Designing Our Presentation Part Two
Questions are very powerful. These should be asked rhetorically, in a way that the audience is not actually sure if it is a rhetorical question or something they actually have to answer. This creates a certain amount of tension that drives audience attention to what the speaker is saying.
They are curious to find out what you meant.
Quoting some relevant expert on the subject is also good because it references the topic and gives the speaker additional authority to their message.
Statistics are powerful because they are hard evidence and tell the audience this is going to be a fact based presentation and not just opinion.
Something shocking is a good way to grab attention, so make a provocative statement and then explain what you mean.
We can always flag our conclusion at the start and then spend the rest of the time justifying our interpretation.
This is a standard ploy and for that reason we should use it sparingly. Audiences are already distracted and anything that smacks of predictability, sees them drifting away from us and straying into extraneous, unrelated thoughts, completely off-topic.
The title of out talk is usually selected before we get down to the nitty gritty of the speech design. We may have been requested to speak on a certain subject, so our ability to use our title to intrigue, may be contained. It is not such a problem though because most people will have forgotten the exact title of our talk. Unless there is a slide with the title listed, they will have trouble recalling it word for word.
The opening, therefore is the opportunity to break through all the audience noise - all their screaming monkeys running around inside their brains. This should be designed with great precision and delivered the same way. Don't digress, or comment on something that has happened in the lead up, get straight into the planned opening and grab the audience’s attention.
Before the start of the event get there early and mix with some of the participants. Get them talking about the topic. This is a good way to connect with the audience by referencing what a couple of them said in the moments before the speech started. The person referenced feels very special for the recognition and the imaginary boundary between the speaker and the audience disappears, as the speaker becomes one with the group.
Only at this point should we start playing around with the slides to support the presentation. Once you have designed it this way, the need for a lot of text on the screen disappears. We know what we need to say and so we can start introducing pictures and diagrams as well as text. Even the text can be just one word, because we are able to talk to the key points covered by that word. This is very powerful, because it keeps your eyes one the audience and off your text. It also forces them to look at you, because there is no competition for audience attention, from what is up on the screen.
When we are designing the talk there will be key words that lend a lot of weight to our argument and these may be key words we want to emphasise on the screen. We can do this through a photo or a video or some image.
Everyone is used to seeing lots of text on the screen and when you present in a different way you remain memorable. The audience will not remember the details of your speech, but they will remember their impression of the speaker.
Japan may be the land of zen, but there is very little zen influence going on when it comes to slides. Baroque with its ornate detail is more the flavor here with many competing colors and a screens packed with information. These are spread across an astonishing number of different fonts and font sizes.
Japan has a love for detail, but we don't have to put it all up on the screen. Japan also has a love of the written word and what is written down, carries a lot more weight that in Western countries. The point here is that Japan is still some way behind the rest of the world in this aspect of clear communication.
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", 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.
Designing Our Presentation Part One
Designing our presentation is a critical stage. We have identified our target audience for our key messages. We have selected the title to really engage our audience. We know the purpose of the exercise - inform, persuade, entertain, motivate to action.
Designing the conclusion is always a good place to start. The conclusion is really the summary of the key message we want to get across. The actual content delivery of the concluding message may vary from what we design at the beginning but it is still a very good discipline to force us to focus on the one central thing we want our audience to take away from our speech.
Having prioritized all of the various things we could say down to the one most important thing, we can now work backward and think about how we get our audience to agree with our conclusion.
Too many points and our audience will have trouble following the thread. of our argument. Too few points and the argument may not seem convincing for lack of depth and evidence.
We may group similar ideas under the one umbrella idea and may roll these out together. We have the key points selected that we want to raise and now we have to construct the argument to support the ideas. This would include some evidence based around statistics, data, expert opinion, authority references.
Usually three key points is easy for an audience to follow, but if the subject matter is complex or if you have been given a longer time to speak, then five may be needed. There are a number of structures for how you present the individual ideas. It could be a result/problem/ solution structure or you may switch the problem to the start and then outline the solution and the consequent result. The key is that the structure flows logically to make it as easy as possible to follow.
Having derived the key points we are going to make, we go back and design two closes. One is for the very end of the speech. This is to tie the whole presentation together. We might review what we said or we might focus on a particular key point.
Having designed that close, we now design a different one to follow the Q & A session. We need this second close, so that we can keep the whole proceedings on track. We have no control over what people will raise at the end, by way of questions and so it often happens that an audience member will take the discussion off topic. If we just allow the event to finish at that point, we have lost control of the messaging. We need to wrap it up in a way such that the audience have our key point ringing in their ears, as they leave the venue.
Finally we design the opening. This is a tricky one because it is wrapped tightly together with our first impression with the audience. If we try a joke that is weak and falls flat, our initial impression is negative. If we start rambling, we lose the audience's attention. If we commence with something very boring, we are going to have trouble breaking through the noise that is humming away between the ears of our audience. We need to break into their attention and capture them for the receipt of our key message.
We should also be very well choreographed with how we get going. Do the microphone check before the audience arrives. Have the slides ready to go. If there is a change over between your presentation and someone preceding you, then don’t start anything until the logistics are completed. The start of the talk begins at the start and not with any discussion about what you are doing with your laptop to get it ready. Make the first sentence powerful and don’t let anything else get in the way.
In Part Two of Designing Our Presentation, we will look at great ways to open the talk and some key elements of slide design.
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", 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.
Are You Any Good – It Is 10 Minutes In?
We have worked hard to get our opening right. We know that first impressions really count and we have planned the start. We contacted the organisers well before the talk to get a sense of who has signed up for the talk and what their main interests are. We got to the venue early and checked on all the logistics. We don’t need to thump the microphone and ask if they can hear us don the back because we have already tested it. We don’t need to fuss around with our laptop because we are ready to go or if there is a laptop change over, we do that first before we even start saying one word.
That first word is a chosen word, not some accidental offering. We have been speaking with some of the early arrivals to get a sense of why they are attending and to know their name. we reference their name as we start to connect with the audience and remove the barriers between speaker and the gathered masses.
We are also fully primed for the end, with both our first summation and our final close. We know we need two closes, one for the immediate end of the talk and another one for after the Q&A. We have prepared both. We know how to properly handle questions – repeating, if not hostile or paraphrasing if a veiled or direct attack upon us. In this way, we can make sure everyone heard the question and that any invective in a question has been properly neutered.
What about the middle bit of the speech? How we do we keep attention from start to finish when we have an entire audience fully tooled up with their escape vehicles firmly clasped in their hands. Their mobile devices will release them from the mortal toil of listening to us and they can be swept afar to more interesting and pleasant climes.
The next time, you are at a presentation look around after the first 10 minutes and see what the audience are doing. Many will be surreptitiously scrolling through their Facebook or Line feed or whatever, multi-tasking, rather than giving the speaker their full attention. How do not become that speaker who has lost the opportunity to get their key message across to the audience?
Every five minutes we need to switch the pace. We need to be presenting something that grabs the attention of the masses. We need an example, a story, demonstration, audience involvement, etc. This shouldn’t be left to random chance. This needs D-Day level planning, so that you know what slide you will show at what point, what story you will relate. Your voice is such a phenomenal tool yet so many neuter it by turning it into a monotone that is guaranteed to become an insomnia cure.
We need to use pace – fast and slow, strength – loud and soft, vocal intonation – up and down. Japanese native speakers have a disadvantage on the up an down front because Japanese is monotone delivery language. No problem , just work on the pace and strength variables and you will gain enough variety in the delivery to keep your audience’s attention.
Story telling is so powerful and so under used. There is huge demand for reality television, which are like home movies into the lives of celebrities. This is basic storytelling, often at a very mundane level. Nevertheless, these programmes draw an audience because we are fascinated by the personal lives of others. So tell your disasters, your fails, your hard won lessons, your triumphs. Come up with pithy quotes that are referencing well known legends like JFK or Churchill etc.
The key here is the planning and then the practice. What is written down sounds a bit clumsy sometimes when we say it out loud. This is where rehearsal comes in. Go through the presentation and work on the cadence of the delivery. Make sure that every 5 minutes you are switching gears and giving your audience something to do, like raise their hand (don’t overdo this, it is annoying) or ponder, or laugh at, or nod to knowingly.
We cannot let our audience escape and lose the benefit of hearing our valuable message to the idiocies of whatever is trending on social media.
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", 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.
