Sunday, January 31, 2016
WHAT'S YOUR COMMUNICATION INTENTION?
Communication ranges from building a relationship or gaining consensus to controlling an outcome.
According to Susan Campbell, author of 'Saying What's Real', almost 90% of all communication comes from the intent to control. She cautions that the more we aim to control, the more out of control we feel.
When we feel unsure or fearful of the outcome, the need to control gets magnified. As a leader, it is important to recognize that we get things done faster when others feel respected and their opinions valued. As you think about your next meeting or critical conversation, consider your intent. If it is to protect the relationship, pay attention to any telltale signs that you are moving in the wrong direction. Notice the following signals.
Your focus is on the outcome YOU want right from the get-go. You quickly start to dismiss the opinions of others. You react to their point of view with annoyance. You argue, defend or blame when challenged. After all, you just need people to do it! You say things like, "My solution is the one that makes sense for right now. We are wasting our time even talking about anything else."
When you are trying to control, you notice it in your gut. Your whole body tenses. There is tightness in your chest. You hear yourself getting louder, your voice more strident. You may frown or point. Your hands may curl into fists. You may even find yourself sighing out loud or rolling your eyes. You no longer seem able to monitor your body language or what comes out of your mouth.
If you purposefully desire to relate, you do all you can to protect the relationship.
That is first and foremost. Nothing you say or do risks the relationship. You listen very carefully. You do not interrupt or talk over. Then, you summarize their interpretation with unbiased language:
"I think I am hearing that overall you like the idea but you are very concerned with the stress on our people. Did I get that correct?"
Relaters also ask questions to demonstrate they are trying to put together a complete picture. They do not jump to conclusions:
"I know you have said you are very worried about the people this will affect. Can you put more words around why? Is there something I am not aware of?"
When a problem is considered very important, cooperation is highly important. That only comes when all parties feel respected and heard.
To gain cooperation and commitment, leaders must put aside personal issues and focus on relating, rather than controlling.
All the best with your future business communications!!!
Posted in
Business presentations Conference presentations Facilitating meetings Presentation skills training Public speaking Sales presentations
by effectivecommunication.com.au
COMMUNICATE EMOTION – YOUR FAST LANE TO MOTIVATE BUSINESS ACTION
Can you remember a time when you attended a meeting, only to be lulled into an occasional listening mode because of one dull fact after another?
Just like you, your audience during a presentation will tune out quickly if you don't capture and hold their attention. After all, most business professionals have a lot on their minds.
Presenters who want their ideas remembered must electrify their audience by moving them emotionally throughout their presentation. It is the fast lane to motivation and action. So how do we accomplish this?
1. Verbal Images
Create enough detailed images for your audience to assemble a mental picture of what is being described. For example, if you want to change a policy or procedure, help people to see the dire consequences for not making the change or conversely, the positive responses customers will have to a new process.
Draw word pictures, but remember that the word pictures you have created must be powerful enough for your audience to see the same thing you envision in their mind's eye.
2. Strong Language
Create enough detailed images for your audience to assemble a mental picture of what is being described. For example, if you want to change a policy or procedure, help people to see the dire consequences for not making the change or conversely, the positive responses customers will have to a new process.
Draw word pictures, but remember that the word pictures you have created must be powerful enough for your audience to see the same thing you envision in their mind's eye.
3. Tell Stories Tied to Business Point(s)
People get very involved with stories, particularly personal stories. Sharing your emergency room experience of the ER doctor's inability to access your recent x-rays, would really highlight the need for new technology. Your wild travel story or your child's soccer goal will be remembered long after the fact as long as it is tied to a business point.
Although not personal, client or customer stories or examples are also winning. They explain a lot more than just the numbers. They put a face on the client or customer and motivate people to correct issues affecting people's lives and businesses.
4. Visual Aids & Demonstration
Not to be overlooked are Visual Aids and Demonstrations. Nobody dreams about bullet point lists, but pictures speak louder than words. Easy access to the web means that all of us have the ability to insert powerful images into our presentations.
In terms of demonstrations, imagine the power of holding up a stapler to make a point about the pain associated with testing for diabetes or a large ball of rubber bands to indicate how a client's network is in dire need of an update.
Most people would say they make decisions based on facts, but the reality is emotion is proven to be a stronger and hidden motivator. Vivid images stir the soul to action.
As you plan and review your content for your next meeting or presentation, ask yourself, "Have I moved people emotionally?" “Have I created what I want them to imagine?
All the best with your future business communications!!!
Thursday, August 13, 2015
DOES YOUR PITCH PRESENTATION CONTAIN THIS QUESTION TO GIVE YOU THE WINNING EDGE?
If you’re involved in a competitive
business pitch, in addition to knowing the prospect very well and planning your
pitch presentation, there is a key question you and your pitch team should be
repeatedly asking yourselves, during the understanding, planning and staging
process.
