too, by carefully developing your speech with the end in mind. Influential presenters take audiences on a pre-planned journey instead of merely delivering a speech.
Close the physical gap. The maestro jumped off stage and bounded into the audience a few times when felt called to create intimate moments. Follow your instincts. If you sense the audience needs a jolt of electricity, dare to move closer. The key is to do it strategically. Return to your home base spot after a brief, purposeful interlude – don’t wear out your welcome by staying in the audience too long. Leave ‘em wanting more of you.
Are their eyes shining? A seasoned leadership expert, Zander unveils a secret at the end of his presentation: You know you’ve reached people when their eyes are shining. How does he do it? He creates an exceptional audience experience by speaking from both his heart and his head. I challenge you to do the same, no matter what your topic. Be an open, servant presenter and your audience will reward you with shining eyes.
Are you an authentic, charismatic leader? Do you need to exude these qualities in order to lead effectively?
One of America’s top communication theorists and coaches says, “Yes, absolutely.”
Connie interviews Dr. Nick Morgan
Dr. Nick Morgan believes authenticity and charisma are a key to your leadership and that you shouldn’t leave them to chance. Dr. Morgan is the CEO of Public Words, former editor of the Harvard Management Communication Letter, and is the author of Trust Me: Four Steps to Authenticity and Charisma.
I urge you to download the complimentary 30 minute podcast and PDF transcription of our conversation. You’ll hear Nick’s take on many subjects including:
How the latest brain research could transform the way you think about communicating
What you do that accidentally sets people on edge & shuts down all chances of getting your point across
Why adrenaline makes you robotic and monotonous
Here’s an excerpt of our conversation:
Nick: I think that influential leadership is about authenticity. I think that, in this day and age, we have such a very highly attuned bullsh*t factor, if I can use that word. We’re very quick to determine ‘fake’ in people and in companies; so I think that powerful leadership begins with that: “What are you really about?” Focus: give me the essentials. I think it’s the job of a leader not to just have a vision, but to spend the time getting that vision down to its simplest, purest essence, because of the information overload that we’ve talked about.
I think that the requirements, the ante has just been raised; maybe it used to be simpler, but now it’s tough. And that’s what you have to do. And so leadership keeps getting harder and harder but, in a sense, there’s good news; and I think it’s all more and more about being truly real, being authentic. And, with that authenticity, comes focus; and, with emotional focus, comes charisma. So it kind of flows naturally out of getting the authenticity right.
Connie: And then, of course, you’ve got to make things happen. You can’t just be a person who speaks eloquently but doesn’t actually execute.
Nick:Right. And we’re getting out of my head into yours, but that’s exactly right; leadership, ultimately, is about changing lives, changing behavior, getting people to do things that they wouldn’t do on their own, together.
If you’d like to win a fr-ee, autographed copy of Trust Me, I’ve arranged with Nick to send one to a lucky leader. Simply leave a comment today on this blog about how the interview inspired you (be specific, please) and I’ll select a winner to receive the complimentary copy. Good luck!
Experienced an authentic, impactful moment recently? Two families witnessed one this past weekend when my son, Spencer, proposed to his soul mate, Christine.
Allow me to explain the bus and how it relates to your leadership. Spencer and Christine rode the bus together through middle school. Even though the bus transported them to different schools, they became friends as they shared a daily ride in the back seat of Mrs. Voricek’s bus.
Now fast forward eight years. After losing touch during high school, then rekindling their friendship and dating through their college years (again at separate schools), Spencer was ready to propose to his beautiful, perfect match. But it was important to him to create an experience that would feel meaningful and authentic to Christine.
He remembered the bus. Ah, yes – that would be authentic, wouldn’t it? After much planning, including tracking down their original driver, a balloon arch custom fit for the back seat of the bus, a white aisle runner and a path of fresh rose pedals and heart shaped balloons, Spencer gave Christine a remarkable experience which evoked their past and future simultaneously.
He created The Love Bus for his true love.
Which brings me to you. Do you create authentic, audience-centric experiences when you speak? Or do you merely deliver dull PowerPoint presentations to your audiences?
Do your intentions and your impact align? The difference has a profound impact on your ability to influence others and make things happen.
In the post that follows, Dr. Nick Morgan, former editor of the Harvard Management Communication Letter and a top communication theorist, shares why authenticity and charisma are crucial to your leadership. You’ll discover why he proposes that it’s a mistake to leave these two elements to chance – even worse than leaving gum under the seat.
Pint-sized presenter Schuyler St. Leger nailed it. At the age of 10, he’s already mastering audience-centered speaking.
How Schuyler rocked the audience – (and you can, too)
1) He nailed the power pause, deftly using silence after his major points to let his words sink in before moving to his next tidbit.
2) He was Diana Ross, letting the slides work as his Supremes.The slides didn’t eclipse his presence – they acted as the equivalent of his back-up singers.
3)His slides were visual – not laden with text. They helped the audience process his points, rather than bogging them down with TMI.
Kudos, kid. Your delivery and poise at this Ignite Phoenix event is inspiring. My only question is this: Is that your mother, cheering hysterically in front of the camera – or do you have that effect on all the ladies?
When you hear “flight” and “fateful seat” in the same sentence, what comes to mind? An accident, perhaps? Allow me to explain.
My recent adventure started in New York, where I boarded a Continental flight for Texas to deliver a Talk Less, Say More keynote speech. My seatmate, Jeff, had endured two canceled flights due to airport shutdowns in wintry Texas. A world-traveling executive, Jeff had been stranded in New York for two days – including his birthday – causing him to miss a celebration with his wife and daughters back home in Austin.
As we slowly taxied to the runway, our pilot announced that we should settle in for an extra long flight. It would take four and a half hours to reach Texas, he said, because we were facing strong headwinds.
Alrighty, then.
After we’d chatted for a while, my seatmate and I began to tackle our workloads. As Jeff tugged his laptop out of his briefcase, he whipped out a Kindle, too. The sleek new reading device was a Christmas gift for his daughter, Jeff explained, but he “borrowed it” for the business trip. (Those of you who are parents know that “borrowed it” is code for “my child doesn’t realize it’s missing.“) As he powered up the display, Jeff explained that he’d read a book over the weekend that had a strong impact on him and he wanted to consult it again. He had an important, complicated message that he needed to deliver to his organization and it was critical that others understand him clearly. Change was imminent. Profitability was on the line.
As he toggled through his titles to show me the magical book, my jaw dropped - Talk Less, Say More.It was my book!
My heart glowed. But I didn’t let on that he was sitting next to the author. I thought I’d toy with him for a minute.
“By the way,” Jeff said, “what do you do for a living? These 3 bubbles might help you,” he shared, as he pointed to the 1-2-3 method on his screen.
“I’m a business author,” I replied.
“Really? What’s your book?” Jeff asked.
“That one.” I said, as I pointed to the pilfered Kindle in the palm of his hand.
It was in that moment, as we cut through the clouds and the sun began to shine, that I realized I’m living my true purpose.
Jeff and I honed his message for most of the flight. We devised how he could best Connect, Convey, Convince his organization to take positive action in this time of change.
When we landed in Texas, Jeff said he believed it was fate that his earlier flights were canceled. He said he was meant to sit next to me and it was a flight he’d never forget. No, Jeff, the honor was all mine. To all of you executives I have the honor of working alongside, thank you for the privilege of helping you discover your leadership influence, in-flight or with your feet firmly planted on the ground.
So my promise to you is this….if we find ourselves seated together on a flight, I’d be delighted to help you develop a leadership message to influence, inspire and impact your world.
P.S. I’m blushing about a recent honor. I’m grateful to http://www.Speaking.com for selecting me as one of America’s Top 5 Speakers of 2011. It’s a privilege to spread my Influential Leader message to audiences worldwide!