You Need 400 Faces When Presenting
Can we be successful as a presenter if we don't connect with our audience? Many presenters believe this simply is not needed. This connecting lark is rather fluffy and irrelevant for them because the content is king. The delivery is a sideshow, a trifle, a distraction from the main game. Solid high value information, backed up with verifiable data is the mother lode. Actually that is not true.
Solid, verifiable data delivered in a monotone, presented looking down to the reams of notes on the podium, in a disinterested manner is a communication killer. No matter how good the "goods" are, it is not much help if no one if getting your message. Why aren't they getting it? They are on Facebook, LinkedIn, Twitter, Instagram, Snapchat, Line instead. We cannot be so arrogant as to imagine our content can carry the day in this age of distraction. The younger generation are going to be the future business audience from Hell. They are growing up totally distracted all the time, with the concentration span of a dazed gnat. They have an addiction to being in touch with each other all the time and are unapologetically reaching for their escape vehicle - their phone - in a heartbeat.
If you are looking down at your note when speaking then the most valuable data is being withheld from you. Watch your audience like a hawk. If you see them disappear under the desk scrolling with their device, then you can kiss your message goodbye. Look them right in the eye. And do it for six seconds. Why six? Less is not giving us time enough to connect and any longer becomes intrusive - we start giving them sunburn from our intensity.
So the maths on that calculation are pretty simple. Six seconds means ten people per minute. A 40 minute speech means we are constantly using our eye contact to connect with 400 faces. Some will be the same faces, depending on the size of the audience. In a large audience, we may think we cannot connect with everyone but we can. Those seated far from us will imagine we are looking at them. The actual person we are looking at and the twenty people sitting around them, all believe we are talking directly to them. Our object should be to speak one-on-one to every single person in that audience.
But Greg, in Japan, we don't make eye contact. Not true. In a typical business meeting, continuous eye contact will be burn out the retinas of our Japanese counterparts, so we have to learn how to turn the eye contact on and off. A presentation is not the same thing though. This is a different role for us and we need to play the bigger game of being persuasive. To do so means we have to bring our full armory to the cause, to battle listener distraction and escape attempts.
Divide the audience up into six sectors, depending on the size. A smaller audience might become just three sectors. The point is to ensure we visually rove across the audience and speak to every single person, no matter where they are seated. We are not looking at the projection screen, our laptop monitor, the back wall, the front row or only one side of the room. We are circulating in a random fashion around the audience, trying to draw them into the web of our message.
We have in our mind those 400 faces we have to connect with, before our time is up. When we do this, the members of the audience feel more closely connected to us. They feel as if they are being spoken to directly and they feel flattered with the attention.
We can read their faces for reaction to what we are saying. This allows us to respond by varying our delivery, by using voice tone, questions and silence to keep them in the room with us.
If we have their attention then we have a chance of getting our message across. Even if they cannot remember all that we say, they will never forget us. Getting both would be a wonderful result, getting one is better than being totally forgettable like most speakers.
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", 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.
Should I Memorise or Read My Presentation Content?
The content was really great and the way the words were put together was quite clever. Obviously a tremendous amount of work had gone into this piece. The speaker had a previous professional journalistic background and the careful selection of just the right vocabulary and the descriptive flourishes were excellent. The speech was a dud.
It failed miserably because it was a written speech, read to us. He could have emailed it to all of us and we could have read it for ourselves. If we read it for ourselves and struggled with some of the big clever journo style words, we could still break out our dictionaries and plumb the meaning.
The next speaker just spoke. He wasn’t such a fluent talker, sometimes stumbling over some of his words, occasionally stuttering, but he had everyone’s attention because he was authentic. He wasn’t reading to us, he was looking at us and connecting with us. He had a slide deck, but he just used this as his navigation, to help draw us into his story.
The issue here is how should we reproduce the content we have designed. Do we have to remember it exactly, memorise it so we can be faithful to our speech design and message? Speakers get very hung up on their content. They feel that they have to deliver the perfect coalition of words to get their message across.
Our first speaker couldn’t memorise his speech because it was too long. That is the case for all of us – usually the sheer effort required is not worth it. His speech content was far superior in the construction of the content, compared to the second speaker. But he failed as a communicator, because he read it to us. All of his effort went into the crafting the script and nothing into the delivery.
If it is a very short speech, you can try and memorise it, but these are usually very special occasions. Japan is a very formal country, so if you are asked to speak at a friend or subordinate’s wedding here, then there are established protocols and sentences you must use in Japanese. If you greet the Emperor of Japan, then there are set things you must say in Japanese, the specific content will depend on the occasion. Mick Jagger told me not to drop names, but I have done both and I did memorise the content. These were short pieces, so I could can manage them without getting myself into trouble.
I did get myself into trouble though, trying to memorise a longer speech. I was the Dean of the Kansai Consular Corps at the time and was asked to speak at the farewell party for China’s Consul General Li, before he left Osaka for America. I had studied Chinese at University and although pretty rusty, thought I could pull off a short speech. Because I am not a fluent speaker of Chinese, having lived here in Japan for thirty years, I had to memorise the content. The plan was to memorise the first part in Chinese and then switch to Japanese, which is much easier for me.
As the Australian Consul General in Osaka at that time, I thought this would be a pretty deft piece of national branding, emphasising Australia’s commitment to Asia. It seemed like a good idea at the time!
This is where memorisation can get us into trouble, and this includes trying to do it in your native tongue. Well I wasn’t doing this in English, so it was a high risk strategy. I was doing fine actually, until I got to a quote from the famous poem by Mao Zedong called “Reascending Jinggangshan”. All of the Chinese guests in the audience immediately recognised it and started applauding enthusistically. At this juncture I made a fatal error.
After having an internal debate with myself, I decided to wait for the applause to die down and then resume. Because it was a memorised speech and not natural conversation, it was a forced exercise to remember the words. Suddenly my mind went completely blank, a total whiteout.
I could not recall what came next. If you are ever up on a big stage, facing thousands of expectant faces and your mind goes blank, you will find that a solitary microphone stand is not much cover behind which to hide your embarrassment. After about 20 seconds of stone motherless silence, which felt like an eternity, I was somehow miraculously able to pick up the next part and complete the speech, before switching into Japanese. Probably wiser to avoid memorising your speech.
Please don’t read it to us either, if you can avoid it. If it is a highly technical speech, something with gargantuan legal implications if you get it wrong, a life or death statement to the media or on behalf of your absent big boss, then you may have no choice. If so, then please use as much eye contact with your audience as possible. You can study the text, such that you really know the content. You can read the first part of the sentence, then voice the last section while looking at your audience and still remain perfectly faithful to the sacred text.
You can read the words and add in gestures, to emphasis the message. You can stand straight and tall and project confidence, reliability, credibility and trust rather than hunching down over the microphone stand. You can have pauses, to allow the audience to digest the key points. You can hit key words for emphasis and can use voice modulation to bring the text alive. Do not have your head down, eyes glued to the text and cut yourself off from your audience.
Even better, read your audience not your text. Observe if they are buying what you are saying, see if they are understanding the point. You don’t have to memorise your talk or read it to us or read the slides to us. You can have speaking points and talk to those points.
For the vast majority of speeches, a conversational tone of talking to key points will work extremely well. If it is severely formal and you have either memorise it or read it, well go ahead. However if you don’t have that type of caveat, then look at us, talk to us and engage with us. We will forgive any sins of grammar, pronunciation or lack of speaking fluency in the delivery.
We will connect with you and we will receive your message and we will regard you highly as an authentic person who spoke from their heart. And we will remember you in a positive vein.
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", 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.
How To Present Technical Subjects To Non Experts
Technical experts love their specialty. Usually, they have studied hard and long to get into their profession and there is also substantial on-going professional development required to stay current. They are analytical types who thrive on the detail. When they present technical subjects to business people who are not experts they can run into trouble.
The slide deck will be vast and detailed. There is a lot of information to get through and so the slides can be dense. The subject matter, being technical, is a serious business and that is how they approach their delivery. Somber, low energy, no gestures, monotone delivery are all de rigeur for our self assured,
serious experts. The pace is slow, large numbers of the slides are read to the audience. The entire atmosphere is funereal.
Is there a contradiction between the subject matter and presentation delivery skills.? If the matter is technical shouldn’t the material speak for itself. Isn’t the presenter just a simple conduit of information? Yes, you could do it that way, if you want to be completely forgettable, have no interest in establishing a powerful personal brand and become the go to person on the subject. For many technical people that would be just fine, because they don’t enjoy the limelight, they don’t really want to meet new people and would rather be immersed in their specialty.