The
question is... ‘What
Else Could We Do?’
(WECWD). This simply means, what else could we do, that our competitors won’t do, to win this piece of business.
Small
behaviours, little things that you could do, can be the difference that
separates you from others on the short list. Many times the client is
unsure about whom to give the business to. Many times there is no obvious
choice.
Through
repeatedly asking WECWD you’ll come up with ideas that can tip the business your way.
Some of the ideas won’t be useful – but through the repetitive WECWD process, your mind and
the minds of your pitch team will unearth a stream of ideas.
The
repetitive process is the key. Don’t ask the question just once or twice – keep asking it over and over.
Persist, even when you think you’ve exhausted all possibilities.
A story
from the 1990’s
illustrates the power of a small idea, identified through the WECWD process, that
helped win a large piece of business.
In 1995,
a competitive pitch was won by a firm. The firm’s director asked the client
why his firm won the business. The customer said something along the following
lines.
“There
wasn’t any
real difference between you and your competitors. You each seemed equally
capable of delivering the work. However, when you emailed us your PowerPoint
slides before your pitch-day presentation, we were impressed with your
technical expertise. That was the deciding factor.”
Through
the WECWD questioning process, this small action emerged, and was the reason
the firm won the business. At that point in time emailing PowerPoint slides was viewed
as novel and technologically savvy.
An
important point to
note about the story is this. The other firms on the short list could have
easily sent their PowerPoint slides to the prospect. But they didn’t think of doing it. Perhaps
they didn’t
persist in asking the WECWD.
Your call
to action towards applying this advice is... In the next seven days try out
this WECWD questioning process prior to a meeting with a potential prospect.
Ask yourself, "What else could we do to make this presentation have more
impact / be more relevant / be more positively memorable etc. Notice the numerous ideas your
mind generates for you.
All the best with your next pitch presentation!
Posted in
Business presentations Conference presentations,
Business presentations Conference presentations Facilitating meetings
by effectivecommunication.com.au
Monday, June 8, 2015
PRESENTATION - IS YOUR AUDIENCE REALLY LISTENING TO YOU?
How many
times have you wondered if your audience was really listening or cared about
what you were saying when giving a presentation?
Obviously,
the goal is to be heard by your listeners, yet, are there ways you can be sure?
Yes and
here is how and what seasoned and expert presenters do!
ASK
It's so
simple, but very few presenters take the time to check in with their audience.
Periodically pause and ask your listeners rhetorical or open-ended questions
such as, "Do you agree?" "Have you seen this also?"
"What issues do you see?" A variety of open-ended and rhetorical
questions take people from being passive to being more attentive.
LOOK THEM
IN THE EYE
Sustained
eye contact cannot be ignored. Avoid scanning. Look at one person at a time for
a full sentence or thought. When you do, you will get some sort of reaction
from the listener. The individual will smile, nod or demonstrate through their
body language that they are listening.
MOVE
CLOSER
If you
come into the audience, people feel you have something important to say. You
connect with them. You have nothing to hide. Your proximity makes them set
aside their phones, laptops or tablets and listen up!
TURN UP
THE VOLUME
Louder
voices are taken more seriously. Softer voices lull people to sleep, and a
monotone really annoys them. An interesting voice with lots of highs and lows
commands attention.
AMPLIFY
YOUR ENERGY
Go bigger
with your gestures than seems comfortable to you. Let energy flow from your
face and hands. If you have a big point, let your audience see it. They will
respond to your enthusiasm for your topic.
TELL THEM
A GOOD STORY
A
personal story with a business point always draws people in. They envision what
you say and maybe even connect it to their own lives. As you think of the story
you want to tell, decide on what details to include or exclude to make the
story poignant or powerful.
SITE
RELEVANT EXAMPLES
If the
example is compelling, you win people over. You influence them and make them
see your point.
PUT
NUMBERS INTO CONTEXT
Statistics
come alive when you show what they mean to the whole scheme of things. "We
will save 4% in the next year or 5.4 million dollars. Steve Jobs once talked
about the capacity of an iPod by saying, "Imagine a thousand songs in your
pocket."
SPEAK IN
SHORT STATEMENTS
Do not
drone on. Say what you need to say in the fewest words possible. Use strong
descriptive adjectives and adverbs. Show criticality.
USE
ANALOGIES
When a
subject is over people's heads, attention drifts. However, with the use of
simple analogies, you can get people on the same page very quickly.
USE
HUMOROUS ASIDES
Season
your topic with humorous asides. Everyone responds to humor, but most speakers
think it is too risky. Listeners love humor when it is appropriate. It
re-invigorates the dreariest of topics.
Presenting
would not be so difficult if we could be assured our audiences were paying
attention. Do not make the mistake of thinking your words alone will make people
listen. About every four or five minutes, we need to change things. Do
something different. The best presenters incorporate all of the above
suggestions as often as they can in every presentation.