I recently intereviewed Dr. Condoleezza Rice in front of a live audience gathered for a book signing of her newly-released memoir, “Extraordinary, Ordinary People.”
The former Secretary of State exceeded my high expectations during her public speaking opportunity.
Yes, she was a terrific interview and the book-signing crowd loved her – but you would have expected that. Media pros know how to bridge any question to a key message they want to deliver. She shared engaging stories about her parents, her recent experience accompanying diva Aretha Franklin on the piano, her love of football, and the most compelling people she met around the globe as the country’s top diplomat.
But what caught me off guard was her genuine warmth backstage in the greenroom prior to the interview. Some book critics have taken shots at Dr. Rice’s memoir, describing her writing as “aloof” and “distant.” As a result, I expected a brusque, all-business presence to sweep into the green room, impatient to move on with the evening.
Instead, Condi Rice was remarkably warm, thoughtful, and razor sharp. Upon learning my name, she even labeled us the “Connie and Condi” show. Despite her stature, influence and impact, she totally connected with every person in the room, from an intern to a pro athlete and NFL analyst.
Matter of fact, after the interview, the NFL analyst told me that Dr. Rice seemed to knows more about detailed football strategy than he does. Talk about influencing a discerning audience!
Donald Trump is my new wingman. Alright, I’ll be his wingman since he’s a lot richer than I am. Let me explain.
While channel surfing last night, I came upon The Apprentice on NBC. I was intrigued because just as I tuned in, one of the contestants was mangling a public speaking opportunity. (And you know that gets my attention as an executive communication coach.)
As a result of the awful presentation skills, the speaker blew the challenge for his entire team. They were left in the boardroom to face the axe.
Trump was livid. In a rare double firing, he canned not only the speaker with poor presentation skills, but the guy’s project manager, too. Why? Because the project manager didn’t require a rehearsal.
The entire team was caught off guard – and horrified – at how nervous and totally ineffective the guy was communicating in front of an audience. Especially because the guy volunteered to present, saying he was experienced and naturally good at it. Unfortunately, he didn’t bring his “A” game with him that night. Or even his “D” game, for that matter. He was unprepared and flustered. The more he buried his head in his laptop to read his notes word-for-word, (even mispronouncing words left and right) he more he tanked everything his teammates worked so hard for.
My point? Rehearsing presentations is critical. Poor public speaking reflects not only on you, but on everyone else whose hard work and reputations are on the line when you’re at the front of the room. You owe it to everyone to connect, convey, and convince your audience.
Thank you, Donald Trump, for the televised example of why bosses should require rehearsals when money and reputations are on the line. I owe you one.
Consider the fire hydrant’s purpose. Your neighborhood fire plug lets firefighters tap into the municipal water system to extinguish a fire. They attach a hose to the cast iron hydrant, screw open a valve and whoosh, out comes a powerful flow of water. Simple enough.
But have you ever considered how you might be using a fire hydrant habit when you communicate? Someone requests the communication equivalent of a sip of water but instead, you screw open a hydrant… and flood them with too much information.
Perhaps you launch into long-winded explanations when you’re asked simple questions. Maybe you send e-mails two screens long with five attachments. Perhaps you leave voice mails so lengthy that you get cut off by the beep.
If so, people are having frustrating experiences communicating with you and it’s damaging your credibility. People are probably avoiding communicating with you as a result. They see your name on caller ID and let it go to voice mail. They ignore your emails. They interrupt you constantly during presentations, meetings and other face-to-face interactions.
If you’re getting these outcomes, it’s time to stop the flow of blah, blah, blah. Here are a few ways to do it:
Think portion control
Aim for clarity, not confusion
Answer questions first, justify them second
Use shorter sentences
Send succinct, frontloaded e-mails
Use bullets instead of run-on sentences
Use visuals instead of text whenever possible
Present info narrow and deep, not wide and shallow
Be aware of the effect you have on people
Like a dieter counting calories, put yourself on a communication diet. We must all re-learn what a proper serving size is in today’s world where we’re bombarded with communications 24/7.
Once you overcome the fire hydrant habit, you’ll see that others seek your input and stay tuned in when you talk. Just as importantly, people will happily park themselves within six feet of you without the fear of being soaked by a data dump.
Have a presentation to deliver? Don’t follow Phil Davison’s lead as a public speaker.
This speech is Hall of Fame quality for the most misguided, jaw-droppingly worst presentation skills ever.
Mr. Davison says he holds a masters degree in communication. In this case, as you’re about to see, mis-communication was his specialty. Luckily, as he launched this passionate run for office, someone ran for their Flip video recorder. While he lost the nomination, we all win with a cautionary tale of how misguided passion can tank your credibility.
On second thought, if the speaker’s real goal was to win attention instead of the election, it’s a spectacular success story. Just don’t try these antics in the board room or you could lose your job.
We’re all sick of witnessing the LeBron-aThon. Many of you are upset at the athlete, thinking his “The Decision” announcement show on ESPN is the height of inflated egomania.
But let’s turn to LeBron’s communication strategy. He’s opened a “last-minute” Twitter account this week, re-launched his website, and is taking his announcement to live TV worldwide. Yes, it’s narcissistic. But it’s also a sound approach for a man who’s building a GLOBAL brand. This is opportunity communication, as opposed to crisis communication. It’s Tiger Woods in reverse. LeBron’s suspense-building tactic is cutting through the worldwide media clutter and claiming his space at the top of the mountain. LeBron is owning his message instead of letting others control it.
Operation “Billionaire Communicator” has begun. From puff of chalk to puffed-up ego.
At last, LeBron’s desire for global dominance is visibly in full swing with his newly-launched communication approach. The millionaire-to-millionaire dog and pony show presentation pitches have come and gone. But if you think the media coverage of the courtship has been maddening, imaging the frenzy after the decision is announced tonight. You could fill an hour-long show about it.
Whoops. LeBron’s a step ahead of us.
He already knows the media will be clamoring for the reasoning behind his decision and the impact it will have on the hostage cities involved, so LeBron is managing the situation by being live on the global leader in sports, ESPN. With the Boys and Girls Club as his beneficiary backdrop, to boot. It’s opportunity communication when you know you’re going to break four cities’ hearts but you want time to explain yourself beyond a sound bite. Basketball fans in the losing cities will disgustedly change the channel as soon as he drops them like a hot potato. But the rest of the GLOBE will be watching.
And that, I suspect, is the heart of the LeBron James Operation Billionaire Communicator plan. Global dominance.
You might be surprised at how many executives say they lack confidence in front of audiences and want to gain the skill.
Here’s a nerve-wracking experience that I keep in mind as I coach high-powered leaders who want to improve their presentation skills. It starts in my rear view mirror, back when I was sixteen years old. My high school business teacher entered me in the Future Business Leaders of America speech contest. First of all, you should know that I had never given a speech before. Secondly, I was raised in a humble family in a tiny Indiana farm town, so I had no clue what topic to choose for a business speech. I certainly didn’t have any compelling business nuggets that would rock Wall Street to its core.
As the deadline to select my topic approached, and with no sudden emergence of business acuity, I chose a simple, safe speech title: “Confidence is the Key.” Yes, I know – my topic choice was part lame, part prophetic.
When the day of the speech arrived, I stood before the audience in my self-styled seersucker suit with a homemade poster as my visual. The poster was canary yellow, featuring a giant black key that I’d cut out of construction paper and carefully glued next to my emphatic magic marker title. You get the level of sophistication. Unlike a James Bond Martini, I was shaken and stirred as I dug deep and delivered my heart-felt message. I’ll get to the outcome of the contest in a moment – it’s pertinent, I promise.
