12 Ways to be a Confident Public Speaker
By Dave Blake | July 22, 2007
Speak from your heart. If you believe in what you say, than others need to hear it. All confident speakers fall in the P2 (passion plus persistence). Be sure your speech contains your most fundamental beliefs and comes from authenticity.
1. Prepare, prepare, prepare!
2. Practice in front of a full-length mirror, for small groups. Join Toastmasters. www.toastmasters.org
3. Be positive. “I am a good speaker/trainer.”
4. Expect to be nervous. [deep breathe, exercise by walking, stretch, visualize your success, meditate] Make anxiety your ally. Increase your energy; heighten your awareness.
5. Focus on your audience. [It is NOT about you. You are there to help your audience]
6. Simplify. Use your time wisely and keep your presentation clear and simple so that your audience can understand what you are saying.
7. Connect with your audience. Look people in the eye, one at a time, as you speak to them. The audience wants you to succeed.
8. Act confident. Smile. Hold your chin up. Stick your chest out. When you do this, you will feel confident. Remember, YOU are the authority on the subject and they want to hear what you have to say.
9. Use humor wherever possible.
10. Offer the right message mix (inform, persuade, entertain, interact)
11. Establish credibility by the use of facts, statistics, and stories.
12. Learn from your mistakes. Making mistakes is part of your learning process. Scott Adams, creator of Dilbert, said, “Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.”
Topics: Success | 2 Comments »
A Great Way to Do PR
By Dave Blake | July 21, 2007
As a business, non-profit or association manager trying to get a bang for your PR buck, you could pretty much concentrate on simple print and broadcast mentions or, for that matter, the whole basket of tactical public relations weaponry including old favorites like high-visibility speech appearances and newsworthy special events.
But if you really want premium public relations results, you must use a broader, more comprehensive and workable public relations blueprint to alter your key, external audience perceptions – perceptions that lead to the changed behaviors you’ll need to reach your managerial goals.
In short, you had best take steps to persuade those key external stakeholders with the greatest impacts on your organization to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed.
The PR blueprint is the best place to start: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.
Publicity tactics, of course, have their role in the blueprint, but they are not the be-all or end-all of the public relations plan, nor should they be.
Savor for a moment premium results like those mentioned above. Prospects starting to do business with you, and customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; welcome bounces in show room visits; rising membership applications, and community leaders beginning to seek you out; new approaches by capital givers and specifying sources, not to mention politicians and legislators viewing you as a key member of the business, non-profit or association communities
But who will do the work such results demand? People assigned by the corporate office to your unit? Possibly your full-time public relations staff? Or even an outside PR agency team? No matter who they are, they must be committed to you, to the PR blueprint and to its implementation, starting with key audience perception monitoring.
Sad to say, simply because someone describes him/herself as a public relations person doesn’t mean they’ve accepted PR as you understand it. So by all means make certain the public relations people assigned to your unit honestly believe why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.
Sharpen your plan – your blueprint — for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about us? Have you met our chief executive or other senior managers? Have you had other contacts with our staff and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?
Use professional survey firms in the perception monitoring phases of your program if you can afford them. But your PR people are also in the perception and behavior business and can pursue the same objective: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.
Here, it’s time to establish your PR goal, one that aims to do something about the worst distortions you turned up during your key audience perception monitoring. It could be to straighten out that dangerous misconception, correct that gross inaccuracy, or stop that potentially fatal rumor dead in its tracks.
Now, with the PR goal established, select the right strategy, one that tells you how to proceed. But keep in mind that there are only three strategic options available to you when it comes to handling a perception and opinion challenge. Change existing perception, create perception where there may be none, or reinforce it. Since the wrong strategy pick will taste like onion gravy on your raspberries, be certain the new strategy fits comfortably with your new public relations goal. You don’t want to select “change” when the facts dictate a “reinforce” strategy.
With that homework complete, prepare a clear message and aim it at members of your target audience. Because crafting action-forcing language to persuade an audience to your way of thinking is hard work, you need your best writer because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to correct something and shift perception/opinion towards your point of view leading to the behaviors you are targeting.