If the firm is happy for them to be nobodies in a crowded field of similar experts all vying for the same client business, then that monk like approach is a good outcome. If however, you want your firm to stand out above the din, to become famous for the quality of your team and for your professional bedside manner with non-specialists, then a re-think is in order.
Lets start with the deck, because this is the holy grail for specialists and this is where all the time is sucked up, with iteration after iteration. Slides can be printed out and distributed after the presentation. Why not during? Yes, you can do that but the chances are that you will be on slide 5 and your audience will be on slide 45 and you have lost control of their attention. Better to mention at the start that the materials will be distributed after the presentation. There may be one or two sheets where the detail is so dense, say numbers on spread sheets, that it is impossible to read on screen and these could be handed out at the start.
The details can be presented on the slide because our audience can read it for themselves, which means we don’t have to cover every detail on every slide. We can show and tell. That is, show the slide in its full glory but only refer to a few key points. This allows us to speak without being trapped by the text on screen. We can speak to the points, elaborate and tell stories to bring the facts to life.
Storytelling is mainly absent from the repertoire of technical presenters but these are the things the audience will remember after the talk. They also make the detail more interesting because they are usually dealing with things at the application rather than the theoretical stage.
When speaking not every word needs to have the same value. This is the monotone delivery approach, which quickly puts everyone to sleep. Instead we can select out key words for additional emphasis and hit those words harder when we deliver them. We can bring energy to the fore when we make recommendations or issue warnings. These are simple voice modulation techniques which add validity to what we are saying.
We can use gestures to back up our words, again these bring energy to key points in a way that adds credibility to the content. Our passion for the subject should shine through. The specialist though often believes that their subject matter should be unemotional and delivered in a bland way, that is not controversial. We don’t have to be outrageous to make a connection with the audience. Regardless of the subject matter, it usually has ramifications for people and people are emotional. We can find how this topic relates to their businesses and their lives and make it real for the audience.
We don’t have to be dull. We can take highly technical subjects and humanize them, tell stories, inject situations and people into them to bring them to life. We just need to change our mindset about what we are actually doing here. Are we simply going through the motions or are we trying to communicate our key messages to our audience? That decision makes the path forward very clear.
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", 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 Give Mystifying Presentations Please
The global chief’s private jet has landed. We are all assembled in a luxury hotel’s gorgeous function room. The big brand name, the resplendent silver mane, the speaker’s resume and abundant confidence all speak to a brilliant talk coming up. After the obligatory networking and chatting with tablemates over lunch, the main event gets underway. The keynote starts well but gradually we start to lose connection with the speaker’s message. The talk is full of supple subtleties. The main point becomes fuzzy, distant, unapproachable and impenetrable. We sit there wondering are we all stupid, because we can’t grasp the speaker’s nuanced argument or is the speaker simply rambling and incoherent?
Actually, it doesn’t matter which of us is stupid, because the talk has failed. The speaker has not been able to get the message across in a way that resounds with the audience. Being intellectually brilliant and speaking above your audience is not effective communication. We have to know who is in our audience, their level of understanding of the subject and their capacity to be challenged. We need to be able to communicate, which means the listeners can understand and follow what we are saying, rather than trying to impress with our own brilliance.
Structure helps to guide the audience through the proceedings. This speech, if it had a structure, it was obscure, vague and puzzling. Consequently the speaker lost the audience. A heavy mist rolled in on this speech after about the first ten minutes and engulfed us all in such a way, that we struggled to follow where this meandering was going. What was the point being made here? Where are we going with these stories? What is the key argument being made? These are all bad questions for an audience to be asking. They should never have to wonder because the speaker is clear, coherent and provides direction.
The use of slides on this occasion was minimal. In many cases this is a blessing, but not this one. We needed some more form to follow the speaker’s points. We were lost. We could have found a path, if there had been some visual guideposts for us. The slides roll out and pull us along the path of the argument. Other simple ploys like “there are three key issues” or “the five areas of urgent attention are…” helps to frame the content in a way where we can track it. These structures help us to relate the current point to those preceding it.
Maybe a fellow genius, if indeed our speaker was a genius, may have been simpatico with our speaker’s intent and understood the thesis. Alas we were just ordinary punters, turned out in the hope of a nice lunch and some enlightenment from this font of knowledge. Our font this day though was dry and not at all helpful because we couldn’t get the point.
As speakers we have to make it easy for our audience to understand us. If we are going to be clever and tangential, we run the risk of losing people. If we are fixated on subtlety, we can be too opaque for the troops and they just get lost. We were all crime scene witnesses to the merciless murder of a major brand that day. When the big cheese fails like that, we doubt the whole organisation. Our faith in the firm has completely subsided. Apart from the damage to the company, the individual’s personal brand is shredded, torn and tattered.
The stakes are high when you are a presenter, so mastering the ability to connect with your audience is critical. Don’t over complicate the exercise. Have a clear structure, be easy to follow as you navigate your way around your talk and pitch it at the right level for your audience. Do that and your personal and professional brands will be enhanced, appreciated and working for you, not against you.
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.
What Is The Correct Breathing Method When Presenting?
Breathing is such a natural act and normally, we don’t pay it much attention. Some how though, when we are giving a presentation, our breath control becomes a factor of success. One component is our nerves, which are driving the chemical surge through the body, making our heart rate skyrocket, which speeds up our breathing pattern.
If we are not breathing properly, we can have mental white outs of the brain, because we are not getting enough oxygen. We can’t remember what it is we are supposed to say. We get lost, become panicky and come across as disorganized, unconfident and flakey.
Voice is driven on the winds of breath exhalation and lack of breath power impacts audibility. If we don’t have good breath control, we can find ourselves squeaking out to the audience in this little voice that says, “I am not confident. I am not confident, I am not confident!”.
We might find that our lack of breath control results in our final words of our sentences just dropping away to nothing. We often see speakers kill their key messages, by not supporting the key points with their words voiced with power and conviction. There is no opportunity to punch out a strong message, because we are just vocally doing a disappearing act in front of the audience.
It could also be that we are becoming very breathy when we speak. It sounds similar to people who have respiratory illnesses. They always seem to be gasping for breath. Actually they are and so are speakers with no breath control. They simply can’t pull in enough oxygen.
The lack of breath control gets transmitted to our cadence of when we speak. A lack of air means we are confined to short breathy sentences and the lungs are only being filled in a very shallow fashion just from the top portion.
So how do we stop this and better instruct our instrument – our wonderful speaking voice? I am going to pass on what I have learnt from nearly 50 years of karate training, where breath control is absolutely vital. It is the same method used by singers.
Controlling our nerves is a key part of breath control, because if we don’t, we are working at cross purposes with ourselves. One of the techniques for controlling our nervousness is to go through some deep breathing exercises, before we go on stage in front of the audience. We can do these seated or standing and they don’t take very long.
Place both hands on your tummy and just touch lightly. As you breath in, imagine you need to fill the lungs from the bottom most part of the diaphragm. To help us do this we breath slowly and deeply and we can see if we are succeeding, because the hands on our tummy are starting to move forward. This pushing out of the tummy is a good sign, it means we are doing the deep breath sequence correctly. We reverse the process and slowly exhale and the hands are slowly drawn back in. We need to do this slowly, because a bit too much force and speed here and we can become dizzy, as the flood of oxygen to the brain makes us feel lightheaded.
This diaphragm breathing is actually how we should be breathing all of the time and I recommend you start the practice and make it your default habit. When we are in front of the audience, they cannot see the breathing rhythm, so there is no need to feel self-conscious. Every breath we take starts at the lowest point of the diaphragm and we sense our tummy being pushed out and then being pulled back in. This is how we should be breathing while we are on stage.
Interestingly enough, if we lose the flow and suddenly, the breath begins from the very top of the chest, we will feel our pulse rate pick up, our chest tighten and our shoulders start to rise. This might happen at first, before we can master this deep diaphragm breath control, but don’t worry. Just slow the breath down and concentrate on the lower diaphragm and trying to push your tummy out with each inhalation. Once you do this, the cycle will re-institute itself and you will be getting plenty of air. The key is to pick this up in rehearsal.
Correct breath control gives us the ability to make the tonal variations which keep command of our audience. We can bring power to words and build to crescendos, when we want to emphasis particular key points. It also helps us to relax and look super composed when we are standing in front of people. That confidence is contagious and our audience buys what we are saying. And that is what we want isn’t it.