Luckily, my grasp of presentation skills has evolved a bit since high school, so here are a few secrets to help you become a remarkably confident communicator, despite your nerves:
Forget the underwear. The solution to overcoming nerves is not to picture the audience in their underwear – that’s a tired old tale. Instead, the smart solution is to shift your focus to serving the audience. Make this your new presentation mantra: the purpose of my presentation is the people. Thepeople. It’s not about creating killer slides. Not about seeing how much information you can cram in. Not about whether your mouth is dry or you’re sweating through your jacket. Your mission is to create a positive experience that will influence people to act. Shift your focus to serving the audience and an amazing transformation will happen.
Confidence is situational. If you think self-confidence and self-esteem are interchangeable words, hit the reset button. Confidence is the expectation of a positive outcome in a specific situation. It’s very different from self-esteem and your underlying sense of worth. The key to a confident presentation is to prepare for the specific situation. Smart preparation will help you wrestle your nerves to the ground. Expect a positive outcome in this one specific situation, prepare for it with a sound strategy, and you’ll achieve it. Every time.
Lacking confidence is selfish. You read that right. It sounds harsh, so let me explain. If you lack confidence in a presentation it means that you’re focusing your attention squarely on yourself. Everyone gets butterflies before presenting. I know I still do. But butterflies are actually a good sign because it means that you’re taking the presentation seriously. You have a choice: you can let the butterflies undermine the situation by focusing on your own feelings — or you can use them as an edge to redirect your focus and take your audience to a higher level.
Forget perfection – think excellence. Please understand that this is a huge statement coming from a recovering perfectionist. When you stop worrying about being flawless, people will start relating to you. Aim for excellence instead of absolute perfection. Truth be told, people see right through the illusion of perfection anyway and value genuine, relatable human beings, warts and all. Spewing endless, perfect factoids with a flawless style leaves people cold and that’s a confidence killer.
Don’t slip into “presentation mode.” Do you morph into a faux-heavyweight version of yourself when you present? Stay centered. You’re good enough. If there’s a glitch, stay light and handle it graciously or humorously. Turn mistakes into advantages. You’ll light a fire by aiming for people’s hearts, not their heads. Take the pressure off of yourself and see how much better people respond to you. Isn’t that the point of business communication – getting a positive response?
Since you’ve stuck around this long, I’ll share how my high school business speech contest ended. The sixteen year old mini-me surprised myself by winning the state and regional contests with my “Confidence is the Key” presentation. I then packed up my poster board and boarded my first-ever airplane to the national finals where I became the top loser in America. In other words, I was first runner-up nationwide. The judges chose an experienced eighteen year with big city business ideas as the top Future Business Leaders of America speech winner.
Rightfully so. The winning speech was content-rich and well-delivered. I learned that content and delivery are equally important to your success and I’m passionate about sharing the secrets to reaching this presentation nirvana with executives today.
Clearly, confidence is a key to business success. But I don’t recommend a goofy poster board.
Goldman Sachs executives were skewered on Capitol Hill this week. They were sach-ed. The men faced blistering cross examination by the Senate on the firm’s mortgage market and its role in the country’s financial collapse.
During their time on the hot seat, the current and former leaders, along with the prolific e-mail braggart known as “Fabulous Fab,” were lambasted with biting questions and criticism from outraged lawmakers. Unrepentant, resistant, and uneasy, the executives denied responsibility as lawmakers ripped into them.
Can you imagine handling that kind of fiery criticism? Many businessmen and women are fearful of being blasted in the workplace following presentations or even in team meetings.
As I’ve coached high-powered executives for the past decade, I’ve heard a recurring theme: the fear of criticism. It’s the fear that you’ll be judged harshly or won’t measure up to expectations. This fear is growing because we’re living in a world that encourages cheap shots. Snarky people abound on the Internet and otherwise, unleashing their inner Simon Cowell, judging others severely.
Here’s the problem: fear of criticism is like kryptonite to executives. It has a crippling effect, draining your power and influence. It can cause you to hold back instead of contributing. It may lead you to be defensive when well-meaning people offer constructive feedback. Or it may cause you to play it too safe and offer a vanilla version of what could have been a much more compelling contribution.
Even the most capable leaders can be crippled by a secret fear of criticism. Here are a few tips to help you overcome it:
Resist the temptation to be defensive. Do you often jump in and cut off criticism with a knee-jerk defensive reaction? If so, you may unwittingly escalate the situation. Cutting off tough critics often causes them to grow more determined. As a result, they may zap you even harder next time. Defensiveness and evasiveness can also turn off well-meaning allies.
Keep the criticizer’s intent in mind. Bosses, co-workers and others in your life may offer feedback because they want to help you. Their constructive feedback may be intended to help you improve your performance, not as a cheap shot or a grandstanding opportunity. Consider their true intent. Maybe they’re sharing wisdom from their own lessons learned. Is it possible you’re overly sensitive to criticism?
Ride the wave. One of the best approaches to handling criticism is to listen carefully and let the person finish completely. Resist the temptation to deflect point-by-point. By hearing their full point of view, you stand the best chance to uncover the real issue and correct what may need to be fixed.
Conquer your inner critic. Often, the critical voice in your head is carrying too much weight. It can be far worse than anyone else’s potshot. Give it a rest. Starting today, create a positive daily dialogue to overrule your habit of critical self-talk.
Don’t be an avoider. There’s an old saying, “To avoid criticism do nothing, say nothing, be nothing.” Clearly avoidance isn’t the answer. Turn it around. Face it. Get the confrontation over with instead of dreading it all day. Often, reality isn’t nearly as bad as the situation you imagined and avoided.
Some people trace their fear of criticism back to childhood, when they experienced excessive criticism that’s gotten stuck in their head like a broken record. Others have received tongue-lashings from hypercritical bosses and had their confidence crushed.
Whatever its source, learning to conquer criticism gracefully is a sign of maturity and leadership.
Did you read the headlines? “Jackson Kids Steal the Show!” the news articles proclaimed, calling the appearance of Michael Jackson’s two eldest children the most memorable moment of the 52nd annual Grammy Awards Show.
What does this have to do with communication skills, you ask? Everything. In a room filled with big egos, these two young people nailed the three things that you must do as a 21st century communicator: they got attention, got to the point, and got results – and so can you. These skills are crucial whether you’re presenting your ideas to big egos, big wallets, or big knuckleheads.
This post is not about Michael Jackson’s kids on stage. Believe it or not, it’s about what you can learn from Michael’s approach to presentation skills that can transform and elevate your presentations forever. Turns out, Michael Jackson was not just a performer, he was the ultimate presenter. He was every bit as good or even better than the much-heralded Steve Jobs at presenting ideas that people respond to.
I was struck by what businesspeople can learn by watching the newly released video chronicling Michael’s stage preparations for his planned final shows in London, “This is It.” Here are 3 quick lessons:
1. The best presentations are built around your relationship with the audience
At the end of the film, you’ll see Michael and the crew gather in a large circle on stage. Director Kenny Ortega asks Michael to share a few words. Listen closely – what Michael says is the the stamp of a true presentation genius. He tells the crew that a successful show is not based upon the dance moves, or the special effects, or even on him. It’s a presenter’s relationship with the audience that matters most. Success is attained by the way you make people feel while they’re in your presence. Lesson: don’t get caught up in worrying about yourself or your slides during a presentation. Zero in on your relationship with the audience. Make their experience the king of the show and you’ll earn positive responses.