Run it by your PR team for impact and persuasiveness. Then, select the communications tactics most likely to carry your message to the attention of your target audience. You can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure that the tactics you pick are known to reach folks just like your audience members.
Rather than using higher-profile news releases, since a message is often dependent for its credibility on the means used to deliver it, you may decide to unveil it before smaller meetings and presentations When questions about progress are heard, you and your PR team should get busy on a second perception monitoring session with members of your external audience. And remember to use many of the same questions used in the first benchmark session. Difference this time is that you will be alert for signs that the bad news perception is being altered in your direction.
If momentum flags, you can always accelerate matters by adding more communications tactics and increase their frequencies.
When all is said and done, you want your new PR blueprint to persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary. Period.
And, when you think about it, we are fortunate indeed that our key stakeholder audiences behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.
Topics: Success | No Comments »
7 Habits of Highly Successful Small Business Owners
By Dave Blake | July 20, 2007
Do you spend every waking minute in your business? Do you find it difficult to take time out for you? Are you constantly working in a mess?
Unfortunately there are far too many business owners working too long and too hard. They tend to be involved in every aspect of their business from being the bookkeeper, marketer, human resources manager, mediator, customer liaison officer and cleaner.
The smaller the business the harder it is for the owner to delegate these functions because they dislike spending any money. They fail to realize that if they invest their dollars wisely in accessing the right type of goods and services to grow their business and be more effective, they will see positive changes occur over time. It takes time to build a good “business mindset”.
I’ve noticed that those people who grow their businesses successfully do the following:
1. Highly successful small business owners are great role models
They practice what they preach. They lead from the front.
2. Highly successful small business owners invest time and money in their team and themselves
They develop their people and themselves through personal and professional development. They utilise outside expertise , as the successful small business owner recognises they do not have all the answers.
3. Highly successful small business owners are organised
They know how to manage their time and have systems in place which enables them and their team to work effectively.
4. Highly successful small business owners are fit and healthy
They understand that a healthy mind and body improves their productivity and general well-being. They realise that by keeping themselves fit and healthy it enables them to cope with the pressures of running a business.
5. Highly successful small business owners have a life
They make time for their personal life a priority because they know it makes them a happier and more successful person.
6. Highly successful small business owners look after their clients
They know that clients are the life-blood of their business. Without clients there would be no business. They ensure they continually look after them.
7. Highly successful small business owners are decisive
They are not afraid to make decisions and take action. They have to if they want to their business to thrive.
The Final Word
Highly successful small business owners get their priorities about people, work and home right! They live longer and enjoy life more. They enjoy the challenge of being an entrepreneur. They go home at the end of each day knowing that they have achieved. They are fulfilled and realise that the success of their business is a direct reflection on themselves.
So what are you waiting for? If you’re dissatisfied with where you are now, then what are you going to do differently? It’s June already. Take stock of where you’re at. Do you need to make changes to improve your business so that you are able to enjoy the benefits of being the master of your own destiny? Or are you happy with the way you are currently travelling?
Only six more months to Christmas. Will you be sitting on the beach in January satisfied with your efforts or will you be making the same new year’s resolutions you made at the beginning of t his year? Remember, nothing changes if nothing changes.
Implement the 7 Habits of Highly Successful Business Owners on an on-going basis and you too will have a highly successful business.
Topics: Strategy | 2 Comments »
A PR Surprise for Managers
By Dave Blake | July 19, 2007
For those business, non-profit and association managers committed to PR tactics like radio and newspaper plugs, it can come as a surprise to discover where public relations value REALLY lies.
Truth is, your PR budget can deliver results far beyond such limited publicity placements.
For example by embracing the kind of PR plan that persuades those important outside audiences to your way of thinking, and moving them to take actions that help your department, division or subsidiary succeed.
Then by using the high-impact, fundamental premise of public relations to deliver external stakeholder behavior change the kind that leads directly to achieving your managerial objectives.
And finally by revving up the creative potential of your assigned PR team or agency and involving them in a way that positively impacts the behaviors of the very outside audiences that MOST affect your unit.
