Own The Room

The McGraw-Hill Companies, Inc.

Contents

Chapter One

The Driving Force

I've never understood the rationale for putting your hand through a block of wood. As a woman, it sounds unnecessary and painful. However, Peter explained that breaking wood is an essential part of martial arts training. He makes the case that the exercise teaches two important concepts that also apply to presentation skills: focus and intention. To put your hand through a horizontal piece of wood, you have to visualize as your target, not the top surface, but rather a point below it. That means you have to focus on striking two feet below the board with the intention of going right through. You can't hold back. You have to know exactly where you are going and believe that you will get there.

Peter also explained that you do not strike the board with the entire ridge of your hand. You use the heavy bone at the inside and bottom, just above your wrist. Why? Because you focus on one small area to get the most force from the energy you expend. If you succeed, you feel no pain and the wood breaks neatly in half. The corollary is also useful. If you don't follow these rules, you don't break the board, and your hand really hurts.

Delivering a strong presentation is similar to breaking a board. To succeed, you must make an impact. To make an impact, you must have a clear intention. (Note: We use the terms intention and objective interchangeably.)

You have to know exactly where and how you are going to hit the board. In the same way, your entire presentation should focus on one well-defined intention. Commit all of your resources to this one target. The more intentions you bring into your presentation, the more you dilute the focus and diminish your effectiveness. The audience can't get a handle on where you are going or what you want, making it less likely that you will achieve your objective.

Speakers must have a clear intention.

Once you clarify your intention, it provides a target for your talk. If you don't, you end up meandering. The martial arts analogy provides another parallel. If your intention is to "fight well," does that mean trying to seriously injure or humiliate your opponent, or teaching your opponent a lesson? From a positive perspective, it could mean trying to be graceful or maintaining a spiritual attitude. So, "fighting well" conveys a lack of clarity. It is a general not a specific objective. You would prepare, practice, and deliver your skills very differently for whichever intention you choose. Your choice would be based on your personal ability, as well as your opponent. It is the same when you deliver a presentation.

When I ask speakers what their intention is or what they would like to achieve, they often respond, "I want to educate or inform my audience." But educating is not persuading. Educating causes people to think; persuading motivates them to act. When speakers' primary intention is to inform or educate their audience, they typically ramble and cover too much information. They present an encyclopedic version of a topic or throw the kitchen sink at the listener to make sure nothing is left out. Their presentation often ends up unfocused and driven by data, instead of a clear narrative with specific examples. And listeners end up being passive, because no interactivity is asked of them.

Choose a specific not a general intention.

After our clients realize that educating or informing is a weak intention, they will typically say their objective is to land the business. If that is the case, what is the specific action you would like your listeners to take? Is it to refer you to their other clients? To see you as a trusted advisor who provides resources in other areas of their business? Or to let you assemble a team that can take care of their needs?

Suppose, for example, that you are pitching a potential client about the benefits of low-cost/high-coverage group medical insurance. If your intention is centered on having the client see you as the go-to person for providing medical insurance, it should be reflected in every aspect of your presentation. You tell anecdotes about other clients for whom you reduced expenses, increased worker loyalty, and maximized productivity by providing a customized insurance plan. If these anecdotes are similar to the potential client's challenges, she will connect the dots. She will put herself in the picture and extrapolate how you can best serve her needs.

But if your intention is to inform them about group medical insurance, you would typically provide statistics on the rising cost of health care, describe the different types of plans in great detail, and outline their costs. You would leave out the anecdotes of how you solved the problem for other clients, because you might believe these examples are irrelevant, when in fact, they are the most persuasive factor in the client's decision-making process.

Persuade your listeners; don't educate them.

Note that if you only inform, you will have achieved that intention, but potential clients will not be motivated to work with you. You have failed to give them the opportunity to see your value or involvement in the process. They may respect your expertise, but you have not persuaded them to initiate a relationship. In my experience working with clients in all industries, intention is critical. It is the driving force of every presentation.

It doesn't seem possible that you would make a presentation without knowing what you wanted to achieve, any more than you wouldn't know what you were going to say. There's a wonderful old axiom: "If you don't know where you're going, you may wind up somewhere else." I am stunned at the number of presentations in which the speaker drifts along and the audience has to guess what the message is. Well-organized content is not the same as intention or objective. To be effective, a speaker must keep the intended message in focus throughout the presentation.