2. When you elevate others, everyone wins (including you)
Watch how Michael brings out the best in others. He stays gracious and kindhearted as he coaches the musicians, singers, and dancers during the rehearsals. He’s 100% clear on what he wants from others, yet he doesn’t come across as all high and mighty or a taskmaster. As a result, Michael Jackson draws the best possible performance out of everyone around him. Lesson: Stay relaxed, gracious, and humble at your presentations. Don’t let anxiety or pressure get the best of you. The most effective presenters are thoughtful, inspiring leaders who play well in the sandbox.
3. Who’s the one communicator you should listen to most?
Why there were so many hours of rehearsal footage filmed prior to the concert run? Michael Jackson studied the “dailies.” He knew that he was in the connecting business, so he wanted to see how his “presentations” would come across to audiences from the stage, even before the seats were filled. Chances are you hate to see yourself on tape. Heck, I avoided watching tapes of myself during many years in the broadcast TV business. But, ironically, as an executive coach I finally discovered the true power of videotaped assessments – they allow you to see the real you. As Michael Jackson clearly understood, there’s one communicator that you should listen to as much as possible – and that’s you. Study videotapes to hone your presentation’s content, your true voice, and your executive presence and you’ll earn a positive response from every audience.
Kraft Chairman and CEO Irene Rosenfeld is scrambling to persuade shareholders that her company’s $17 billion bid to buy British candymaker Cadbury is good for both companies. Her pursuit has drawn poor reactions from both Cadbury’s shareholders and Kraft’s biggest shareholder, Warren Buffett.
I’ll tie this career-defining move to the CEO’s habitual Tilt-A-Whirl head movements (see the photo on the right from a different event) in a moment. First, let’s get your head straight on the essentials.
Rosenfeld is seeking to transform the world’s No. 2 food company into an even bigger global juggernaut – but some feel she hasn’t hit the sweet spot with this takeover attempt.
After Cadbury complained that her price was too low, she told investors that she planned to issue new stock to help pay for the purchase. Buffett, America’s most influential investor, responded with a public smackdown; a press release warning her not to sell stock or increase her price lest it destroy value for Kraft’s shareholders. Don’t spend too much, he urged, as he tried to rein her in. She has until January 19 to make her final offer. Kraft shareholders will vote February 1 on whether to issue more stock. Cadbury stockholders will vote on February 2.
Now, in an effort to convince shareholders and save the deal, the 56-year old CEO is trying to placate both groups. Kraft has posted a video on its corporate website of Rosenfeld being interviewed by a British woman.
Her message in this video is influential but unfortunately, a distracting body language habit trumps the brilliant woman’s point of view. It’s a case of the eyes trump the ears. People must buy into the messenger before they buy into the message. Rosenfeld comes across as a human Tilt-A-Whirl, constantly tilting her head from side-to-side as she speaks. Left-right-left-right-left-right. In addition, in an apparent attempt to appear warm and likable, the CEO plasters on a smile throughout the interview, even when it’s not warranted.
Here are two quick presentation/media coaching tips to help you prevent undermining your executive presence with nervous body signals:
Avoid tilting your head. It looks coy and cute. It’s not a powerful professional move unless you happen to work on the Las Vegas Strip. If that’s not your line of business, keep your head on straight.
Plastered-on smiles don’t cut it. Yes, you’ve heard many times that you should smile, and in most cases you should. But here’s the real truth about smiling: If your smile doesn’t come across as genuine, it can backfire on you. Make sure your smile is heartfelt.
People monitor you for the signals you send. Project a balance of likability and credibility to hit the sweet spot. Don’t let nervous energy undermine your credibility. To learn more about how your energy level is tied to your ability to influence others, read chapter 12 of my book, Talk Less, Say More.
What a week for high profile heckling. Let’s recap:
1.Kayne West interrupts teenager Taylor Swift’s MTV acceptance speech by jumping on stage, grabbing her microphone, and dissing her selection.
2.Representative Joe Wilson of South Carolina interrupts the president’s address to a joint session of Congress on health care by yelling out “You Lie!”
Both outbursts were on live TV. And both cases of Rude Tube won goodwill for the target, not the heckler.
Many of you have asked me over the years during presentation skills coaching how to handle an incident like this if someone rudely interrupts you during a presentation or Q&A.
As you can now plainly see, the answer is simple and straightforward:
Let the audience respond for you. Count on the fact that decent human beings will recognize bad behavior when they see it. Good people are turned off by rudeness, and they will turn on the heckler. The audience will automatically start pulling for you, even if they didn’t particularly support you before. They’re now in your corner, at least temporarily, so you’ll benefit from their goodwill.
Move on and move away. Take a cue from targets Taylor Swift and Barack Obama. Acknowledge, but don’t encourage. How do you do this? Swiftly move on verbally, and move away from the heckler physically. Don’t give the heckler what he/she craves: more attention.
Both of the high-profile hecklers, West and Wilson, were quick to release public apologies. Why? Peer pressure. The attention they garnered wasn’t what they craved. Both thought they’d be backed up by their peers. Instead, West got booed off stage and Wilson got death stares. Both quickly backed off and apologized, hoping to save face and do damage control.
The fear that you’ll be embarrassed by a rude interrupter during a presentation is real. This fear of public speaking has kept some of you away from the spotlight altogether, sadly. But now, I hope you see that the greater risk is just the opposite. It’s being that guy – the rude interrupter. The incivility of ranting and raving will damage the heckler far more than it could ever hurt you.
So step up to the plate. The audience is pulling for you – not the rude interrupter.
You’ve been leading a high priority mission for months. You’ve pushed. Prodded. You’ve influenced internally because you believe it’s the most vital issue facing your organization. Your team has invested sweat equity and they’re counting on you to make it happen publicly.
At last, it’s time to present your idea to an audience and influence others to take action. So what happens when you finally stand before your audience and take your swing at bat?
You get hijacked during Q&A.
It happened to the President of the United States on his home turf last week. At the end of his prime time health care news conference, Barack Obama answered a hot button question that was totally off-topic. Instead of asking about health care, a reporter asked the president what he thought of the confrontation between Harvard scholar Henry Louis Gates and Cambridge police officer James Crowley. The president weighed in with his opinion on race relations, ending with the tantalizing words “acted stupidly.”
Bingo! Home run for the reporter! She’d successfully hijacked a presidential press conference. If this was a game of chess, she’d just pulled a capture: removing the opponent’s piece or pawn from the board by taking it with one’s own. The president’s health care headline was toast. Now, the headlines were commandeered to scream of the 3 P’s: the president, the professor and the police.
This is a living, breathing reminder to all of us to be mindful of Q&A so that our message doesn’t become part of an opportunistic takeover – friendly or hostile.
Here are a few tips to help ensure that you don’t hijack your own influence during Q&A:
Don’t answer too quickly. If the question is off-topic and hot button, don’t allow yourself to be hijacked. Gently but firmly respond that the question is important but it’s off-topic and will be best addressed during a more appropriate occasion. Offer a specific time when you will provide a thoughtful answer. The key is that you shouldn’t appear to be dodging the question. You’re simply deferring it to a more appropriate time and place.
Keep your answer brief. The more you talk, the more likely you are to get caught up in your underwear and say something you’ll regret. Long answers often lead to an unfortunate choice of words (think “acted stupidly”) that can bite you in the backside. Talk less, but say more.
Bridge back to your key points. The purpose of your presentation is to influence your audience and drive them to action. Never forget that. Use the audience’s questions to reinforce your key points, not to steer the boat in a completely different direction.
Don’t let Q&A be the final word. Always have two closings. 1) The one that ends your prepared remarks before Q&A, and 2) the one that wraps everything up after Q&A. End with power and a strength of conviction that your message is high priority and actionable.
Plan for hot topic tie-ins. You shouldn’t be surprised in today’s “anything goes” society. Think current events. What’s on people’s minds? Prepare, prepare, prepare.