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 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.
Where Should I Stand When I Am Presenting?
Usually this isn’t even a question for most presenters because the organisers have already set up the room and your speaking spot has been designated. But have we been designated a spot by experts in public speaking or by the venue crew who usually just haul chairs, lug tables around and set up the stage? Sadly the coalescence between expertise in speaking and membership of the logistic’s team is rare.
So where should we stand? This will depend on the venue size, the illumination of the room, the size of the audience, the layout of the stage, where the projection screens are located and what you want to achieve. I attended a talk where the stage was empty, yet the speech suddenly got underway with no speaker in sight. He was actually wearing a Lavelle microphone and was behind the audience at the rear of the room. The acoustics of that hall however, gave no indication of where he was standing and so it created a buzz as the assembled masses tried to place the speaker’s location, with the voice being the only thing they could all hear. He then strode manfully to the stage and continued his oration. As an attention-getter, to break through all the clutter in the heads of the audience, it was very effective and he did that just by varying his speaking spot from what everyone was used to.
If we are using a screen, then where is it: is it hoisted high above us, are there two giant screens on the left and right or is it at our height in the center of the stage? In smaller venues, the screen is normally at our height and usually set up such that the podium is on the audience right of the stage. No particular thought has gone into this podium location. The choice is purely random, often linked more closely to power outlets and cabling considerations, than the speaker’s effectiveness.
We should stand on the audience left of the screen, so that the audience can read our facial expression and body language and then move their eyes right to read text or images on the screen. We always want the screen to be subordinate to us. So set up the proceedings such that they have to look at you first, rather than at the slides on the screen. Our face is a trillion times more powerful as a communication tool, than anything that is on the screen.
How Not To Use Your Hands When Presenting
We think of speaking as an activity where we use our voice. That is true but we use a lot more than that. We use our face, eyes, legs, body and our hands. When we are speaking while seated it is different to when we are standing. We need to master all situations for when we are called upon to speak in front of others. One of our problem areas is what to do with our hands when we speak. Judging by most of the presentation I see in Japan, few speakers have worked this out yet.
Here are some common habits we can improve upon to make ourselves much more persuasive and professional.
These elaborate rituals are a product of trying to standardise the form and to kill uncontrolled hand movements. It also kills the ability to use gestures to support and strengthen our words. The arms and hands when held in front of the body also create a subliminal barrier between the audience and the speaker. It is saying “I don’t trust you, I am scared of you and I need to protect my most vial organs from you, in case of sudden attack”. As a speaker, we want to be as inclusive as possible, so we need to eliminate all physical barriers (podiums, reams of notes, ipads, arms) between ourselves and our audience. We also want to show we are totally confident and have a welcoming attitude to our audience.
The palms open and facing forward gesture is a universal and timeless indicator of “I am not a threat to you, because, as you see I have no hidden weapon”. This when associated with certain words and phrases says “you can trust what I am saying”. Not a bad thing for a speaker to achieve with an audience, especially to a gathering of card carrying skeptics.
In speaking term though, these postures send all the wrong messages. We want to be trusted as a speaker and to do so, we have to show we are open to our audience. Holding our hands by our sides is a natural position and from here it is easy to raise our hands when needed, to inject a powerful gesture with which to back up our words.
Sheets of paper however tend to become a distraction as we tend to wave them around. The pages quiver and shake if we are nervous and this is visible to our audience. We are sending the wrong message to them. We want to convey belief and confidence in our message.
If we are looking down, be it at the notes page or an iPad, we break off eye contact with our audience. Instead, we need to be watching our audience like a hawk, constantly gauging their reaction to what we are saying. We also want to employ our eye power to engage with them directly and sell them on our key messages. We want to remove all distractions from what we are communicating and we want to free up our hands so we can employ our gestures to bolster our argument.
Having said that, if you find your arms and hands are shaking almost uncontrollably, because the adrenaline is coursing though your body, then by all means hold the microphone with both hands and gather it to your chest, so no one can see how petrified you are. The shaking won’t be visible anymore and you can feel more confident when you are talking.
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.
Presentation Advice for Japanese Politicians
Vince Staples, American Hip Hop Rapper, was recently quoted in a Financial Times interview, “You have to paint the picture because everyone doesn’t come from the same background”. Even a humble Long Beach rapper gets the point of engaging our audience with stories when we are the speaker. Japanese politicians have to do a lot of public speaking, but they are rarely engaging. They are generally speaking at their audiences rather than to them. I previously attended the Japan Summit at the Okura Hotel Ball Room run by the Economist. Sitting there listening to Prime Minister Shinzo Abe, then Minister for National Strategic Zones Shigeru Ishiba and then Minister for Economic and Fiscal Policy Akira Amari, I was struck by the lack of picture painting and storytelling in their presentations.
By the way, if you have seen Prime Minister Abe of late, he has improved quite a bit. Whether it was some coaching before the Olympic bid or thereafter, the man is much better. More animated, using bigger gestures, more eye contact, using those see through teleprompters to help engage the audience rather than looking down at a page of notes. He had humour, pauses for clarity and some voice modulation. Hey Japan, take note, it is possible to become better at public speaking!
I can’t give a similar praiseworthy account for his other colleagues. They are generally a dull bunch. I flash back to Abe’s arch rival Shigeru Ishiba, who also spoke that day at the Summit. Sprawled in his seat, eyes looking up and away in the distance at some obscure spot of the upper reaches of the Grand Ballroom wall, he spoke in a voice dripping in disinterest, leavened with lethargy and boredom. He absolutely proved Professor Albert Mehrabian’s rule that when what you say (content) is incongruent with the way you say it (delivery), then 93% of the message is missed.
Here is the scary part. I closed my eyes and tried to just concentrate on the words and actually the content was pretty good and well considered. If we took the transcript and showed it to people, I am sure they would be impressed with how he was analyzing the situtaion. But he totally murdered his message.
I doubt anyone in the room got many of the points he was making. Why was that? He could have made a few adjustments and the message worth and delivery could have coincided to be very powerful and build his brand with his audience. This mediocre effort is typical of the political and business worlds in Japan. They are simply not making enough effort to become effective communicators. Sometimes you feel you are stuck in time and we are back in the 1950s here.
Minister Amari was polite, nice, but boring. He was boring because like Abe and Ishiba, he was dancing the two step data dump of information. This is a problem in corporates as well, as the leader gets up and drills the audience with detail, detail and more detail. The idea that the purity or the quality of my information is superior and sufficient, is so grossly outdated and incorrect, you wonder how it could survive in this 24/7, totally connected, information overloaded world.
CFOs and other technical types, please take note – don’t bore us with your data.
Tell us a story, pleeease! Bring the points being made to life by connecting them to some people and events you have encountered. Our minds are well trained to absorb stories, because they are the first educational structure we encounter as young children. The story should start with taking us to the place of the story, the location, the room, nominate the day, month or the season and introduce the people there, preferably people we already know, to make it real for us.
By getting straight into the story we can draw our audience in. We can now intertwine the context behind the point we want our audience to agree with. By providing the background logic, cloaked in a story which is vivid, we can see it in our mind’s eye. We will have more success convincing others to follow us. Having set the scene, we finish by outlining our proposition or proposal and tie the ribbon on top, by pin pointing the major benefit of doing what we suggest. This is elegant and powerful.
Storytelling does suffer from misuse. American politicians lead the world in this regard. Like many things in America there is gross exaggeration. If a story is good, then ten stories must be better. That is why we hear politicians referencing various Joe Public individuals in their speeches, trying to connect with their audience. Usually it comes across as fake, duplicitous, over cooked and shady.
In business, we don’t want any of that inference, so we should use storytelling sparingly yet powerfully. Less is more, but none is bad. Unite our disparate audience from multiple backgrounds by wrapping our key message in a story and if you do, what you say will be remembered, unlike almost all Japanese politicians. Let the story create your context, evidence and sizzle for your key message
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
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 Presentations Japan Series" and "The Sales 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.
Speaker Final Impressions
Final impressions at the end of a speech are what determine our memory of the person. Life is throwing so much information at us and at such a manic pace we are easily overwhelmed. We are unlikely to recall too much of the detail of the talk, because there are so many other details in business and life competing for our brain space. I remember reading that Albert Einstein didn’t bother remembering his own phone number. He said he wanted to apply his available memory space for more higher order items. I like that excuse for why I can’t remember a lot of stuff! Anyway, as an audience we may be similarly picky about what we choose to recall. Yet, we will retain an overall impression of the speaker, for good or otherwise, forever. We can let that be a random selection event or we can plan to have the final impression the one we have chosen in advance.