Posted in
Business presentations Conference presentations Facilitating meetings,
Business presentations Conference presentations Facilitating meetings Presentati,
Communication,
Conference presentations
by effectivecommunication.com.au
Thursday, May 28, 2015
LEADERSHIP - 5 THINGS LEADERS SHOULD NEVER SAY
Words contain power and will set the scene and direction for those who follow your lead
If there’s one thing Sir Richard Branson understands, it’s the pressure of conveying a clear message (either in meetings, public statements, or speeches) without sounding negative.
According to his book, The Virgin Way: Everything I Know about Leadership, here are five words and phrases he tries to avoid.
1. “That’s not a bad idea.”
If this is your response to an idea, your team won’t be clear on whether you love the idea or hate it. “Not bad” could mean you actually kind of like the idea. On the other hand, you didn’t specifically say you love the idea. Don’t leave your audience confused.
“Be definitive,” writes Branson. “If you approve or disapprove of something, be assertive and make your position absolutely clear, making sure you explain why.”
2. “You’re not going to like this, but …”
This phrase sets up your listeners to hear something negative. As a leader, it’s your job to inspire people and instill them with positive feelings – even if what you’re about to share might upset or frighten them. Branson suggests instead saying something like, “This may be a tough nut to crack, but I’m sure we’ll get it done.”
3. “We’ve had better years.”
Leaders are often asked to provide some kind of public commentary on results for the month, quarter, or year, but Branson views the above phrase as a cop out. “People want the truth, not some sugarcoated version of it,” he writes. Admit the reality of your situation and follow up with an honest assessment of how you plan to achieve better results in the future.
4. “That said…”
Branson considers this to be “possibly one of the most destructive phrases in the English language.” When people hear these words, you invalidate anything you said just a minute ago. This can create great resentment among your listeners. “As a verbal bridge from the pros to the cons, try using something like, ‘Of course, we shouldn’t overlook…’” writes Branson.
5. “No comment.”
Branson understands that sometimes leaders aren’t at liberty to discuss sensitive information, but he dislikes this classic approach to discretion. “A stark ‘no comment’ tends to come across like, ‘We’re guilty as hell and don’t want to talk about it until our lawyers have come up with a plausible alibi,’” writes Branson.
Instead, he suggests saying something like, ‘I’m really sorry, but until we gather all the facts, we are not in a position to issue a statement.’
As a leader please consider and like Richard Branson try to avoid the above phrases during speeches, meetings, and presentations
Remember, words contain power and will set the scene and direction for those who follow your lead.
All the best with your leadership!
Posted in
Business presentations Conference presentations Facilitating meetings Presentati,
Leadership,
Leadership coaching,
public speaking training
by effectivecommunication.com.au
Monday, May 11, 2015
PRESENTATION SKILLS - HOW TO GAIN EXECUTIVE INTEREST
When making a proposal to Executives including CEO's, CIO's, CTO's or CFO's, it is necessary to remember their focus is on solving problems and making the company successful.
Executives are not interested in how an issue was resolved, but that it is no longer a problem.
Executives are very busy people. How you open or position your presentation or meeting is critical. Right from the get-go, your ideas must be clearly expressed. As you continue, remember clarity and conciseness. If you say something well, it gets heard.
Start by setting some context. Obviously, Executives go from meeting to meeting. In a few sentences, provide background, even if you have sent an Executive Summary ahead of time. "Last month, you asked me to research options to a key component in our manufacturing process due to rising costs. There are three possibilities."
State you recommendation.
Executives typically have a breath of knowledge, but they don't have your depth. They look to you for suggestions. From the perspective of the Executive, what is important for the individual to know about the issue? "Of the three choices, I strongly recommend XXX over the other two."
The more vivid your language, the more readily the Executive will pay attention. Strong adjectives and adverbs are just the thing to make an Executive see how important dealing with a situation is. "We need to act immediately since sales have sky rocketed and the supply of our current component is low."
Stress commercial benefits and outcomes. Executives focus on things like the bottom line, market share and return on investment. If the Executive considers your option, the individual will want to see the commercial benefits and outcomes. Be aware that they are not easily swayed with platitudes. If you can quantify or add metrics, it will help to win them over. "With this new component, I believe we will save 1.4 million in the next sixteen months. Our engineers tell us that the initial results are positive. The component has been reliable in 5/6 tests."
Prove your points. A lot rests on an Executive making the right decision. The challenge you have as a presenter is to sort through all that you know and elevate your ideas to the Executive level. It is always a temptation to go into too much detail. Be sure to keep it high level. As you move further into the conversation, define the risks and the opportunities. A chart of the pros and cons will help to clarify at a glance, assuming your chart or visual does not look like an eye chart.