As a communication coach, I guide senior executives in their high-profile presentations. As the day of their presentation draws near, I shift our focus from delivery of their key messages to preparation for high stakes Q&A. I ask every relevant question that I believe their audience might ask to ensure that the executive is influential in driving the ball forward, not backwards. Then, I slip on my broadcaster’s cap and link their topic to other hot-button topics. This is an eye-opening exercise for executives who tell me it has saved them from embarrassment, being at a loss for words, saying something they’d later regret, and a loss of leadership influence. It boosts their confidence to handle anything that comes their way.
My inner Girl Scout constantly whispers the motto “Be prepared” in my ear. Never has that been more essential than in today’s loosey-goosey world of Q&A.
Nearly 10 million people tuned in for a record-shattering season premiere of Jon & Kate Plus 8 this week. I’ll tie this to you in the workplace in a moment — I promise there’s a business communication connection. The tension was palpable as the bickering couple, caught up in the cheating chatter, came together for their sextuplets’ fifth birthday party.
We’re talking frozen tundra frosty. Ultra-chilly. These two were so cold, the cameras needed de-icing.
Jon and Kate scooched as far apart on the couch as possible, closed off to each other, sending undeniable signals that they’re miserable and their relationship is on the rocks.
Despite trying to play nice for the cameras, their body language revealed that they’re merely doing what they have to do to earn a paycheck. “Kate and I are going through some stuff,” said a glum-looking Jon. You think?
That’s where YOU come in. Are you going through some stuff in the workplace? Is there someone who gets under your skin and, despite your best intentions to hide your true feelings, your irritation or loathing is showing more than you want it to?
Your body talk sends messages that people decode. They size you up in seconds and draw conclusions about whether you’re credible, likable, or trustworthy. Despite the words you choose, people are first influenced by “hearing” your body language. Before they’ll believe your words, they must first buy into your body talk.
Here are a few body language tips from my upcoming Talk Less, Say More book to help you come across at your best:
Fight the urge to close yourself off. Your instinct is to move away from a person whom you secretly despise. Fight it. It won’t be a secret if you point your body in the opposite direction. Remind yourself to unlock your arms, look at them with as much warmth as you can muster, and conquer your desire to ice, ice baby.
Avoid Code Red. Discover what specific situations or people trigger an elevated state of anxiety or anger and learn to manage your behavior during these situations. You can’t control the other person’s actions, so focus on managing your own. Don’t damage your career by being the person who’s known for giving someone else the cold shoulder or for crumbling under pressure. Don’t just cope with the situation. Own it.
Keep it real. Gestures and movements are most effective when they’re a natural extension of the feelings you’re trying to express. But they will undercut your message it if they come across as forced, fake or harsh. Match your movements to the intensity you want to project and they’ll work to your advantage.
Conquer your mannerisms. Unlike gestures that you do intentionally, mannerisms are the unconscious movements that you make, often in anxious situations – like touching your nose, twirling your hair or scratching your neck. Ask someone you trust to reveal your habitual mannerisms so you can be aware of them and control them when you’re dealing with difficult people.
Don’t stifle positive gestures. Some people mistakenly believe they talk with their hands too much. That’s rare. If your arm movements distract from your words, then yes, they can be too much. But most gestures are heartfelt and congruent with your words so therefore, they help to improve your energy level. (Just don’t gesture with a one-finger salute, of course!)
We can’t love everyone we work with, so uncomfortable situations are bound to happen to you, either with co-workers or clients. Hopefully, there won’t be TV cameras recording your every move for ten million people to judge. But in this age of Twitter, cell phones that videotape, and YouTube, you never know who’ll be tuned in next….
The difference between winning and losing may come down to how people perceive the sound of your voice.
As a broadcaster, I spent many years in recording studios. I was astounded to learn there was a major difference between how my voice sounded inside my head…and the way it sounded when the engineer played back the recording. I didn’t come across nearly as energetic or upbeat as my voice sounded in my head. Instead, I sounded flat and bored. I had to learn to boost my energy level to compensate.
The same is likely true of your voice. You may be coming across as bored, disinterested, stiff or icy – even when you don’t intend to. Why is this critical? Because it has a direct impact on how others respond to you and your leadership.
Let’s take your outgoing voice mail message as a quick barometer. Ever listen to it? Most of us think the recording is distorted and doesn’t sound like us. We assume we sound much better in real life.
Sadly, we’re dead wrong.
Today’s digital doesn’t lie. The recording is far more accurate than the voice you hear inside your head. That’s because you have a distorted perception of how you sound. Why? Your head acts as an echo chamber. Your bones reverberate when you talk, so your voice sounds bigger, louder and more energetic inside your head than it does when it mixes with oxygen and others hear it.
Worried that you aren’t coming across well? Here are a few tips to help you stop repelling and start attracting with your voice:
Use vocal variety. Don’t hypnotize or lull people to sleep by speaking in the same continuous tone. Sameness is the death of any speaker. Switch it up. Use all the range in your voice – highs, lows, and mid-tones.
Shift the speed. Speed is another energy indicator. A constant rhythm is a sedative to the ears. Don’t drone on at the same pace. Shift between faster and slower speeds.
Use shorter sentences. Some people sound boring because every sentence they speak is long. Toss in shorter sentences as often as you can. You’ll be amazed at how this breaks the monotony and makes people sit up and take notice.
Use the “Power Pause.” After you make an important point, let it breathe. Don’t rush to fill the silence. People are intrigued by momentary silence, so throw in what I call the “Power Pause” when you need to command attention. Let a point sink in and you’ll gain power.
Thin is not in. Your voice is shaped by breath support. Breathing too shallowly and speaking from the throat creates a thin, weak voice. Instead, breathe deeply from your diaphragm. Go to the gut. It can make your voice sound richer, more powerful, and a full register lower.
Check your intensity. Sometimes you need to tone it down and not come on too strong – especially if you’re delivering bad or unwelcome news. Match your energy level to the specific situation.
Energy boosts likability, which is a key ingredient to generate commitment from others. Likability forms the framework for the rest of the signals people gather about you and the ideas that you communicate.
So improve your voice – and you’ll improve your ability to influence and make things happen.
You’re a smart person. The axe is falling on leaders everywhere and you want to come across as valuable and indispensable, right? Here’s a quick cautionary tale to bullet-proof your credibility, straight from your TV.
Time for a how-not-to-do-it lesson from Jim Cramer, the host of CNBC’s Mad Money.
Did you see Cramer get smacked down by Jon Stewart on The Daily Show this month? The normally effusive Cramer transformed into a whipping boy, seriously undermining his credibility. After the smoke cleared, Cramer blamed his wimpy performance on his upbringing, saying he was raised “to take the high road.”
Jim, Jim, Jim. Think again. You allowed yourself to be mugged.
In today’s world, taking “the high road” means protecting your credibility (your brand) as well as that of your organization in a smart, thoughtful manner. A successful appearance either: A) enhances the brand, or B) protects the brand. If your integrity is being attacked, you must protect yourself or risk being roadkill. Let’s review where Cramer went wrong so you can avoid the same fate, whether you’re meeting the media or taking Q&A at a meeting:
Cramer agreed to a TV interview clearly billed as a “confrontation.” A duel. In that context, Stewart’s performance was dead-on. Cramer’s was dead-on-arrival.
A smackdown scenario could happen to you with an adversary, known or otherwise, in today’s one-up, know-it-all world. Here are two things you should not do:
Don’t underestimate your opponent. Cramer pegged Jon Stewart as a late night comedian. A panty-weight opponent. Wrong. Jon Stewart is an ultra-smart, uber-influential man with a forum to express his viewpoints, for which he’s very passionate. Advice: Know thine enemy. Better to overestimate their savvy than underestimate it.
