Archive for the 'Establishing credibility' Category

Where do objections come from?

For a long time I have talked about becoming conscious of what’s going on in the minds of the people you’re communicating with – what attitudes, objections, concerns, questions, prejudices might people have towards what you’re saying.

It seems to me that you must always be respectful of people’s positions – to work out how their response is the logical one bearing in mind the experiences they have had and the data they possess.

[Update - The initial way I described the following was an oversimplification - and I knew it - Sharon Drew gave me here most current description of this point, so I've updated it - her words are in italics, just to be totally clear)

The book that’s rocking my world at the moment (there’s always one) is Sharon Drew Morgen‘s Selling With Integrity. In it she posits a totally respectful  way of selling – looking at the sales person (and that’s you, whether you think it is or not) as the servant of the buyer (of your product, your ideas, your recommendations). Their (your, our) job is to manage the internal, off line decisions they need to make to help them all buy in to a new solution, or to change.

Continue reading ‘Where do objections come from?’

Speaking It Real – A Challenge For Professional Speakers

How important is authenticity for speakers?

On Tuesday night, I was asked to speak to the members of Asia Professional Speakers  – Singapore. (Here’s the blurb, if you’re interested – pdf - scroll down…). It was (bizarrely) my first meeting as a member – they turn out to be a lovely bunch of people!
I chose to speak about authenticity as I’m increasingly aware that rehearsed, polished talks aren’t necessarily the way to go.
Here are my thoughts – in ascending (decending?) order of weirdness.

(Bear in mind these thoughts were aimed at people who make a living at speaking – I tend to hold them to a higher standard as they are being paid for their speaking expertise. And this isn’t a transcript of what I said – no script, see? – but the same thoughts expressed again.)

If you really want to make a difference, is a talk the best way?

I am pretty strong about focusing on behavioural outcomes – specifying in advance what you want people able and motivated to do as a result of your communication. Most professional speakers declare that they are in it to make a real difference in the world, but I’m not sure if delivering a speech is the most effective way of doing that.

Continue reading ‘Speaking It Real – A Challenge For Professional Speakers’

Why recommendations can take your next presentation up a level

Want to know how to move your presentation to the next level? Answer: recommendations.

Developing Technical Presentation Superpowers - RealSmartNow.net

I spend my life speaking, writing, blogging, reading and thinking about presentations. If I could only give you one piece of advice about presentations, this would be it.

Make your whole presentation a sincere recommendation.

This first step in developing presentation superpowers helps you filter your knowledge, connect with who’s in front of you, and come across as relevant and interesting. Not bad for step one, eh?

To make this happen you:

  1. Think in detail about who you’re talking to
  2. Decide what action you’d sincerely like these people to be able and motivated to take when you’re finished
  3. Work out how to recommend that action

Continue reading ‘Why recommendations can take your next presentation up a level’

Spending the evening with Murderball champion Mark Zupan

On Saturday I met this guy – Mark Zupan.

He’s the star of a documentary called Murderball about wheelchair rugby or, more officially, Quad Rugby. Quad Rugby is a mean, angry, dangerous testosterone-y sport played by quadraplegics using specially adapted Mad Max style wheelchairs.

Murderball was a documentary made in 2004 about the sport following the USA team to the Athens Olympics. Mark has just come back from the Paralympics in Beijing (that’s the athletic kind, as opposed to the Special Olympics) with a Gold Medal (I got to hold it – inlaid with white jade, doncha know).  NYU Tisch screened the documentary, and then Mark took questions.

Mark’s a cool guy. I learned some things from watching the documentary and then from listening to him talk, including how to be a more interesting person, and how to encourage questions.

Here’s what I learned (see, I even spend my Saturday nights learning things for you. The dedication…)

What I learned from watching the documentary: the importance of story (again)

The documentary follows the formula of a Hollywood movie. By selecting certain events in the lives of the players, there are the goodies, the baddie, romance, sex, the last second tie-breaker games… Quad Rugby is an interesting subject on its own, but getting to know people on a personal level and then being caught up in a story is what makes us tick. Nothing to do with wheelchairs, everything to do with ‘What happens next?’.

In fact, I didn’t ask any questions as all I wanted to ask were ‘story’ questions. Really prying things like: “The movie showed a reconciliation between you and your best friend whose truck you were (unwittingly) thrown from. How are things between you?”

Someone else asked anyway.

What I learned from listening to Mark talk: how to be interesting

Mark is a really interesting guy. Me being me I couldn’t just leave it at that; I started to analyse what makes him interesting. Here’s what I came up with.

Make yourself someone we care about

(I’ve written about this before). Mark took a Q and A session after the screening. He spoke fluently and conversationallly for about 45 minutes, responding to questions naturally. A smart guy with a warm voice, he is able to keep our attention by being someone we feel that, if only we had more time together, we would be friends.

How might you do the same?

  • Be honest
  • Be a little revealing
  • Talk like a normal person

Get us involved in your story

Obviously the documentary did this in a little more detail than you would ordinarily have the time to do but letting us in on your story makes us more involved.

Something that has:

  • a setup
  • some conflicts/obstacles
  • a curiosity-building ending

It’s the only way. Enough bland corporate tofu. More spicy, personal, be-yourself-ness.

You can quote me on that.