It is a bit like a restaurant we may visit. Unless you are like my wife, you are unlikely to remember every meal you have ever eaten, but you will come away with an impression of the quality and taste of the food, the service levels and the atmosphere. We will either record that as a place to revisit or we will determine to drop that one off the list of the many choices we have facing us. The same with speakers. If we are left with favourable impression, then we will look forward to spending time with them and hearing from them again.
I attended a recent presentation. The speaker was rather casually dressed for the occasion and frankly it didn’t look promising. It was one of the best presentations I have attended in a long time. I can’t remember every detail, but that speaker is right up there in my mind as someone I would look forward to hearing from again. The delivery was competent and the information was super well presented and highly relevant. Another speaker here in Tokyo always draws a huge capacity crowd whenever he speaks. He has a unique style, but he has combined his content and delivery faculties well and is now a go to guy to have speak. The final impression is “that was a very valuable use of my time to sit there and listen to him speak and I want to hear more from this guy”.
Now your talk may not even get off to a brilliant start, but it better have a brilliant finish. The idea of recency is that we tend to remember more of what we heard last, than what we heard first. The details of the talk's key points and the evidence backing it up are lost, as the content quantity builds, each point overlaying the last. The speaker we remember yes, but the details no. We have to therefore really work on how we leave the audience. Will we have a call to action, a rallying cry to do something that will grip the audience’s imagination and inspire them to make a change to what they have always been doing?
Will we leave them with a pithy quote that really gets them thinking about their view of the world and their place in it? Will the ending reheat the one key point we want them to remember? There are so any ways to end a talk, but the key is to plan it well from the very beginning.
The ending is where we should commence our design process. That sounds a bit counterintuitive doesn’t it. Normally we think we should start at the start, that is the opening of the speech and then we flesh out what will be the key points and finally we design the wrap up at the end. That is the technique of the rank amateur. Actually the order is the other way around. We start with the end, then design the key points we will raise and finally we design how we will open it up.
Designing the ending is no small thing. To get a long argument of a 30-40 minute speech chunked down to a single sentence is hard work. This is the professional skill of the copywriter and few of us have that training or expertise. Yet we have to come up with the equivalent of a killer line that encompasses the entire talk and encapsulates the key message for the audience. A take away for the audience that resonates well after the lights had been turned out and the doors locked at the venue.
If we can do that, then the last impression will be positive. If we can inspire the audience to take action, then we will have made a real contribution to the business and they will thank us for it. If we changed their view or widened their vision of how they see the world, they will feel richer than when they arrived for the talk. We want the audience to mentally thank us for adding something to their business or their life. That exchange of their time for greater value is what raises our value in their minds. This should be our aim and how we finish the talk is the tool to deliver that outcome.
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
About The Author
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.
Evidence Rich Presentations
There are a number of common structures for giving presentations and one of the most popular is the opening-key points/evidence-closing. We consider the length of the presentation, the audience, the purpose of our talk and then we pour the contents into this structure. Generally, in a 30 minute speech we can only have a few key points we can cover, so we select the most powerful and then look for the evidence which will persuade our audience. This is where a lot of presentations suddenly snatch defeat from the jaws of victory.
The structure flow is a simple one, the analysis of the occasion is straightforward but at this next stage we can get confused about what we are trying to achieve. We might become so engrossed in the evidence assembly component that we forget the crucial “WHY” aspect of this effort. We are not here to produce mounds of statistics, battalions of bar charts or proffer reams of text on a screen. Technically oriented presenters love to bludgeon their audience with detail, usually in font or scale so small, it is barely visible on screen. Don’t do that, you will be killing your message.
No, the WHY is all about persuading the audience of our conclusion or way of thinking. This is communication skill rather than archeological or archival skill. Line charts, pie charts, comparison tables are trotted out to do battle with the perceptions and biases of the audience. The errors though include a presentation style where the actual detail is unapproachable and so is not fully accepted. If you can’t even read it how are we are supposed to be mesmirised by the power of the information. The tendency to imagine that this quality data will stand by itself and not require the presenter to do much, is another grave error. “I don’t have to be a good speaker, because the quality of my information is so high”, is a typical, if somewhat pathetic excuse. This excuse may have had some hint of relevance once upon a time but the internet has swept that excuse straight out the door. The exclusivity of information ownership has been replaced by a free for all provision of all the information you need accessed through search engines.
Another common error is to invest the vast majority of the time for the presentation preparation on the accompanying slides for the talk. Digging up the data, tweaking the detail, creating the charts, arranging the order. We become quite busy. So busy, in fact, that we forget to practice the delivery of the talk. We run out of time because w have dome a poor job of planning for the talk and properly allocating our precious time. Toyota does well as a manufacturer using its Just In Time methodology but this is not the model for the speaker. Don’t leave it until the last moment. Be well organised and build in rehearsal time from the start. We can find ourselves presenting the content for the first time up at the podium, peering down at our audience. We are in fact practicing on our audience and this is not a best practice.
How should we fix this approach? Some examples of evidence are really powerful when they are numbers but instead of drowning our audience with too many numbers, we can select one and use a very big font to isolate out that one number on screen. We then talk to that number and explain what it means. If we want to use line charts or trend analysis then one chart per slide is a good rule. We don’t split the visual concentration of our audience. We speak to the significance of the trend knowing that our audience can see the trend line for themselves.
To improve our communication effectiveness, we go one step further and we tell stories about these numbers. Who was involved, where, when and what happened. We recall stories more easily than masses of data. This helps to get us around to the WHY of our talk, the key point we want the audience to absorb. And we practice the delivery over and over until we are comfortable we have the cadence right. The application of knowledge is where the value lies and telling stories about both failures and successes brings the talk alive.
We recall Professor Albert Mehrabian’s study about the importance of not just what we say, but how we say it. He found that when what we are saying isn’t congruent with the way we are saying it, we can lose our audience. They get distracted by how we look and how we sound. Today, it is even worse because they have their phones and tablets handy to escape from us while we are speaking.
Emphasising particular words, adding gestures for strengthening key points, engaging our audience by using eye contact and facial expressions, allowing pauses so ideas can sink in and reducing distractions so our words are heard is how we need to be doing it. Yes, we should have great evidence and yes, we should impart that in the most effective means possible. If we have both content and delivery, then we are a force to be reckoned with!
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
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.
When Presenting You Gotta Have Rhythm
Usually a speech or presentation is somewhere between 30 minutes and an hour long. Obviously, the longer the talk, the harder it is to keep the audience’s attention. Even worse, today, everyone has their internet connection to email, social media and apps in their hand, right there under the desk, while we are speaking. We have all become fervent multi-taskers, listening to someone speak while surreptitiously scrolling through our email feed, Facebook or LinkedIn or all three!
For the speaker to be persuasive there must be a transfer of passion and belief to the members of the audience. How does this work when we speakers are only getting the partial attention from those we wish to persuade? The irony is we have never had so many devices to aid our message communication and yet we are becoming less communicative thanks to our small screen obsession. Talking at others is not communication. Having our listener follow what we are saying, digest it and agree with it, must be the goal. Otherwise, why are we bothering? We could just send everyone the 10 key bullet points by email and we can all head off early to cocktails.
Words carry their weight through the delivery. I was reminded of this recently when some clever person put together a video of Donald Trump speaking, but dubbed him with a very polished Oxbridge style, British accent. The precise same words were there from the original speech by The Donald, but they were magically transformed into something that sounded more intelligent. How was that possible? The delivery is what made the difference and the dubbed speaker was very skilled and polished.
Many people imagine that the content of their talk will be sufficient to carry the day with their presentation and that emphasising delivery skills is simply dabbling in verbal voodoo. Such beliefs are often firmly held by technically oriented people, for whom proof, evidence, statistics and data are sacrosanct, solid and sacred. The weight of the evidence is all we need to persuade others. Not true!
“If a tree falls in the forest and nobody hears it, does it matter?”, is one of those cool, hipster questions some people like to throw around. Here is another version: “If your evidence was compelling, but nobody was paying close attention, would it matter?”. The answer is obviously “Yes, it matters”. The degree of difficulty in being heard in a cacophonous, blue back screen focused world is increasing everyday. We have to rise to the task.