Don’t think you can just “wing it.” For a prognosticator, Cramer was spectacularly short-sighted. Lack of preparation against an opponent is a death wish in today’s connected world. Cramer didn’t do his homework – he had no key messages. Thus, he had no influence. Stewart was locked and loaded: Cramer was shell-shocked. Advice: Be prepared to defend your point of view – deeply, clearly and influentially. Don’t allow yourself to be blind-sided and thrown off your game.
Wasn’t it amazing how Cramer groveled and went down in flames? The same thing could happen to you if you’re not prepared. Plenty of leaders are getting skewered – and damaged – by today’s empowered, informed audiences.
Bottom line – when profitability is on the line, you cannot “wing it” anymore. The best-prepared leader wins.
Take this to the bank: Poor preparation leads to poor outcomes, especially in a tough economic climate. Don’t become a casualty.
As a communication coach for leaders, I should send Jim Cramer a thank you card for painfully demonstrating my point.
We’re living in a harsh, harsh world. I’m sure you’ve noticed that you can now get a daily dose of cheap shots here on the Internet. Follow the comment section after most web entries and you’ll find boatloads of hyper-critical, snarky comments. Turn on your TV and there it is again – the Simon Cowell effect – people openly judging and grading others harshly. Ouch.
As I’ve coached high-powered clients recently, I’ve been struck by a recurring, performance-draining concern that leaders share with me (and one I’ve faced, too) that craters confidence: fear of criticism. The fear that you won’t measure up to expectations and will be judged severely as a result.
Fear of criticism is like kryptonite to a leader.
It’s a powerful deterrent that drains your confidence and power. Sometimes your biggest critic is your own inner voice. Sometimes it’s others’ ruthless opinions. Either way, it leads to one of three depleting communication styles:
Holding back instead of contributing, in order to avoid having your ideas criticized
Being overly-defensive when well-meaning people offer useful suggestions, or
Playing it too safe by communicating a boring, vanilla version of your ideas instead of aiming for outstanding.
Most leaders tell me their fear of criticism pre-dates the Internet. Some trace it back to childhood, when they experienced excessive criticism that stuck in their heads like a broken record. Others say they witnessed tongue-lashings in the workplace and fear receiving the same fate, which causes them to lack confidence and reduce risks.
As an executive communication coach, I’ve learned there’s no connection between competence and confidence. Even the most capable leaders can be crippled by the secret fear of criticism. Here are a few tips to help you overcome it:
Forget perfection, think excellence. High performers often strive for flawless, which means aiming for the impossible. Think excellence, instead, to get over that self-limiting hurdle. Give yourself permission to be your best at this moment, not the best of all time.
Switch your focus from internal to external. You don’t want to hear this, but ego is involved. Often, a fear of criticism reveals that you’re too concerned with what others think of you. Turn it around. Manage your thoughts to concentrate on meeting your receiver’s needs, not on how they may be sizing you up.
Don’t be an avoider. Criticism doesn’t have to actually occur to cause anxiety or injury. Perhaps that critical voice in your head is carrying too much weight. Learn to face your fears. Starting today, create a positive inner daily dialogue to overrule and replace your hypercritical self-talk.
Keep the criticizer’s goal in mind. Some bosses, clients and others may offer criticism because they want to help you perform at the top of your game. Their feedback may be intended solely to improve your performance, not to take a personal shot. Perhaps they’re sharing the wisdom of lessons learned.
Resist the temptation to become defensive. Do you jump in and cut off criticism with knee-jerk reactions? If so, you may escalate the situation. Tough critics can grow more determined to zap you again next time. And in these cases, there will be a next time. Stay open-minded.
Ask for clarification. One of the best aproaches to handle criticism is to listen carefully, let the person finish, and then ask for specific clarifications. That way, you hear their full point of view and stand the best chance to correct what’s may need to be fixed.
Learning to conquer criticism gracefully is a sign of leadership and maturity. It communicates respect – both for yourself and the others who share their viewpoints.
Just don’t fall into the trap of doling out cruel criticisms youself. Shallow criticism without direction is a useless power play.
Out with the old, in with the new. As we say goodbye to George Bush and his colorful, sometimes mangled communications, (can you say misunderestimated?) we usher in a new era of oratory.
We’re shifting to a new Communicator-in-Chief. What do I mean by this? A Communicator-in-Chief is a leader whose messages are so pragmatic, on point, and invigorating that his words spark immediate actions. His/her messages unite, inspire and challenge others to reach their collective highest performance. Communicators-in-Chief make things happen. President Bush was at the top of his game when, with a bullhorn to his lips and a firefighter at his hip, he stood atop the rubble in New York City after 9/11 and rallied our country. Barack Obama promises to be an exceptional Communicator-in-Chief, which I’ll get to in a moment.
First, let’s focus on you. Are you a Communicator-in-Chief? You are if your job depends upon making things happen through others. There are three habits you must master to reach your highest performance:
You must connect engagingly. It’s essential to engage others straight away in today’s distraction-driven, short attention span world. People tune out quickly today. You’ll attract and earn people’s attention by frontloading your communications with what’s truly relevant and matters most to them.
You must convey clearly. We’re living in an information-overload society. Tossing too many facts and figures around is like adding empty junk food calories to your diet. Junk words dilute your message and lead to confusion, not clarity. You must make a conscious choice to pare down your words and deliver shorter, more visually stimulating messages if you want people to retain the information you share.
You must convince specifically. It’s not the talk that matters, it’s the action. It’s critical that you be ultra-specific about the step you want people to take. Now is not the time for assumptions or vagueness. What, precisely, do you want others to do? Make your viewpoint or request utterly actionable because that’s the key to making things happen without delay in our busy world.
Develop these three habits and you’ll set in motion a transformative process to ensure that people listen to you, understand you, and take action. (These are the principles in my forthcoming book, Talk Less, Say More, which will be in bookstores this fall.)
Incoming President-Elect Barack Obama has so far been an extraordinary Communicator-in-Chief which, ironically, his detractors hold against him. His critics call him “Mr. Podium.” They argue that he merely talks a good game. I’m not buying that. While I agree that blowhards are not true leaders, from what I’ve seen, Obama’s no blowhard. His words are based on visions that are implemented to unite and inspire action. Isn’t that the opposite of empty rhetoric? Far from merely talking a good game, if you communicate your visions effectively, action is the endgame.
Top Communicators-in-Chief also choose interactive formats to help others feel invested and make their messages people-powered. In 2009, YouTube is the new fireside chat. LinkedIn is the new press release. Bloggers are the new reporters. Tweeters are the new cheerleaders. Barack Obama’s team wisely used interactive tools to unite and invite voters to the polls. Even better, his incoming administration is promising to remake the stodgy White House website to invite citizens’ feedback.
What about you? Are you using the right tools to communicate your messages in the 21st century … or are you stuck in one-way, old-school memo style? Your messages can trigger immediate feedback in the Age of Input which, if you’re smart, will supplement and improve your decision-making.
My challenge to you is this: develop your skills to inspire, unite, and move others to action. Choose a communication habit to improve (connect, convey, or convince) and write down 3 things you’ll start doing immediately to master the habit. Take these steps, and you’ll be on your way to becoming an exceptional Communicator-in-Chief.
It’s Thanksgiving evening. You’re stuffed. Bloated. Lethargic. In a turkey coma.
Does this uncomfortable feeling remind you of anything? How about the last presentation you sat through? Or worse, the last one you delivered?
Most presentations are bloated. They’re stuffed with waaaay too much information which causes attendees to slip into presentation-induced comas. Every fact, figure, and statistic you uncovered made its way into your over-stuffed, text-laden slides, which left your audience feeling sluggish.