Specific examples are also important. In fact, some experts say they are mandatory when trying to influence.
Be prepared for push-back. Too much is at stake for an Executive to make a mistake. Anticipate that there will be questions. Figure what their decision rests on and you will know the bulk of the questions. Always answer succinctly. If they want more information, they will ask a follow-up question. Have at the ready hidden slides or handouts.
Summarise. You have undoubtedly heard the old axiom, "Tell them what you are going to tell them, tell them, and tell them what you have told them."
Never leave without a strong summation. If there are actions you need to take, be sure to list them. If there are actions the Executive must take, specifically state what they are and by when. Get confirmation that you are both in agreement.
Consciously deliver your message.
Keep your focus on the Executive at all times. Do not be intimidated. They want you to be successful. Demonstrate your confidence by looking the person in the eye, by pausing often to let your points sink in and by leaning into the table (when seated).
Use your hands to punctuate your ideas. Look, act and sound like you belong!
If you follow the pointers listed above, you will get your ideas across. You will better inform, influence and persuade Executives.
Posted in
Business presentations Conference presentations Facilitating meetings Presentation skills training Public speaking Sales presentations
by effectivecommunication.com.au
Monday, April 13, 2015
COMMUNICATION - TURN QUESTIONS INTO OPPORTUNITIES
Sales have been lost, projects stalled and promotions given to someone else all because of the way questions were answered!!!
Your ability to handle tough questions is critical. Since questions can make or break you, consider the following suggestions. They will help you turn questions into opportunities and make your point resonate.
Be prepared
Without proper preparation, tough questions can derail you. Before going into your meeting or presentation, sit down with paper and pen and brainstorm all the difficult questions you might be asked and how you will handle them.
Consider the titles and functions of your audience. Determine what a decision in your favor would depend on. Knowing this will help you to focus your answer on the things questioners care about, whether it's return on investment, the risk or why you.
Solid preparation will help you think on your feet.
Be a good listener
Instead of only listening to the first three or four words of a question, listen all the way to the end.
Never interrupt or talk over a questioner. Be sure to demonstrate that you are listening with your body language. Nod, move closer if standing and look the questioner in the eye. Avoid looking to the ceiling or floor, and be sure to uncross your arms. Your body language will be noticed and speaks volumes.
Clarify
A lot of people automatically repeat a question. If you are unsure what the question actually is because it is buried in a lot of verbiage, of course, repeat or ask clarifying questions. You may learn that the person is only objecting to one small element. By resolving that one issue, you may sway the individual to your point of view. If you are quite clear on the question being posed, repeating it will look like a "stall."
Be transparent
Obviously, if you do not know the answer, be forthright. It is easy to say, "I don't know." However, without blaming, tell why you don't know the answer. "I don't know the answer to that because the numbers haven't been reported yet, and I know you want me to be accurate. I will get that to you as soon as I know."
Don't patronise
Avoid patronising by saying, "Good question." It seems like a superficial or perfunctory comment that really isn't sincere. Also, it sets you up as the judge of which questions are good and which don't deserve a comment. A better way is to acknowledge the person's attitude or position on an issue. "I can see why you would bring that up. Cost is a consideration with all of our customers. Our products deserve a healthy investment, and you want to be sure that you are making the best investment for your company." OR "Yes, you are correct. The project is three months behind schedule due to an unexpected quality issue from an outside vendor."
If you are unsure how to acknowledge, ask yourself, "What is the point they want me to see?" Simply saying "Yes" or "I understand" is not enough. A strong acknowledgement statement shows respect and makes the questioner more receptive to your answer. At all costs, avoid following your validation statement with "But," "However," or "Although." It erases all the good you will have established and says that your point of view is better than theirs.
Be concise
Always keep your answer short. A long answer may overwhelm and open up new areas for discussion that may be unrelated. If the questioner isn't satisfied with the brevity of your answer, the individual will ask a follow-up question.
Have at the ready addendum slides. Number your slides. Print them off in slider sorter mode. Circle the slides that might prompt discussion so that you can quickly access them by typing in the number and the enter key.
Solidify
On the back end of your question, there is an opportunity to solidify your ideas by tying your answer to a key point, a benefit or an action step for your audience. A good example might be, "By acting now, you will see a return on investment in the fourth quarter." OR "Again, the risks are minimal, and, by launching now, we capitalize on customer demand before our competitors."
People make decisions by the way you answer questions. If you do a good job, they will see you as a subject matter expert, the right individual for the job. If you do a poor job, you and your company may leave money on the table and your own integrity might be jeopardised.
By applying the tips outlined here, you will turn questions into opportunities
All the best with your future presentations!!!
Posted in
Business presentations Conference presentations Facilitating meetings Presentation skills training Public speaking Sales presentations,
Communication Training
by effectivecommunication.com.au