Let’s presume that the presentation’s opening has been well designed and is successful in grabbing the attention of even the most distracted audience. Before we get to the wrap up and call for Q & A, we have our main points to present. This number will probably range between three and five points. If it is a 40 minute speech, then we have roughly 30 minutes for the main body and so around 5 to 10 minutes per section of the speech. There may be main points and sub-points in each section, depending on the density of the topic.
We can take a bracket of 5 to 6 minutes as our framework for the speech. Every bracket needs to have a change of pace to keep our audience’s attention. Even within the same topic or sub-topic, we need to switch gears and vary the delivery. This is not something we leave to happenstance – we plan this from the very start.
We might introduce a powerful visual effect be it on screen or in the room using a prop. I used a rolled up Japanese scroll to great effect in a speech. I wanted to unfurl the scroll so it would drop quickly and reveal what was written there. I attached some small weights to the bottom of the scroll to have it make a slight snapping sound for even more dramatic effect.
On the scroll was written “DatsuO NyuA” (脱欧入亜), which was a play on words reversing a Meiji era slogan of Japan turning away from Asia and going toward European civilization. I was making the point that my country of Australia was moving away from Europe toward Asia. I could have just said so in words, but the scroll drop was much more powerful.
On another occasion, I was making the point about Australia being as safe a Japan, because of the similar strict gun control laws. Hidden in my suit jacket I had a plastic replica Magnum 38 handgun, which Clint Eastwood made so famous in his Dirty Harry movies. It has a very long barrel and is a physically big gun, so even when viewed at a distance, it has visual impact. I slowly pulled the gun out and held it in profile view to the audience, high above my head, saying “This is illegal in Australia, the same as in Japan”, to make my argument about the safety of sending their children to study in Australia.
Now our speech cannot become littered with too many such devices every five minutes, because we will be exhausting our audience. However, there should be a change of pace at regular intervals to keep our audience with us. It might be a powerful quotation, a joke or a visual on a slide that grabs our attention. We are going for the mental equivalent of an audience stretch break every five minutes or so. The key is to plan the speech this way from the beginning, if we want our message to be heard.
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.
The “55% Of How We Communicate Is Visual” Myth
Professor Albert Mehrabian’s 1967 study of communication concluded that 55% of the presenter’s message was received visually, 38% from voice tone and only 7% through the words. As we all know a little bit of knowledge is dangerous and these numbers have been widely misinterpreted. As a result a number of gurus and pseudo experts have built businesses around emphasising the importance of how we look when we present. So, according to this misplaced logic, how we look accounts for over half of the impression of how we come across, so pay careful attention to dress etc.
Professor Mehrabian nearly 50 years ago, flagged an issue that has reached epidemic proportions today – audience distraction. In his day, he was worried about factors that might compete with the key point we were trying to get across. His research showed that this 55/38/7 split only applied under one very critical condition.
When what we are saying is not congruent with how we are saying it, the audience leaves us. They go off message and get distracted by our dress and appearance in 55% of the cases. Others are no longer listening to what we are saying, but to how we are saying it. So 38% are focused on how we sound, our voice qualities, our accent, our pronunciation, etc. When we are incongruent between what we are saying and the delivery, only 7% of the words are registering with our audience.
When we say “incongruent” what do we mean by this? In some societies, family members being interviewed by television reporters after losing loved ones in a tragedy, are smiling while talking to camera. This is a painful moment, yet they are smiling. In these cultures this is accepted as a polite way to not burden others with their personal, heartfelt grief. This for the rest of us is incongruent. What we would expect is a face contorted with sad feelings, tears rolling down cheeks and a voice barely audible and breaking up under the strain. In the same way, a happy event greeted with a long, sad face would not be congruent.
Mehrabian’s work tells us that when we don’t match what we say with how we say it, we lose our audience. It wouldn’t matter how well dressed we were, we wouldn’t be able to maintain attention to what we are saying. No matter how stentorian or lilting, pleasant and professional our speaking voice, the key message is still being lost.
Wooden faces, devoid of expression are precisely the target for Mehrabian’s research results. These are often the experts in their fields who rely on their reputation and authority to carry the day. They are heavyweights and their faces are ever serious, never smiling. The problem is they are only able to manage one facial expression throughout their presentation, regardless of the content.
Not every sentence in a presentation is of such heavy weight seriousness. Consequently, the audience leaves their message and to add to that dilemma, it is so easy to escape the presenter today, thanks to powerful hand held devices allowing us to instant on-line access to the world.
We need to have highs and lows in our presentations. Serious and light moments, complex and simple components of the message. Each of these requires a face and voice of its own, that is in synch with the content. Of course we should be dressed appropriately for the occasion, but we need to make our face and voice do the work, not the suit, blouse, tie or shoes.
If the topic is serious, be serious but be prepared to ease off the pressure from the constant seriousness. It is exhausting for an audience, they need a break or we will lose them. If we are flippant and light all the time, we will not be providing enough variety for our audience at the other end of the scale. Telling jokes and repeating witticisms constantly for 40 minutes is not a substitute for a well designed presentation, unless you are a professional comedian and that is your trade.
If we focus on being congruent when we speak, then we will be more successful in getting our message across to our audience. That 7% number will flip to become close to 100% and that is what we want.
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
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.
The Design Stage Of Presenting
Many people don't start out with a design for their talk. They launch straight into the details, especially working with the slides. The lack of design shows as the structure isn't tight enough, the points are nor clear enough and mostly the talk is totally forgettable. They feel happy however because the talk was completed and they can tick that box. This is often the case here in Japan where giving the speech well and just giving the speech are confused. Our objective is to provide value to our audience and build our personal and professional brand, not just give a speech. We judge companies based on who we meet. If the person speaking is really impressive, we extrapolate that ability and project it to the whole team. Conversely, if the speaker is a dud, then we assume nobody at that shop is much good.
Designing our presentation is a critical stage. We have identified our target audience for our key messages. We have selected the title to really engage our audience. We know the purpose of the exercise - inform, persuade, entertain, motivate to action.
Designing the conclusion is always a good place to start. The conclusion is really the summary of the key message we want to get across. The actual content delivery of the concluding message may vary from what we design at the beginning, but it is still a very good discipline to force us to focus on the one central thing we want our audience to take away from our speech.
Having boiled all of the various things we could say down to the one most important thing, we can now work backward and think about how we can get our audience to agree with our conclusion.
Covering too many points and our audience will have trouble following the thread of our argument. Too few points and the argument may not seem convincing for lack of depth and evidence.
We may group similar ideas under the one umbrella idea and may include those together. We have the key points selected that we want to raise and now we have to construct the argument to support the ideas. This would include some evidence based around statistics, data, expert opinion and authority references.
Usually three key points is easy for an audience to follow, but if the subject matter is complex or if you have been given a longer time to speak then five may be needed. There are a number of structures for how you present the individual ideas. It could be a result/problem/ solution structure or you may switch the problem to the start and then outline the solution and the consequent result. The key is that the structure flows logically to make it as easy as possible to follow.
Having derived the key points we are going to make, we go back and design two closes. One is for the very end of the speech. This is to tie the whole presentation together. We might review what we said or we might focus on a particular key point.
Having designed that close, we now design a different one to follow the Q & A session. We need this second close, so that we can keep the whole proceedings on track. We have no control over what people will raise at the end by way of questions and so it often happens that an audience member will take the discussion off topic. If we just allow the event to finish at that point we have lost control of the messaging. We need to wrap it up in a way that the audience have our key point ringing in their ears as they leave the venue.
Finally we design the opening. This is a tricky one because it is wrapped tightly together with the first impression we will make with the audience. If we try a joke that is weak and falls flat, our initial impression is negative. If we start rambling, we lose the audience's attention. If we commence with something very boring we are going to have trouble breaking through the noise that is humming away between the ears of our audience. We need to break into their attention and capture them for the receipt of our key message.
Questions are very powerful. These should be asked rhetorically, in a way that the audience is not actually sure if it is a rhetorical question or something they actually have to answer. This creates a certain amount of tension that drives their attention to what the speaker is saying.
They are curious to find out what you meant.
Quoting some relevant expert on the subject is also good because it references the topic and gives the speaker additional authority to their message.
Statistics are powerful because they are hard evidence and tell the audience this is going to be a fact based presentation and not just opinion.