Ready to tackle presentation weight gain? Stop informing and start influencing.
Your job as a presenter is to share insights and analysis to help your audience make a decision and move forward. Over-informing is a toxic type of miscommunication. Don’t pass on every fact and figure you uncover as you research your topic. Instead, funnel it down into what matters most.
Why is this critical? Because over-stuffing a presentation leaves your audience confused and stuffed. And confused brains don’t take action. They shut down. Which requires even more meetings and presentations to clear up the mess and finally influence others to move forward.
So fight presentation bloat. Don’t pack on the pounds when you present. Think influence, not information. Your audience will thank you by taking quicker action.
Like you, I’ve paid close attention to Barack Obama. As a communication coach, I’ve specifically zeroed in on his ability to get his points across and move people to action.
From a communication perspective, Obama won the race because he successfully applied 3 habits. They’re simple, but profound habits: He connected. He conveyed. He convinced.
These habits are a playbook for business leaders around the world. I could write a book on them. Matter of fact, I have. Talk Less, Say More is scheduled to be released in 2009. Let me summarize these habits quickly by highlighting just a few ways that Obama applied them successfully:
Habit #1: Connect. One of the biggest issues facing any leader today is to engage people in our distraction-driven, listening-impaired, short attention span world. Barack Obama’s campaign connected with what Americans wanted and valued most. He stayed in our moment and tapped into our hot-button issue, the economy. And he delivered it with what I call your PMOC: your Preferred Method of Communication. Early on, his team went digital, using 21st century methods to a wildly successful advantage. For example, Obama’s team text-messaged better than any teenager I’ve ever seen. (And I’m raising two of the most prolific texters in America.) He also engaged us by bringing us together, habitually stressing the United States, not merely red and blue states.
Habit #2: Convey. It’s a real challenge to cut through today’s information overload. Getting your point across requires clarity in order to prevent confusion. Obama learned to make his points with vivid clarity, avoiding ambiguity. Maybe you don’t agree with his viewpoints, but he conveys them transparently, without gumming them up. Storytelling is a key, and Obama’s story was one of humble origins. His campaign was full of stirring videos and his infomercial, watched by more than 32 million people last week, weaved a “my story is your story” narrative to convey that he understands your economic fears and other concerns like health care.
Habit #3: Convince. People are pulled in so many directions today, both in the office and in the voting booth, that it’s a challenge to sway them. As a leader, it’s critical to move people to commit to action. Decisiveness is one of the keys. And Obama is a master decision maker. He allows others to speak their minds, and then he makes the decision. No second-guessing. No waffling. He sticks with his decisions, which sways others to join him. I believe the debates put Obama over the top by demonstrating his decisiveness and calm demeanor. He also capitalized on what I call “peer power.” He gained clout by bringing well-connected people like Oprah Winfrey, Ted Kennedy, Warren Buffett, and Colin Powell into his corner and allowing them to transfer their clout to him.
John McCain used these 3 habits in his concession speech last night, as well. Didn’t you think it was one of the most touching, unifying speeches in political history?
Can you use these habits in the business world? Yes, you can. You can Connect-Convey-Convince® your way to success.
I can read your mind. Not another story about Joe the Plumber, you’re thinking. Good news. This isn’t about Joe, the nation’s newest household name invoked again and again during the final presidential debate. It’s about you and your ability to make a point that people actually remember, repeat and respond to.
Let’s start with this premise: you’re boring people with mind-numbingly dull factoids. Oh, you don’t mean to. But your messages are often mundane, so you’re being tuned out. Ignored. Overlooked.
What’s the antidote? A well-placed story, like the plumber parable. That’s why both candidates latched on to Joe, even though he later sprung a few leaks. Suddenly, complex, hard-to-comprehend issues like tax plans and health care options were vivid. Big, bald Joe had a repeatable narrative – for each party. Here are a few tips to help you tap into your inner storyteller to communicate your business goals and plans:
1. Make it about them, not you. Help your audience envision themselves in the story. Tell it from the perspective of someone who’s similar to them, like Joe, not from your own viewpoint. That will trigger listeners to do two highly desirable things: to understand and care.
2. Have a clear purpose that’s simple and spry. What is the specific idea that you’re trying to help people grasp? How will it change their lives? Keep the story’s essence in mind and resist the urge to incorporate too many lessons into one story. The story should be simple and spry to support your point, not become the point.
3. Trim the fat. Don’t get bogged down in excess details. Your story is a means to the end, not the end itself. Share enough specifics to ignite imaginations, but not so many that your listeners get lost in irrelevant details.
4. Discover the leaks yourself. Shortly after the candidates made Joe a household name, reporters and bloggers discovered a few problems with his Everyman story. His name wasn’t exactly Joe, he wasn’t a licensed plumber and he was delinquent on his taxes. Oops. Say it ain’t so, Joe! The moral of this story: thoroughly research your story’s star so inquiring minds don’t get distracted by side issues and discount you as a result. Today’s audiences can Google topics as you speak and some of them love to challenge you.
5. Relive it as you tell it. When delivering your story, use what I call “planned spontaneity.” Make it real and unrehearsed-sounding so the audience can relate. If you’re presenting to a group, step out from behind the podium and speak conversationally.
I hear you talking back to your computer screen. “But Connie, I’m a bad storyteller,” the voice in your head is saying. You’re not. You just need to approach it from a business viewpoint. So go ahead – tell a story. You’ll help people absorb, retain and repeat your words to reach your business goals.
Whew! Your presentation is over. After your closing slide, you’re ready to exhale except for one thing . . . you still have to face Q&A.
Most people dread the question and answer period. It’s anxiety-provoking because you don’t know what to expect. What if someone asks a question that you can’t answer? What if someone baits you with an antagonistic comment or shoots you down?
I believe Q&A is an opportunity to reinforce your message and let your credibility shine. It’s also a time to clear up misunderstandings and gain feedback on how your message was received. Here are 10 quick tips to use Q&A to your advantage:
1. Keep your answer brief. The more you talk, the more likely you are to get caught up in your underwear and say something you’ll regret. Sometimes the questioner is more interested in how you handle yourself than in what you actually say, so keep your answers brief and meaty.
2. Don’t answer too quickly. Let the questioner state his or her question completely. Make sure you understand their true concern. Pause, think, and let it breathe before you respond.
3. Limit an individual’s follow-up questions to just one or two at a time. Otherwise, you can end up in a dialogue with that one person, ignoring the rest of the group. If somebody in the group tries to hijack your presentation with excessive questioning, tell them that you will be happy to continue the conversation later, and then move forward to other people’s feedback.
4. Don’t bluff. Anything other than honesty invites trouble. If you don’t know the answer, say so and offer to get back to them by a certain date and time. If the answer is damaging to your case, position it as a small issue or re-frame the question so you can answer it in a more positive way. But don’t lie.
5. Not all negative comments or questions are antagonistic. People may voice concerns because they sincerely want you to be aware of another point of view. Questions, comments, and objections are often a sign of interest in your message.
6. Pre-empt hot button criticism. Frontload with a specific example of how your viewpoint trumps the criticism. You’ll take the wind out of the sails of anyone who might want to be the featured fault-finder.
7. Defuse anger or hostility with a light touch. Resist the temptation to answer with sarcasm because that approach can alienate people.
8. After answering all questions, make a closing statement. Don’t simply peter out after the last question with, “Well, if there’s nothing else, thanks for coming.” Summarize and conclude with a call to action.
9. Bridge back to your key points. It’s an old media interview trick – the best and brightest don’t simply answer questions. They use questions as a jumping off point to reinforce their most important talking points. Grab the opportunity to reinforce what you want them to remember most.
