How To Kill Your Brand With Public Speaking
Seriously sad really. Our speaker had some excellent points to convey but due to silly basic errors, killed his organisation’s messages. I believe there is no excuse for this anymore. Today there is so much information available, so many role models, so much video instruction, so much access to insight, so much training, you really have to wonder how some organisations can do such a poor job.
The impressive thing was our speaker was delivering the talk in English, when that was not his native language. Actually, the level of English fluency was impressive. The speed was good, the pronunciation was fine, the speaking voice was clear. He came with a grand resume, part of the elite of the land, a well educated, senior guy. This was game, set and match to be a triumph of positive messaging and salesmanship. It was a fizzer.
I approached him after it was all over. Being the eternal Aussie optimist from the land of vast horizons, blue skies and wonderful sunshine, I thought our speaker would benefit from a bit of friendly, positive feedback on how he could help his organisation to do better. He wasn’t buying that and asked me for one example. Clearly he believed his talk went down a treat with the crowd, a group by the way, full of long term Japanophiles and boosters for things Japanese. He was in fact preaching to the choir, in audience terms, but his messaging went astray.
I asked for the first slide to be brought back up. A confusing coat of many, many colours, seriously dense with data, totally impervious to easy understanding – a florid mess in other words. They were all like this. Data was simply killing the key messages. When I suggested the slides were perhaps attempting to put too much on the screen at the one time, he said I was looking at the cleaned up version. He had taken the organisation’s standard slide deck and pared it back. “Pared it back?”, I thought incredulously. Well it was still ridiculous.
The other issue was the delivery. Our speaker chose to stand in front of the monitor and read to us what was on the screen, while having his back to us for most of the presentation. Fortunately, he was handsome, urbane, charming, international and articulate. He had all the natural advantages to carry the room to his way of thinking. Unfortunately, he failed completely.
What could our erstwhile hero have done? He made the slide deck the centerpiece of the presentation, instead of making his messages the key. We should all carefully cull our ideas and distill the most powerful and important. We should present only one idea per slide, restrict the colour palette to two colours for contrast and try to keep it zen-like simple. If our audience cannot grasp the key point of any slide in two seconds, then it needs more paring back.
Graphs are great visual prompts and the temptation is to use them as unassailable evidence. This usually means trying to pack the graph with as much information as possible, showing long periods of comparison and multiple data points for edification. Instead think of them like screen wallpaper. They form a visual background. We can then go to another slide showing a turning point in isolation or we can have a pop up, with a key number, emphasised in very large font. In this way, we can cut through all the clutter and draw out the critical proof we want our audience to buy. Trying to pack it all on one screen is a formula for persuasion suicide.
We need to learn some very basic logistics about presenting. Despite how the organisers have set up the space, move things around if possible to give yourself the best shot to present as a professional. Try to stand on the audience left of the screen. We read from left to right, so we want them to look at our face first and then read the screen. We want to face our audience and if anyone drops the lights so your screen is easier to see, stop everything and ask for the lights to be brought back up. We need the lights on in order that we can see our audience’s faces. We can then gauge if they are with us or resisting our messages. They can see us and we can use our gestures, facial expressions and body language to back up the words we are saying.
Changing the slides and the delivery would have made the speaker’s messages clearer and more attractive. None of the things I have suggested to him are complex or difficult. Why then are we still assailed with unprofessional presentations from smart people? He remained resistant, so I saw him riding off into the sunset on his quixotic quest to convert others to his organisation’s point of view. Good luck with that one buddy!
Action Steps
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.
About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, THE Sales Japan Series and THE Presentations Japan Series, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
Stage Fright Got You?
Hands and legs quivering, knees knocking together, face turning red, pulse racing, mind whiting out – this is stage fright. The term is associated with the total melt down people experience when they get up on stage in front of an audience to speak. In Japan, there is even an association of stage fright victims who wish to suffer no more. Our exposure to the “stage”, broadly defined, is any occasion where we are required to get up and speak in front of others. This frequency increases as we get older.
Our work responsibilities are rewarded with a salary increase but also the obligation to give reports or speeches. We are innocently beavering away at our jobs, are recognised for doing well and given promotions or more responsibility. This is when we are forced to move out of our area of defined expertise and out of our Comfort Zone.