What I learned from the Q and A: people need help coming up with questions

Mark cleverly told the audience of film students that they could ask anything they wanted about the process of putting the documentary together. And they did – questions about how the film-makers stopped the process from being intrusive, were some of the reaction shots actually reactions to that event, what was it like being filmed as the subject… I think this is a good thing – setting up the parameters for what people might ask questions about is a good idea. It takes a bit of effort sometimes to come up with something to ask, or to narrow down what you might want to ask. Making it clear what’s ‘in’ and what’s ‘out’ can help, I think.

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Related posts:

~ Making people care about what you’re saying

~ Learning storytelling from movies

~ Telling stories

~ 3 reasons why you should plan conversations, not presentations

Making statistics and numbers make sense in presentations

Following on from this post about making numbers relevant to the people you’re communicating with, here’s a video that makes the numbers about the Iraq war tangible (I make no comments about its politics, just watch it for how it translates the numbers).

via DoshDosh

Make numbers concrete

The rule of thumb with statistics and numbers is to bring them into units that make sense to people. In the brilliant The Tiger That Isn’t: Seeing Through a World of Numbers Michael Blastland and Andrew Dilnot start with a chapter called ‘Is That A Big Number?’ They recommend that whenever we hear a statistic, especially in national politics, we should ask ourselves exactly that. Because often millions of pounds or billions of dollars turn out to be not much money when shared out over the spread of a country’s population.

In the same way, the big numbers that we want people to get often don’t seem big to the people we’re talking to. Or the numbers that seem big to others actually aren’t when put into context. How do we get people to relate to a Terabyte? How much is 570 staff hours in the context of the whole project’s resource allocation? What does 98.9% uptime mean?

Here’s a website that might help you get thinking.

SensibleUnits will allow you to type in pretty much any measurement and make it sensible. Kind of. Continue reading ‘Making statistics and numbers make sense in presentations’

3 reasons why you should deliver your presentation like it’s a conversation

Photo via Kris Hoet

In the comments to 3 reasons why you should plan conversations, not presentations, Natasha and Gabrielle talked about the benefits of not only preparing a presentation like it was a conversation, but delivering it that way.

Just off the top of my head, there are three big reasons why delivering a presentation like it’s a conversation does good things.

  • Talking, not performing
  • Not audience – conversation partners
  • Informal=high status

Here’s what I mean.

Continue reading ’3 reasons why you should deliver your presentation like it’s a conversation’

3 reasons why you should plan conversations, not presentations

3 reasons you should plan conversations, not presentations

There are three main ways why it’s useful to prepare a business presentation like it’s a conversation.

It stops you missing the mark by being overly formal, you don’t expect to be able to completely control the interaction, and it helps prevent moronic overstatement.

Continue reading ’3 reasons why you should plan conversations, not presentations’

Studies show that respect, listening and shared values matter more than results

As a communication specialist, I’m particularly interested in surprising information about the effects of communication. I’m fascinated by those books like The Tipping Point, Blink, How We Know What Isn’t So, Freakonomics… the books that explore the irrational in human behaviour.

I’ve been talking recently about how we should be extremely clear and honest in our dealings, both in business and in our personal lives. This doesn’t mean that you spill every thought that passes through your mind, but it does mean you don’t hide things deliberately to make someone feel differently about you and your recommendations. I dubbed this concept ‘radical transparency.’ (I found out today Andy Beal got there first…)

I figure that all relationships fare better when everyone knows exactly where they stand.

Well, it turns out that I may be mistaken in how much this creates good feeling between people.

Continue reading ‘Studies show that respect, listening and shared values matter more than results’

What makes someone an inspirational speaker

I was thinking last week about what makes someone inspirational as a speaker, or at least interesting…!

Here’s what I came up with:

A real person speaking simply and passionately to real people about real issues.

Here’s what I mean.. Continue reading ‘What makes someone an inspirational speaker’

Dealing with people’s expectations of your profession

One thing that’s important as a specialist is to confound people’s negative expectations of what a person like you is like.

We were training some senior technical specialists in the UK last week, and I was watching their final presentations. One of the major things I noticed was the most successful sessions were ones that dealt with the expectation that an IT specialist would be very focused on their technology to the exclusion of all else. It made an enormous difference when they spoke about the business issues, how the technology fitted into the lives of the people they were speaking to, and used non-technical language.

People will have certain expectations of what a person like you will be like.

If you’re in IT, they will expect someone who is smart but geeky, interested in the nerdy features of their system, and very detail-orientated. If you’re in marketing or PR, you’re interested in making pretty lies, not in telling the truth. If you’re in HR, you’re either touchy-feely, or overly concerned for regulations (depending on what type of HR department the company has!). If you’re a financial advisor, you’re only interested in the sale, and not in genuinely looking after people. If you’re an accountant, you’re boring. If you do anything even vaguely un-mainstream, you’re a bit woo-woo.

When dealing with people’s internal circus (what they’re thinking and feeling about you and your topic), it is often useful to first acknowledge their concerns by stating them out loud, then dealing with them.

With these types of preconceptions, I think it’s better to just be different. If you say, ‘Well, a presentation from an accountant, I bet you think this is going to be pretty tedious!’, it may be that some of the people you’re talking to weren’t thinking that. Also, you’re setting the bar pretty high – a bit like saying, ‘Let me tell you a funny story – you’re gonna love this…’

Much better to just be more interesting by taking the time to telling stories from your life and making sure that everything is super-relevant to their current situation.

Tacitly confounding people’s expectations in this way can leave them pleasantly surprised, and move you a step closer to delivering a presentation they will listen to, talk about and act upon.

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