10. Use Q&A as instant feedback. Questions provides a chance to clear up confusion, while also showing your depth of knowledge. Audience questions are clues to help tweak your presentation and make it even better the next time.
One of the world’s richest men is a master storyteller. Coincidence? Not a chance. Warren Buffett, CEO of Berkshire Hathaway, ditches dry facts and replaces them with stories.
Why does America’s most successful investor bother to generate stories? Because he knows the return on investment. Stories create clarity, not confusion. Buffett purposefully uses storytelling as a form of knowledge management. And you should, too. You may be a humdrum storyteller right now, but you can improve with a few quick tips:
1. Tell success stories. What successes can you identify in your organization or your personal dealings? How have people benefitted as a result? This is the meat of a good business story.
2. Your story must be significant. Spell out what has changed for the better. Link your tale to concrete outcomes and it will gain weight and significance. It will matter.
3. Your story should resonate. It must be truthful enough to shake the skeptics and reveal a universal truth that motivates people to act. Aim to strike a chord with your audience, instead of merely being an historian.
4. Your story must sound distinctive. If it sounds like the same-old, same-old, it will be ignored. Copycat versions of someone else’s story leave people feeling cheated. Okay, your story can have a familiar ring to it, but it should be distinctive enough to compel a new a-ha moment.
5. End on a positive note. Leave your listeners feeling good. End with a purpose: define the lesson learned and the way forward. This will give your story a long shelf life and lead to positive results.
Ever been 10 minutes into a presentation when a sinking feeling washes over you that at no one is listening? You scan the room and confirm your worst fears. Some appear to have slipped into a presentation-induced coma. Others are thumbing their Blackberries under the table or fidgeting with cell phones. Heads are bobbing all over the room.
What went wrong?
You faced a common presentation failure: tune-out. Here are some presentation delivery tips to help you engage any audience:
1. You’re Diana Ross, the slides are the Supremes. In other words, you’re the star and your visuals are the back-up singers. Don’t let the slides eclipse your talent. Nothing infuriates audiences more than a presenter who merely reads them the slides.
2. Deliver as peer-to-peer, not teacher-to-student. Here’s another thing that irks audiences: the feeling that they’re being lectured to. Treat your audience as equals and they’ll reward you by paying attention.
3. Think John Madden. Deliver your material as a colorful analyst, not the play-by-play guy. Share insights instead of mere factoids. They want to know what you make of things. After all, if you’re presenting, you’re some kind of subject matter expert, aren’t you?
4. Get your audience actively and meaningfully involved. Involvement leads to engagement, which leads to action. Don’t just talk at people. That’s a monologue, which is booooring. You might has well just stand there and repeat blah, blah, blah. Instead, create a dialogue, a two-way talk, to engage people.
5. Add warmth. Likability is key. Relax your muscles. Don’t let tenseness trump hours of preparation. Smile naturally. Quiet your lower body so you don’t distract people with unintentional mannerisms. Deliver your message with purpose and passion and you’ll keep people tuned in. Even in a short attention span world.
Here are my Top 8 Communication Skills of ‘08 to help you reach your highest performance:
1. Nail the big idea, pronto. You’re living in an impatient, short attention span world. Capture and summarize the critical essence of your message quickly. Make sure your big idea is crystal clear before diving into the nitty gritty details so you don’t distract others with small details.
2. Aim for the heart, not the head. Spewing endless factoids leaves people cold. And bored. Get real with the power of emotional appeal and you’ll motivate people to commit to action. Instead of trying to share everything you know in a single bound, light a fire under people by concentrating on their feelings first. The heart trumps the head.
3. Capitalize on peer power. Why go it alone? Our world is now ultra-connected and you should be, too, both online and in person. You’ll gain clout by bringing well-connected people into your corner. Let other smart, respected pros transfer their clout to you. They’ll help you build influence and make things happen much faster than you could by flying solo.
4. There’s no off-switch in the age of speed. Your words and actions now spread at the speed of light. Every communication has the potential to elevate or sink you because every utterance, every writing can build you up or do damage. There are no irrelevant interviews or presentations anymore. It all matters.
5. Positive wins, so radiate confident energy. Strive to inspire hope and instill pride. Deep down, we want hope for a positive future. Radiate likability and enthusiasm, even on difficult days when you’re worn down. Listen actively and convey positive interest and optimism.
6. Forget perfect. Be relatable. Stop worrying about being flawless and an amazing transformation will occur. People will start relating to you and rooting for you to win. Gone are the days when people bought in to the illusion of perfection. Let it go. People see right though the veneer. They now value genuine, relatable human beings, warts and all. Think excellence instead of perfection.
7. Create shortcuts. Who has time for long-winded messages anymore? Nobody. We’re all too slammed with work. Provide shortcuts and you’ll be rewarded with quicker decisions and action. Use shorter, punchier sentences. Graphics. Clips. Bullets. Pictures. Brevity is the new black.
8. Think the new PC: Performance Candor. Stop sugarcoating and holding back for fear that people won’t like you. Get important issues on the table tactfully and kindly, and admit the truth if it helps improve business performance. Hiding bad news is terribly damaging to both your business and your well-being.
It was the silence heard around the world: Rick Perry’s brain freeze. Perry’s mental cramp during the GOP presidential debate stole the show and was quickly hailed as one of the worst memory meltdowns in history. It was a cringe-inducing 53 seconds as Perry scrambled to recall the name of the third federal agency he’d shut down, to no avail.
It happened to the President of the United States on his home turf last week. At the end of his prime time health care news conference, Barack Obama answered a hot button question that was totally off-topic. Instead of asking about health care, a reporter asked the president what he thought of the confrontation between Harvard scholar Henry Louis Gates and Cambridge police officer James Crowley. The president weighed in with his opinion on race relations, ending with the tantalizing words “acted stupidly.”
Jon and Kate scooched as far apart on the couch as possible, closed off to each other, sending undeniable signals that they’re miserable and their relationship is on the rocks.
As a broadcaster, I spent many years in recording studios. I was astounded to learn there was a major difference between how my voice sounded inside my head…and the way it sounded when the engineer played back the recording. I didn’t come across nearly as energetic or upbeat as my voice sounded in my head. Instead, I sounded flat and bored. I had to learn to boost my energy level to compensate.
You’re a smart person. The axe is falling on leaders everywhere and you want to come across as valuable and indispensable, right? Here’s a quick cautionary tale to bullet-proof your credibility, straight from your TV.
We’re living in a harsh, harsh world. I’m sure you’ve noticed that you can now get a daily dose of cheap shots here on the Internet. Follow the comment section after most web entries and you’ll find boatloads of hyper-critical, snarky comments. Turn on your TV and there it is again – the Simon Cowell effect – people openly judging and grading others harshly. Ouch.
Out with the old, in with the new. As we say goodbye to George Bush and his colorful, sometimes mangled communications, (can you say misunderestimated?) we usher in a new era of oratory.
Incoming President-Elect Barack Obama has so far been an extraordinary Communicator-in-Chief which, ironically, his detractors hold against him. His critics call him “Mr. Podium.” They argue that he merely talks a good game. I’m not buying that. While I agree that blowhards are not true leaders, from what I’ve seen, Obama’s no blowhard. His words are based on visions that are implemented to unite and inspire action. Isn’t that the opposite of empty rhetoric? Far from merely talking a good game, if you communicate your visions effectively, action is the endgame.
Most presentations are bloated. They’re stuffed with waaaay too much information which causes attendees to slip into presentation-induced comas. Every fact, figure, and statistic you uncovered made its way into your over-stuffed, text-laden slides, which left your audience feeling sluggish.