Tetsuya Miyaki is a typical example. He was a low level bureaucrat in a municipal government office. Promoted to become the head of a department, he suddenly found himself having to give public presentations, including to the municipal assembly. He immediately found that his ambitions had now out stripped his abilities. When he became the mayor of a city ward, the speech requirement exploded, and so did his stress. The opportunity to enjoy the fruits of hard earned prominence were removed, because this one piece of the work gamut was killing him. “I feel like I barely made it through my term”, he lamented.
Eye Off The Ball
This is what happens to us. With no thought for the future, we plough along working hard, looking for the rewards but forgetting the escalation of expectations that go together with that. If we took our nose off the grindstone for a minute and looked ahead, we would realise that if we go further up in the echelon of organisations, our ability to speak in a professional manner will come with the territory.
I was the same. I had no vision of what the future would require. When I was younger, a friend of mine asked me to be his best man at his wedding. I deferred and suggested an older mutual friend instead, citing my lack of experience with such a daunting responsibility. The real reason was my terror of having to speak at the wedding, instead of just sitting there cool, calm and collected, eating, drinking and enjoying myself like everyone else. Did I look ahead and realise this is what comes with future responsibilities and go and get some public speaking training? No. I just avoided the issue at every turn, running away from every request like a scared rabbit.
Eventually, I gave my first public speech. It was in Tokyo in late 1983, in Japanese and it was horrible. I was supposed to talk for 30 minutes but I finished in about 8 minutes. My nerves were severely ramping up my speaking speed. I read the whole thing, never looked up at my victims, didn’t smile, had no pauses, no gestures, no animation except high blood pressure giving me a big red face like a warning beacon.
I was stubborn too. Did I go and get training after this near death experience? No. I just kept on going along doing it the hard way. I ultimately gave hundreds of speeches in the course of my work responsibilities. I improved as I got more experience through simple repetition of the act, but I was still just an amateur bumbling along.
Revelation
When I took the High Impact Presentation Course with Dale Carnegie it was such a revelation. Two instructors, everything videoed, massive personal coaching – it was amazing. I just kicked myself for all of the opportunity costs I paid by not doing this when I was younger.
I was an idiot. I could have spent decades polishing my speaking skills, growing my potential rather than hiding from the opportunity. I could have ramped up my personal brand big time, if I had been even half smart and gotten the training. Like Miyaki san, for long periods of my career I was in pure, self-inflicted denial.
Don’t be stupid like me – get the training. If you are going to get anywhere in your career, you will need this facility to not just speak competently in front of an audience, but to speak persuasively. It is not a matter of if, only a matter of when. Are you going to let stage fright get you? Are you going to knee-cap your career growth? Are you going to be petrified every time you have to get up to speak? Do something about it. It is never to late to start.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.
About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, THE Sales Japan Series and THE Presentations Japan Series, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
Don’t Tell Me, Show Me
Japan is an interesting place where there is a lot of respect for people’s job titles and position in the company. Sometimes though, you are left wondering is this person really one of the elite or is this the best the elite can produce? American friends tell me Missouri is famous for it’s “show me, don’t tell me” mantra. When you can’t back up who you say you are with the goods, credibility declines rapidly.
This seemed like such a case. Seriously sad really. Our speaker had some excellent points to convey but due to silly basic errors, killed his organisation’s messages. I believe there is no excuse for this anymore. Today there is so much information available, so many role models, so much video instruction, so much access to insight, so much training, you really have to wonder how some organisations can do such a poor job.
The impressive thing was our speaker was delivering the talk in English, when that was not his native language. Actually, the level of English fluency was impressive. The speed was good, the pronunciation was fine, the speaking voice was clear. He came with a grand resume, part of the elite of the land, a well educated, senior guy. This was game, set and match to be a triumph of positive messaging and salesmanship. It was a fizzer.
I approached him after it was all over. Being the eternal Aussie optimist from the land of vast horizons, blue skies and wonderful sunshine, I thought our speaker would benefit from a bit of friendly, positive feedback on how he could help his organisation to do better. He wasn’t buying that and asked me for one example. Clearly he believed his talk went down a treat with the crowd, a group by the way, full of long term Japanophiles and boosters for things Japanese. He was in fact preaching to the choir, in audience terms, but even then his messaging went astray.