Perhaps then you will find yourself with a basketful of results such as prospects starting to do business with you; community leaders beginning to seek you out; newly arrived proposals for strategic alliances and joint ventures; customers starting to make repeat purchases; membership applications on the rise; politicians and legislators beginning to think of you as a key member of the business, non-profit or association communities; welcome bounces in show room visits; and even capital givers or specifying sources starting to look your way.
Spend a moment here and read that fundamental public relations blueprint referred to above: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.
This lets you broaden your public relations field of fire, putting its primary focus where it belongs, on your units key external stakeholder behaviors.
A caveat here: be sure that the public relations personnel assigned to your unit really believe deep down — why its SO important to know how your most important outside audiences perceive your operations, products or services. Be certain they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.
Review with them your blueprint for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: How much do you know about our services or products and employees? How much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? Have you experienced problems with our people or procedures?
When you think of it, youre fortunate that your PR folks already are in the perception and behavior business so they can jump right on the perception monitoring assignment. If your budget can handle it, you can always use a professional survey firm, but they can be very expensive. Nevertheless, whether its your people or a survey firm asking the questions, your objective is to identify untruths if not outright lies, false assumptions, unfounded rumors, inaccuracies, and misconceptions .
Now you must carefully select which of the above aberrations qualifies as your corrective public relations goal for example, clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies.
Now, if you pick the wrong strategy to show you how to reach your goal, it will feel like youre eating Roast Turkey without the stuffing. Fact is, you can only achieve your PR goal by picking the right strategy from the three choices available to you, change existing perception, create perception where there may be none, or reinforce it. And take care that your new strategy is a natural fit with that new public relations goal.
Sooner or later you will have to address your key stakeholder audience in a way that will help persuade them to your way of thinking. So assign the task to your very best writer because s/he must put together some very special, corrective language. Words, by the way, that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have targeted.
Here you take an easy step select the communications tactics needed to carry your message to the attention of your target audience. Checking, of course, that the tactics you select are known to reach folks like your audience members. Dozens are available from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.
Because HOW one communicates often affects the believability of the message, you may wish to deliver it in smaller meetings or presentations rather than high-profile media such as a news release..
Questions will arise as to indications of progress. That will be your signal to schedule a second perception monitoring session with members of your external audience. You will use many of the same questions as in the first benchmark session. But you will now be watching carefully for signs that the offending perception is actually moving in your direction.
A fortunate reality in the public relations business is that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.
Yes, as a manager, it may surprise you that a workable public relations blueprint like this one will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.
But its no surprise that the people you deal with behave like everyone else they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences to action.
Topics: Success | 2 Comments »
A Sense of Humor in the Work Place
By Dave Blake | July 18, 2007
When I was first initiated into Corporate America, I had a sense of humor that went unmatched by any mortal soul. I was quick-witted, smart, sharp, and knew every gag and joke available to humanity. Most of it, I learned in college. But, college never really did teach the fact that having a sense of humor in the workplace is different than ‘jocularity.’ After a few brushes with career-chaos, I realized that the definition of ‘corporate humor’ deals with how one handles oneself and not how one can elicit laughter.
Where did this come from?
One of my friends came to Las Vegas last week to visit and relax a bit. He and I went out and checked out some of the local bands. During the course of the evening, he brought up some issues about his current job situation. After some introductory words, we discussed the issue that he seems to get blamed for some of the stupidest things, that he never did, and no one takes him seriously anymore. Then, he cracked some joke about it and we carried on.
Not being taken seriously by your peers is actually a common problem with people who do have a sense of humor. But, funny has no place in the workplace and can easily wreak havoc on an otherwise blossoming career.
So, no more laughter?
Of course, laughter is necessary in life. But, in a professional setting, it becomes a different type of laughter. One situation you will encounter as you move through your career is the seriousness of professionalism. Of course, to some, this is not a problem. But, to those that have a funny bone, this is a big problem and a detriment to one’s career.
You have to realize that when your boss asks if you have a sense of humor, he’s not asking if you’re a clown. What he is asking is whether or not you can accept criticism, deal with difficult people, and gracefully handle mistakes without snapping people’s heads off when things get stressful. It is important and considered professional to be able to take criticism lightly as it is sometimes used as a tool of ‘turf wars’ than an actual personal attack.