Something shocking is a good way to grab attention, so make a provocative statement and then explain what you mean.
We can always flag our conclusion at the start and then spend the rest of the time justifying our interpretation.
This is a standard ploy and it has it’s own risks. Audiences are already distracted and anything that smacks of predictability sees them drifting away from us and straying into extraneous unrelated thoughts, completely off-topic.
The title of our talk is usually selected before we get down to the nitty gritty of the speech design. We may have been requested to speak on a certain subject, so our ability to use our title to intrigue may be contained. It is not such a problem because most people will have forgotten the exact title of your talk and unless there is a slide with the title listed, they will have trouble recalling it word for word.
The opening, therefore is the opportunity to break through all the audience noise - all their screaming monkeys running around inside their brains. This should be designed with great precision and delivered the same way. Don't digress or comment on something that has happened in the lead up, get straight into the opening and grab the audience.
Before the start of the event, get there early and mix with some of the participants. Get them talking about the topic, this is a good way to connect with the audience by referencing what a couple of them said in the moments before the speech started. The person referenced feels very special through the recognition and the imaginary boundary between the speaker and the audience disappears as the speaker becomes one with the group.
Only at this point in our preparation should we start playing around with the slides to support the presentation. Once you have designed it this way the need for a lot of text on the screen disappears. We know what we need to say and so we can start introducing pictures and diagrams, as well as text. Even the text can be just one word because we are able to talk to the key points covered by that word. This is very powerful because it keeps your eyes on the audience and off your text.
When we are designing the talk there will be key words that lend a lot of weight to our argument and these may be key words we want to emphasis on the screen, though a photo or a video or some image.
Everyone is used to seeing lots of text on the screen and when you present in a different way you remain memorable. The audience will not remember the details of your speech, but they will remember their impression of you, the speaker.
Japan may be the land of Zen but there is very little Zen influence going on when it comes to slides. Baroque with its ornate detail is more the flavor here with many competing colors and a screens packed with information, spread across an astonishing number of different fonts styles and sizes.
Japan has a love for detail, but we don't have to put it all up on the screen. Japan also has a love of the written word and what is written down carries a lot more weight that in Western countries. The point here is that Japan is still some way behind the rest of the world in this aspect of clear communication.
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
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.
The Presenter’s Mindset
Our mental approach to our activities determines our success. We know this in sports and in business, but when it comes to speaking in public, we somehow manage to forget this vital point.
We know we have to make a presentation, so we get straight into the details and logistics, without spending even a moment on our proper mindset for the activity. Given we are putting our personal and professional brand out there for all to see, you would recognise this was a fairly important opportunity to get it right.
The mindset game is a critical one, especially if we are nervous about giving presentations. Confidence is paired with credibility in the presentation game and we have to exude both. We may be very unsure, nervous, even petrified but we must never show that side to our audience. Hesitation kills the message delivery and therefore the impact.
Often we think that our wondrous content will carry the day, that we can be hopeless presenters, but somehow it won't matter. There are few subjects where we are the font of all knowledge and therefore everyone else has to put up with our ineptitude.
Normally, we are competing for the attention of our audience. Social media has made a hell for presenters because within two seconds our audience can escape to any number of other more interesting worlds. People are becoming used to multi-tasking, reading their Facebook feed, while they are doing something else like listening to us.
We need to have a powerful faculty to compete with the wonders of the Internet. A big part of our appeal is our message’s worth and the delivery of that worth. Both are required. To get the right combination, we need to sell that we are confident in what we're saying and our content is valuable. This means we are able to deliver the talk without having to read the text. We can talk to key points in front of us or up on the screen. This is different from burying your head in text notes and not engaging your audience. To have the confidence to work the room while speaking, means you have to know the content. You created it or adjusted what someone else put together for you.
Start with a powerful opening, including the key message captured in your conclusion. Isolate out 3-5 key points so make your argument and support them with evidence. Design both your first close and your second close for after the Q&A.
You have managed your schedule well, so that there has been ample opportunity to practice the delivery. People who are spending all their time on the making the slides
forget they have to rehearse the delivery for an audience. They usually prefer to practice on their audiences, then wonder why the whole thing was very flat with no engagement of their audience.
In the weeks leading up to the talk we are the thinking about what we want to say and how we might say it, we are combing the media and books for juicy quotes and examples to back up what we are saying. We are playing it out in our mind's eye. During this mental imagining, we see ourselves as very confident and successful - we are predicting our success by seeing it before we even do it. We are seeing the audience nodding and agreeing with what we say. We can see ourselves enjoying the moment and feel in full control.
When we have rehearsed, we know the timing, the cadence of the talk. We know where to pause, which words to hit harder than other to emphasize our key points. We are confident on the flow of our talk and with this knowledge we can now relax and enjoy the process rather than dreading it.
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.
How To Prepare For Your Talk
Before jumping straight into the slides to build your presentation, identify your likely audience. It might be an internal meeting report to your team, a presentation to your immediate boss or to the senior executives of the firm. It might be a public talk. How knowledgeable are the attendees on the subject matter? Are you facing a room full of experts or are they amateurs or a mixture of both? What are the age ranges and the gender mix?
Next, consider what is the purpose of the speech? Are you there to pass on relevant information, to inform your audience of some facts and figures? Are you there to entertain them, to make people laugh, to boost morale? Is persuasion your objective, to sell them on your vision, idea, product or proposition? Are you trying to motivate them to take action, to rally behind your flag?
How long do we have to speak? Many may think that a short speech is easier than a longer one. Depending on the objective, the degree of difficulty may be higher with the shorter speech. Trying to persuade others or to motivate others, usually requires solid evidence to bring the audience around to our way of thinking. In a shorter speech there is less opportunity to pour on the evidence.
What time of the day will we speak. After lunch and after dinner are two tough slots. Consuming meals and alcohol will sap the audience’s energy and attention. If it is an evening affair, where everyone is standing around and your speech is all that separates the masses from the food and drink, expect they will be distracted. In Japan, in such cases, audiences are usually merciless about chit chatting right through your speech. There is that low roar of an ascending passenger jet coming from the back of the room.
How will you dress for success? All eyes will be on you. Given we absorb a good deal of your message through body language, how you present yourself makes a big difference. In Japan, it is rare to be overdressed for the occasion. Usually it is better to be more formal in dress than casual. Be careful that your tie, pocketchief or scarf does not compete with your face for the attention of the audience.
Where will you stand or will you sit down? If you are using a screen, stand to the “audience left” of the screen. We want the audience to look at our face and then look at the screen. We read left to right, so your face first, then the screen is the natural order.
Japan loves to have the speaker sit down at a table with a microphone stand, so you can drone on and on, like all the other speakers. This is partially regard for hierarchy, because standing above others and looking down on everyone else, implies you are superior to the audience. It is felt better to be seated on the same level.
You will often hear Japanese speakers mount a rostrum and say, “Excuse me for speaking from this elevated position”. It is also regard for the speaker on the basis that you will get tired having to stand and so please be comfortable and sit down.
It is better if you can stand, simply because you are more easily seen by your audience, especially those seated at the rear. You can use all of your body language to bolster the points you are making. If, you are forced to sit then sit forward, as high as possible in the seat and use voice modulation, gestures and facial expressions to help convey your message.
What will you do to control your nerves before you speak? You will be somewhere in a holding position either seated in the same room, behind a curtain or to the side of the room. While waiting your pulse will start to race, you will likely begin to perspire and the “fight or flight” chemical cocktail in your body will now start to kick in.
If you have some space where you cannot be seen, then striding around burning off that nervousness will harmonise your energy control. Following this, deep, slow, breaths from your lower diaphragm will help reduce your pulse rate.
In the hours prior to you speech, try to drink water to get fluids into your system. Also make sure there is some room temperature water, without ice, prepared for you during the talk. Iced water constricts the throat, so we don’t want that when talking.
Select a title for the talk that creates curiosity. Isolate out the key points you want to make in the talk, between three and five points. Think of a strong opening that will grab everyone’s attention. People are easily distracted, so you have to break through with a grabber start.
Come up with two closes for your speech. One for the end of your talk and a second one for after the Q&A. We don’t want the randomness of the last question to define the final impression of our talk. We want to end on a strong message for our audience, which we control.
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:
Showtime - Are You Ready?
The hush has now swept across the room. All eyes are fixed on the MC, breaths are being held, awaiting the announcement of this year’s winner. Amazingly, it registers that it is your name they are calling to the stage. Emotion wells up. Your team join you for handshaking, shoulder hugs, high fives and backslapping. The prize is now firmly ensconced in your hand and you are beckoned to the microphone. What happens next?