I asked for the first slide to be brought back up. A confusing coat of many, many colours, seriously dense with data, totally impervious to easy understanding – a florid mess in other words. They were all like this. Data was simply killing the key messages. When I suggested the slides were perhaps attempting to put too much on the screen at the one time, he said I was looking at the cleaned up version. He had taken the organisation’s standard slide deck and pared it back. “Pared it back?”, I thought incredulously. Well it was still ridiculous.
The other issue was the delivery. Our speaker chose to stand in front of the monitor and read to us what was on the screen, while having his back to us for most of the presentation. Fortunately, he was handsome, urbane, charming, international and articulate. He had all the natural advantages to carry the room to his way of thinking. Unfortunately, he failed completely.
What could our erstwhile hero have done? He made the slide deck the centerpiece of the presentation, instead of making his messages the key. We should all carefully cull our ideas and distill the most powerful and important. We should present only one idea per slide, restrict the colour palette to two colours for contrast and try to keep it zen-like simple. If our audience cannot grasp the key point of any slide in two seconds, then it needs more paring back.
Graphs are great visual prompts and the temptation is to use them as unassailable evidence. This usually means trying to pack the graph with as much information as possible, showing long periods of comparison and multiple data points for edification. Instead think of them like screen wallpaper. They form a visual background. We can then go to another slide showing a turning point in isolation or we can have a pop up, with a key number, emphasised in very large font. In this way, we can cut through all the clutter and draw out the critical proof we want our audience to buy. Trying to pack it all on one screen is a formula for persuasion suicide.
We need to learn some very basic logistics about presenting. Despite how the organisers have set up the space, move things around if possible to give yourself the best shot to present as a professional. Try to stand on the audience left of the screen. We read from left to right, so we want them to look at our face first and then read the screen. We want to face our audience and if anyone drops the lights so your screen is easier to see, stop everything and ask for the lights to be brought back up. We need the lights on in order that we can see our audience’s faces. We can then gauge if they are with us or resisting our messages. They can see us and we can use our gestures, facial expressions and body language to back up the words we are saying.
Changing the slides and the delivery would have made the speaker’s messages clearer and more attractive. None of the things I have suggested to him are complex or difficult. Why then are we still assailed with unprofessional presentations from smart people? He remained resistant, he is part of the elite after all but he didn’t get it. So I saw him riding off into the sunset on his quixotic quest to convert others to his organisation’s point of view. Good luck with that one buddy!
People will judge us on what they see. They will note our resume but they will make up their minds on what we present and the way we present it. Missouri’s rule is a good one to keep in mind when preparing to stand up in front of others and pontificate.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.
About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcast “THE Leadership Japan Series”, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
Dale Carnegie’s Three Iron Rules Of Public Speaking
Not everyone should be a presenter. We don’t need higher levels of boredom or disinterest than we have already. A big “No thank you” to those conspiring to waste our precious time. This does not mean that only a few super talented individuals can be presenters. We can all learn to become competent and become better presenters. This is “nurture” not “nature” in action. The key point is your motivation, why are you doing this?
Dale Carnegie pioneered business public speaking when he launched his first course in 1912. He proffered the 3Es as a solid requirement before we contemplate being a speaker and it still applies today. Those Es are “earned the right”, “ excited” and “eager” to present.
We have earned the right to speak to others about our subject because we have studied the subject and we have relevant experience. It is not limited to our direct experience, because we could be drawing on the experience of others. We should be a subject matter expert with formidable knowledge on a particular topic. We have been reading expert opinion and doing research on this subject, absorbing the key points and making them relevant to the business community to whom we are speaking.
This means keeping up to date, because there are always new findings and new ideas emerging. For many of us, what we were taught in school is different to what our children are being taught today. The reason is specialties like biology, archaeology, astronomy, mathematics, physics etc., keep pushing the boundaries of our previous knowledge.