Hey, that was funny!
If you begin to crack jokes and make snide remarks, you will eventually not be taken seriously in the workplace. You will be seen as someone who wastes time because every time that someone approaches you to discuss a project or other issues with you, some of that time is spent explaining your humorous comments. Additionally, many corporate-minded individuals do not have the time to analyze comments with hidden meanings and will take what you say as absolute. Therefore, if you make a ’stupid’ comment in hopes of eliciting a smile, your comment will be taken as an absolute and a representation of your professionalism in the workplace. Finally, if your comments do have hidden meanings or contain humorous connotations, then anything you say will be taken as unreliable, thus labeling you as unreliable.
Realize that the corporate culture labels you by ‘visible change,’ not completely by merit. What I mean is, the last way you presented yourself is the way that you will be seen in the workplace. If you are a serious, pleasant, and hard worker, you will be seen that way. If you crack a joke in the middle of a serious moment, from then on, you will be seen as a joker.
Look over there!
One thing to keep in mind is that many people crack jokes and make ‘humorous’ comments when they are uncomfortable or lack confidence in a situation. If this applies to you, realize that your peers know this as well. Being overly humorous under stress gives off a sign of weakness within the workplace and will also cause you to be ousted from the ranks.
Try to find another outlet for discomfort or confidence issues. Perhaps a favorite ink pen or a small quartz crystal to toy with in such situations will remind you to maintain your professional fa?ade as well as keep you calm.
Watch what you say!
One of the big problems facing corporate cultures today is that, in general, everyone is ’sensitive’ to everything. Instead of working together for a common goal, there are individuals that stay on their toes looking for that one thing that they can use to cause some sort of upheaval within the culture. With that, corporate-minded peers are also on the lookout for those who might do or say something to upset those sensitive individuals.
Because of this situation, there truly is no room in a standard corporate culture for remarks and comments that in certain groups might otherwise be humorous. You have to realize that when you speak within a corporate culture, be concise, be realistic, and do not add comedic breaks or sarcasm. Since everyone is taking everything ’seriously’ with a ’sense of humor’ for themselves, then whatever you say will be taken seriously and could easily land you in hot water.
To alleviate the chance of being misinterpreted, keep emotion and personal beliefs out of the context of your conversations. Basically, listen closely and be concise in what you say. Not only does this eliminate the problem of having people take you wrong, but it also saves a lot of time.
The Deadly Silence
There are several little games played within the corporate environment to elicit a fatal comment from the unwary. The most deadly game is the ‘long pause.’ In many cases, you might sit before your boss, or peers, and provide information on a particular subject or project. During the course of the discussion, you notice that your audience appears to be listening to everything you say. Then, at the end of your soliloquy, the audience seems dead or stuck in a mental time warp. This pause can last for as long as 10 seconds.
During this pause, it might seem as though your audience is mulling through your comments, but this is not entirely the case. They are creating an uncomfortable pause for you to begin doubting your comments in hopes that you divulge additional information and demonstrate your lack of confidence and discomfort.
This situation will get you every single time if you’re not aware that it is only a game. One purpose of this game is so that the audience can acquire additional information from you that you would have otherwise never divulged. On the other hand, the audience might be trying to acquire your nonsensical traits from your discomfort to use during a future turf war. Again, be concise, and then listen. Wait out the infinite pause without saying a word and you’ll see that they were just waiting for you to speak.
What’s next?
Realize that you can still have fun and enjoy your work without the frolicky antics of a pubescent employee. One mishap can destroy a lifetime of kudos making it is easier to fall from graces than to repair a reputation. Companies want people they can count on 100% of the time, not just when you’re serious and comfortable. Focus, take responsibility, move forward competently, and produce quality results.
If you’ve already fallen because of your sense of humor, then you will have to work hard to get back into the good graces of the culture. All you have to do is maintain a professional fa?ade, realize that corporate America is ‘not personal,’ and motivate in your career with confidence.
Topics: Other | 1 Comment »