Adam Kimmel, the cinematographer for the film Capote, put it this way: "I think it's really important to have a mantra or road map visually for a film. I'm always trying to define that, so when you get into a situation where you're walking in cold or under a time constraint or something changes, that you remember what it is that led you to your original idea."

I've heard clients say that ten minutes into a talk, they were just getting around to what was important (that is, their intention) and were told their time was up. I've heard people speed up to include more content or change direction but fail to persuade their audience to take action. I've also heard speakers end with, "Well, I guess that's all. Uh, questions?" In each case, the problem was not their content but the lack of a clear intention.

BULL'S-EYE

Peter was teaching a Fear of Public Speaking class and asked each participant to identify the intention of their presentation. A capable young woman, Marcia, gave seminars on how to put on weddings. Peter asked who attended these seminars, and Marcia said they were engaged couples who believed they couldn't afford professional services like hers. Her intention was to inform the attendees about wedding planning.

Peter pointed out that wedding planning must be very simple if she could teach a bunch of novices all she knew in one day. Marcia fiercely disagreed, saying there was always too much to cover. With a little more prodding, she finally realized that her true intention was to overwhelm the attendees so they would feel the need to hire a professional to plan their upcoming weddings. Marcia intuitively knew she was already doing this, but once she became clear on her intention, she was able to scare the daylights out of them by lunch. Then her afternoon was spent describing the different ways she packaged her skills to serve them for a reasonable fee.

Once you identify your intention, like Marcia did, you can't help but rethink your presentation. Marcia radically revised her opening. Instead of giving an overview of wedding planning activities, she immediately involved the attendees by asking them to call out examples of disasters they'd witnessed when they'd attended other weddings.

People started talking about wilted flowers, music that was too loud, and inappropriate, ugly dresses. The list went on for ten minutes. Although the attendees were laughing at the examples, they were also scaring themselves into realizing how many things really could go wrong. With humor and group participation, Marcia had already achieved a big part of her intention. Furthermore, it made everything she said more credible, because the audience had provided the examples.

One Primary Intention

When you begin to construct your talk and consider what to include and what to leave out, you will probably think of many intentions. Narrow your focus. As you examine each possibility, identify the central idea; everything else is a means to achieving that end. Once you have chosen your objective, look at the content that supports it and edit out everything that is not essential. Your intention should be so clear that it can be stated in a single, active sentence. In Hollywood, a writer strives to pitch a movie idea in one short phrase like "A big luxury liner hits a glacier and sinks."

To jump-start your thinking, begin with a phrase such as one of the following:

* "I want ..."

* "I am going to ..."

* "We will ..."

* "They will see me as the ..."

Remember, the most effective intentions are active, not passive.

Ironically, the most effective intentions are also unspoken. Resist the temptation to say it aloud or put it on your agenda slide. This will force you to focus and find more creative ways to present your content. Repeat your intention to yourself right before you speak. Typically, our anxiety peaks in the moments before speaking. By repeating your single intention, instead of trying to recall the entire content of your talk, you will feel more grounded and directed.

Establish one clear, active intention.

An End Goal

Use an if-then construction to determine if you have achieved your objective. For example, before delivering a presentation to a professional group, your intention would focus on generating new business. So to gauge your success, you would say to yourself, "If I am successful, then at least three people in the audience will ask for my business card." Or half a dozen people will sign up for the event or workshop you're conducting. Or an executive will approach you to set up his limited liability corporation. Be specific about your anticipated outcome and devise a methodology to evaluate your success.

After you have identified the action you want your audience to take, develop a metric to determine if your goals have been met and your intention realized. You can calculate how many people asked to meet for lunch, how many books you sold, or even how many people came up afterward and complimented your talk. The key is to make your metric observable and measurable. Then you can use this information to evaluate your performance and make future presentations more effective and targeted.

Gauge your success.

Intention and Persuasion

Traditional public speaking courses identify three types of talks: informative, entertaining, and persuasive. I believe there is only one type—persuasive. If you are giving an informative talk, your intention is still to persuade the audience you know enough to be hired for your expertise. If you are entertaining, then you are persuading listeners that you can be called on for events that need a keynote speaker or master of ceremonies.

Within our networking organization, David and I travel to many chapters and deliver a brief fifteen-minute presentation on how to craft compelling elevator speeches, which are self- introductions or verbal calling cards, short descriptions of you, your services, and your company. Our presentation is interactive and informative, and we don't include a commercial about Eloqui services. But our intention is strong; it is not to educate. We want to persuade at least two members to hire Eloqui for individual and corporate training or to refer us to their clients.

