Tuesday, March 15, 2016
COMMUNICATION - HOW TO AVOID YOUR IDEAS BEING TABLED
Most
people in business get what they deserve!
If they
do a good job of presenting their idea, they get what they deserve. If they do
a poor job, they also get what they deserve.
Do you
believe you get what you deserve during meetings?
If not,
or if during your meetings little post action occurs, then perhaps you are
ignoring the the top 5 reasons Executives and Decision Makers table an issue.
1. Poor
Preparation
One Exec
said, "I can always tell when someone isn't prepared. They stumble when I
ask them questions. They also don't seem to anticipate that I will need
proof."
Another
Exec said, "I loathe when people waste my time and aren't prepared."
Think
about the last time you tried to sell an Exec or Decision Maker an idea. How
long did you spend preparing? Did you do more than throw a few slides together?
Did you sit down ahead of time and try to figure what questions will be asked
or what analyses might be requested?
2. Faulty
Strategy
A Director
of Innovations at a technology company said, "I am all about big ideas,
but I have to follow your argument. You can't be jumping all over the place,
leaving me to figure it."
When you
meet with an Executive or Decision Maker, are they able to easily follow your
logic?
Do all of
your points lead to the same conclusion?
3. Lack
of Clarity
Steve
Jobs once said, "Decisions are easy when ideas are simply explained, but
you have to work hard to get your thinking clean to make it simple."
Some of us
over-talk an issue. We use a lot of acronyms. Our sentences are very
complicated with lots of phrases and clauses. We often make up words. Nouns are
turned into verbs and vice versa.
Ask
yourself, "Is your argument clear and simple?"
4.
Dubious Benefits
EC has
worked with Executives and Decision Makers who interrupt presenters right up
front if the benefits to a proposal aren't apparent nor relevant to their
priorities.
One of
these Exec's famous line is "Yeah, so what! Why should I care?"
People
reporting to this Executive know that they must link ideas to things that are
top of mind for the Exec. The presenter cannot speak in generalities.
Do you
support any benefits with metrics? Are the metrics tied to what is important to
the Executive?
5. Lack
of Confidence
"Unconfident
people scare me. I wonder why they are in charge." This is a comment we
at EC hear frequently from clients who
are Executives and Decision Makers.
People
who show they are nervous rarely get a positive result.
One Executive
said, "Act like you belong." Executives just want to have a
CONVERSATION.
Confident
speakers look people in the eye. They don't read from their notes or slides.
They don't rush.
Having a
carefully thought out message is, of course, important, but give the same
amount of attention to how you will deliver it.
Getting
what you want and deserve from a meeting doesn't happen by accident. It should
never be left to chance. Avoid being disappointed by paying attention to what
Executives and Decision Makers feel is important in a CONVERSATION!
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by effectivecommunication.com.au
Monday, March 7, 2016
Be Like A Tour Guide When You Present
Following a recent visit to Cancun, Mexico, our Mayan tour guide was a local born and bred man named Henry.
Yes, heads were scratched amongst our group as we were in Mayan territory with a man visually possessing Mayan genetics named Henry!
Other than his very British name, Henry was positively striking & impressive because of his extraordinary communication skills.
Henry presented Mayan history to our group wisely using the same fine tuned skills you should use during all your business communications including presentations to ensure our ideas are heard.
Here is just a short list of the fine tuned communication skills Henry used to ensure out experience with him was enjoyable and his message(s) memorable:
Spoke slowly
Obviously, English is not Henry's first language and so, to compensate for any differences in pronunciation, he spoke slowly.
Henry tried to carefully enunciate, even though some letters and words were difficult for him.
Wouldn't it make your ideas sink in if you spoke slowly instead of rushing? Wouldn't speaking at a slower pace be enormously helpful your varied audiences who are not necessarily native to your language?
Framed up what we would be seeing
If our group were about to go to a specific place or land mark, before we would arrive, Henry shared why the next place was significant and what we were about to see. Maybe it had to do with the age of the place/land mark or the intricacy of the carvings, etc.
In your environment, do you give a short overview of why the meeting or presentation is important and what actions you will be requesting as you conclude?
So often, we skip the overview and jump right into the details.
Looked us in the eye
To make sure explanations were resonating, Henry watched our facial expressions, looking for any indicators that said, "Not understood." Many of us think we are looking people in the eye, but mostly, we scan the room.
Without strong eye contact, we cannot read the reactions of our listeners. Do you scan or engage people one at a time with sustained eye contact?
Took ownership
If Henry could see by the look on the faces of our group we didn't understand, he would re-explain. Henry would automatically apologise for not being clear or for his poor English or unclear explanation.
Do you pay attention to whether people seem to be understanding? Do you routinely pause and ask if an explanation is clear to everyone? Do you re-explain in simpler words? Do you apologise for not being clear?
Exuded passion
Henry was demonstrably proud of his nation and people's monuments, whether they were temples, waterfalls or scenic vistas.
Henry's enthusiasm came across in his voice and in the descriptive words he chose.
When you speak and present, do your listeners hear your passion? Would they be able to picture what you said through the colourful language you used?
Shared stories
To highlight points Henry predominantly shared stories
Many business presenters sacrifice the need for stories, analogies, examples, case studies, metaphors etc and instead populate their messages with heavy, dry and non memorable data.
History and now biological science has proven that the most attractive, interesting, engaging and memorable communications include a positive balance between data and visual imagery. What do you do to make your ideas and message vivid?
Gave abridged versions
Being of non Mayan decent, our international group could not relate to many of the historic places and themes Henry presented. Yet, Henry typically gave us three (3) important things to remember about any place or land mark.
Henry was very sensitive to boring his audience with too many details. Only when asked would Henry go deeper by providing more information, but he would always wait for an invite.
As you think about your own presentations, how simple are your explanations?
When ideas are simply explained, audience decisions are easier!
Retaining what our group learned isn't easy. Yet, Henry made all the difference. Therefore, think of yourself as a tour guide during your presentations and messages by carefully guiding people through your ideas.
By paying attention to Henry's fine tuned skills listed above, you will enhance your ability to communicate and present successfully!
All the best with your presentations!
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by effectivecommunication.com.au