Today there are podcasts, advertorials, blogs, LinkedIn articles, YouTube videos, conferences, workshops, subscription information products, etc., all expanding our world. These are separate to the traditional sources of published academic works, journalistic offerings, thought pieces in print and mainstream broadcast media. The internet provides massive access to everything you want to know on almost any subject and it is free. The recent spread of “content marketing” has meant that everyone is pouring forth even more high quality information and again, at no charge.
We must remain current because for sure, there will be members of our audience who are likely to be highly informed. As we know, everyone has instant access to everything today. While we are speaking, they can quickly go on-line and search for references we make to facts, situations and people. We do this ourselves don’t we!
We need to have reserve power – this is the additional knowledge of a subject, which we don’t have time to present during our allotted speaking time. To have reserve power requires we study our subject.
Experience is the other highly valuable arrow in our speaker quiver. Telling stories, based around our personal experience or observation is very powerful. Our audience may choose to disagree with our conclusion drawn from our experience, but they cannot argue with that experience or the context behind the conclusions we have drawn.
We need to draw on more than our own individual experience and that is where the exploits of others, particularly famous individuals, lends credibility to the story we are telling and the points we are making. People remember stories but they don’t recall disjointed facts and data for very long. We all have great stories to relate, but we forget to tell them during our talks. Instead we dole out dry facts and data, thinking this is what our audience is wanting. This could not be further from the truth.
We are conditioned from babyhood to listen to stories and nothing beats a riveting account of a total meltdown you had in your business and how you fixed it. We love to listen to learn and relating our successes and failures is hungrily consumed by our audience, because it is real and relevant. They want it, so let’s become more professional and give it to them.
Being excited to present because we have positive feelings about our subject is another vital prerequisite for success. Watching the global head of a huge resources company give a presentation on the amazing things they were doing, but conducting the talk without the slightest sense of excitement for the topic, was a truly brutal experience. The slides were professional, the speaking speed was good, the flow was logical, he was handsome, expensively dressed, his shoes were glistening. It was horrible. It was awful because it was so bland, so devoid of passion for the subject. It was “painting by numbers” for someone thrust into the role of global representative for the company. He destroyed his brand on the spot.
We should never overlook the power of passion for our subject. We are the one creating this talk, so we can empty our heart into the topic without any reserve. We don’t have to pick a boring topic to speak on. Even a dull sounding topic can be brought alive in the hands of the person delivering the talk. When they feel and communicate their excitement for the topic, we pick that excitement up and it adds persuasive power to what it is they are saying. Enthusiasm is contagious, so let’s infect everyone in our audience.
Our erstwhile captain of industry mentioned earlier failed the other test, which is to be eager to project the value to your listeners. He was robotic, boring, formulistic and passionless. There were no take-aways for our businesses, redemption tales, no hero’s journey – there was just an hour of time, dull and devoid of all life forms instead. Let’s do our analysis of our audience and understand what will be of value to them and then provide it.
What could he have done? He could have asked the organisers about his audience. He would have discovered a majority of small-medium enterprises and a couple of large firms. Knowing this, he could have thought about what lessons does his mega-company have for much smaller firms. What global market trends would be interesting to his audience. He could have offered some hints on what helped him to climb the greasy pole to the top of his field. He could have shared some anecdotes on the famous personalities he had met so far in his business role. None of this occurred to him because he was selfish. He was just focused on delivering what his company did and not much more. He was focused on promoting his company by talking about what was interesting to his company. What about what would be interesting to the audience? Nary a thought for that.
The truly sad part is he had zero self-awareness. He will continue travelling the world killing his company and personal brands for a number of years into the future, totally oblivious to the damage he is doing. In those big organisations, the Emperor may have no clothes, but none of the “yes” men and women are ever going to let him know that.
He was speaking in Japan, so given how polite this society is, nobody in the audience is going to wander over and let him know he was a total fail. No doubt he left us for the next country to carry on the work of decimating his reputation with the next international audience. The presentation will have been totally identical, with no tailoring for the different culture or conditions.
Do us all a favour pleeeease – bulk up on the 3Es before you speak. And if you do, then you will project a highly positive professional image to your audience for your brand, company and yourself. Never forget Dale Carnegie’s Three Iron Rules and you will become a person of value and acclaim.
Action Steps
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.
About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, THE Sales Japan Series and THE Presentations Japan Series, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.