To that end, we give away techniques and intellectual property about messaging, opening, using visual details, and personalizing services. We ask for volunteers and then work with that individual's specific elevator speech. For example, one woman stood up and delivered her traditional elevator speech: "I'm Judith Taylor of Taylor and Associates. I help people find money that's owed them by conducting a licensing audit or using other investigative tools. I work with CPAs, licensing agents, and attorneys to make sure companies recover money due them, like royalties."

Judith was accurate in her description of what she did to serve her clients. Unfortunately, since audience members could not picture how she operated, they had no idea when to bring her in, who her ideal clients were, or how she went about collecting monies owed. Even though people listened intently, they quickly forgot what Judith did for a living and, more importantly, what referrals they might have.

Personally, Judith had a very colorful style that she entirely sublimated—believing it was unprofessional in a business setting. She loved telling stories but believed that storytelling was considered "soft" and listeners wouldn't think she was credible. We encouraged Judith to move outside her comfort zone, tell a story that would immediately draw us in, and then link that anecdote to what she did for her clients. Reviving her Brooklyn accent, here's Judith's new speech:

The weeds had taken over my front lawn. Rather than call in a work crew, I decided to clear the brush myself—in accordance with county guidelines. Unfortunately, I set out wearing diamond earrings and bare hands. The job was messy, noisy, and difficult. I loved it. Afterward, I sat back and surveyed the lawn.

That's when I realized I was missing a diamond earring and had dirt under my fingernails. Men have known this for years, but there is a right accessory for every job. In this case, gardening gloves! I also realized that I am an accessory to accountants and attorneys with clients who have royalties owed them and need to be investigated. I find missing monies and put them back in my clients' pockets. And even though it was like looking for a needle in a haystack, I dove into the garbage pail, went through all the weeds, and found my missing earring. I'm Judith Taylor of Taylor and Associates.

Once the assembled professionals responded positively to her new elevator speech, Judith never returned to a generic description. She didn't need to say she was tenacious in collecting the monies owed her clients. They drew their own conclusions by how she attacked the weeds and found her missing earring.

But this exercise was also valuable for our credibility. By demonstrating how Judith set herself apart, we gave the assembled professionals a practical demonstration of how Eloqui works. Although the focus of our presentation was delivering techniques for better elevator speeches, we were achieving our intention of persuading individuals to hire us to set themselves apart. By seeing what we did for Judith, listeners could identify and picture themselves in an Eloqui session—and imagine crafting their own compelling elevator speech.

Shape the Content

We were called in to work with Doug, a senior executive at the leading mortgage lending company in the United States. Doug had a major speech coming up to be delivered to his top sales producers. The mortgage industry was facing a rocky time—with expectations of stalled housing starts, rising interest rates, increased competition, and home prices that were considered unsustainably high. It was Doug's intention to motivate the sales force to maintain their leadership position. As part of the speech, he would also applaud their efforts over the past year.

In the past, Doug had given similar speeches based on a traditional business model. He would run the numbers, provide rallying points, and quote business gurus such as Peter Drucker on sound business principles and practices. He would then detail the group's achievements using PowerPoint graphs and charts. The form and structure were recognizable and predictable and therefore lacked the impact (and motivation) Doug was hoping to deliver. His focus had been on educating the sales force rather than persuading them to action.

David and I interviewed Doug about his personal motivation to succeed and maintain his company's leadership position. Surprisingly, we found that he was reticent regarding his upbringing or his career as an NFL wide receiver. Although Doug would occasionally include his philosophy and commitment to the company in his speeches, he never said why and how he had arrived at his present position and level of achievement.

Working with his speechwriter, we encouraged Doug to reveal elements of his difficult childhood as evidence of his drive to compete. He reluctantly agreed to talk about some of the struggle his family faced. For the first time, he spoke about growing up in a row house outside of Cincinnati, where his parents often went without food so their children could eat. He vividly described unloading trucks and setting up milk cartons at school in exchange for a free breakfast and lunch, as well as how he "graduated" to a summer job at a local steel mill, where he shoved giant hunks of iron into a six-hundred-degree smelter—all of which strengthened his resolve, shaped his worldview, and provided strong incentives never to look back.

(Continues...)

Excerpted from Own The Roomby David Booth Deborah Shames Peter Desberg Copyright © 2010 by David Booth, Deborah Shames, and Peter Desberg. Excerpted by permission of The McGraw-Hill Companies, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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