Do you find your mind is experiencing whiteout and goes blank. Do your nerves suddenly kick in when facing a sea of faces with thousands of eyes boring into yours? Do your knees mysteriously seem to have been drained of all their sinuous strength? Do you launch forth into a raging torrent of Ums and Ahs, followed by indiscriminate rambling, punctuated with pathetic apologies for your inability to string two words together?
Are you having an out of body experience watching yourself have a public meltdown of stupendous scale. Seeing yourself trash your company and personal brands simultaneously, because you are demonstrating to all that you are a total dud as a professional?
How could it come to this, to have capitulation snatched from the jaws of triumph?
Simple really. You didn’t prepare properly. You didn’t think through the consequences of filling out that pile of boring and tedious application documents, all those many moons ago. There you were cheerfully getting stuck into the booze at your table with your colleagues, full of bonhomie and good spirits, unsuspecting of the ordeal about to descend upon you.
The harsh stage lights shine on the harsh reality that you are woefully unprepared for the win. At the podium, emotion wrestles with the brain to pull it altogether, but you fail. Remember we judge every company by the people we meet. If they are smart, we think everyone is smart. If you are a shambles, we pin that crime on the entire team.
What would have been a better approach? Expecting to win is a good place to start. From that thought flows a stream of things that must be done, just in case lightening does strike, unlikely as that may have seemed at application time. What will be the content, how will you start, how will you end?
Here is how to do it with aplomb, so that the audience mentally genuflects, “Wow, I wish I could be like that”. Firstly, find out how much time you will have available. How would you know that – ask the organisers. How many minutes do they give the speaker who wins, when it comes their time to address the crowd? Usually, you can imagine two minutes tops. In that space of time, what would be the content you want to cover.
You will want to thank the judging panel for selecting you and the organisers for putting on the event. That is polite and a set piece. “Ladies and gentlemen, let me say thank you to the judging panel for selecting us. I am sure it was a very demanding job for you and the organisers of today’s competition. On behalf of all the candidates, allow me to say thank you one and all for your efforts”.
You will have others you want to recognise, such as colleagues, clients and family. You could just say a simple thank you to these groups, but that is a bit pedestrian. Here is your chance to really shine, so why not grab it with both hands. Think of a short story for each group, that connects their support with this win. Story telling is powerful, because it creates context and draws your audience into the mental picture you are drawing.
If it was a colleague for example, you might say: “Inside our company, Taro and his team regularly took the last train home in the coldest, darkest depths of winter and were back early the next day, bright eyed and bushy tailed, to get the Z project completed. Thank you all for going the extra mile, for your loyalty, commitment and perseverance, when so many doubted we could do it” .
For clients, you might select an episode of some consequence. “We would not be standing up here tonight, if it wasn’t for Tanaka san at XYZ company. She gave us a chance to demonstrate we could deliver on schedule, on budget and at the right quality. I know that she had to weather some particularly tough internal meetings with her Directors last fall, but she went to bat for us. So we all say a very big “Thank you” to her and we are delighted she can be with us tonight”.
For family, you could note, “As we all know, we often spend more hours working with our colleagues than we spend with our own family. When we get home, exhausted, we unburden ourselves and share our concerns and worries. We need to set the ledger right and also share in the good times and tonight is just that occasion. I would like to thank my own family for their total support, which keeps me going.
I would also like to recognise all the families of our team members who equally are giving their support. We know it is a sacrifice and we appreciate that you make that on the company’s behalf. So this prize tonight goes to all the angels at home who keep us going and make it all worthwhile”.
How do you wrap it up. This is the time to sell your company’s services or products. You could say, “Finally, I would like to say how proud I am of our widget. We are committed to making the lives of our clients and their clients easier and more effective. We are on a mission to serve as many people as we can, because we know we are bringing value and growth to their businesses. Entwined inside their growth and success is our success and that thought drives us each and every day to do our best. Thank you!”
This is just the planning component completed. The other thing is the speech delivery practice. There will no supporting slides to serve as a prompt for what you cover next. There will be possibly be a mike stand and no more, so no place for notes and you don’t want to be reading them anyway.
Better to have your eyes on your audience and connect with the room. Mentally, divide the room into six sections and give some attention to each sliver. Think of a baseball diamond. Left, center and right field plus inner and outer field. Make eye contact with someone in each section and speak to that person for about six seconds before moving to another section. Do it at random, so the audience can’t mentally escape, because they can predict where you will make eye contact next.
Use your hands for gestures, rather than thrusting them into your pockets, stand up straight for maximum credibility and a professional look. You may be nervous and speaking quickly, so make sure to inject some pauses, to allow the audience to catch up with where you have been taking them. A pause allows you to check that your speaking speed isn’t getting too fast and frantic.
Stand up straight, don’t slouch with your weight split 70/30. Instead go for 50/50 weight displacement, so you look as tall and elegant as possible. This is no time for being casual. This is a formal occasion, so rise to the challenge and impress.
If the mike stand is too low, then adjust it, unhook the mike itself or pick the whole thing up (like a rock star!). Leaning over and down to speak into the mike, gives your audience an unwanted view of the top of your head. You want them looking at your face, not your pate. You need to have good posture throughout to have sufficient gravitas suitable for the evening’s affair.
Run through this acceptance speech at least twenty times, before you give it. Use your smart phone or tablet and video yourself, to get an idea of what the audience will be seeing. You may be puzzled to discover that you are scowling and looking unhappy on this magnificent occasion, because the concentration is killing you. Smile! It is easy to say, but under the pressure we may forget to smile and just look angry and unhappy to our audience.
You may find you are speaking in a dull as dishwater monotone voice, that is killing your audience and your reputation. The video will reveal all and help you rid yourself of bad habits, nervous ticks and outright errors.
What happens if you get the order wrong, get stuck or leave something out? Don’t worry. The only person in the room who knows what you are going to say is you. Therefore if you do mess it up, maintain your absolute best poker face and keep going. Make it appear as if everything is going according to your best laid plan.
So if we put it all together, it would go like this:
“Ladies and gentlemen, let me say thank you to the judging panel for selecting us. I am sure it was a very demanding job for you and the organisers of today’s competition. On behalf of all the candidates, allow me to say thank you one and all for your efforts.
Inside our company, Taro and his team regularly took the last train home in the coldest, darkest depths of winter and were back early the next day, bright eyed and bushy tailed, to get the Z project completed. Thank you all for going the extra mile, for your loyalty, commitment and perseverance, when so many doubted we could do it.
We would not be standing up here tonight, if it wasn’t for Tanaka san at XYZ company. She gave us a chance to demonstrate we could deliver on schedule, on budget and at the right quality. I know that she had to weather some particularly tough internal meetings with her Directors last fall, but she went to bat for us. So we all say a very big “Thank you” to her and we are delighted she can be with us tonight.
As we all know, we often spend more hours working with our colleagues than we spend with our own family. When we get home, exhausted, we unburden ourselves and share our concerns and worries. We need to set the ledger right and also share in the good times and tonight is just that occasion. I would like to thank my own family for their total support, which keeps me going.
I would also like to recognise all the families of our team members who equally are giving their support. We know it is a sacrifice and we appreciate that you make that on the company’s behalf. So this prize tonight goes to all the angels at home who keep us going and make it all worthwhile.
Finally, I would like to say how proud I am of our widget. We are committed to making the lives of our clients and their clients easier and more effective. We are on a mission to serve as many people as we can, because we know we are bringing value and growth to their businesses. Entwined inside their growth and success is our success and that thought drives us each and every day to do our best. Thank you!”
That is two minutes. We have managed to say a lot in two minutes and we will leave a very positive impression with the audience hearing that speech. Please take the structure provided and create your own stories that will attract the support of your audience. This is the time to differentiate your company and personal brand, so make the time and put in the effort. After people come up to and tell you what a great speech that was, you will realise all the preparation and effort was worthwhile.
What if you go to all this trouble and you don’t win. You have definitely improved your speech making skill and you have put yourself out of harm’s way. Both are major wins, even if the big prize eluded you this time. There is always next year, the next occasion and your speech is ready to rock. You have positioned yourself in a good place from every angle.
Good luck and break a leg!
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.
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.
Goodbye Presentation Nerves
Unexpectedly, twelve time Grand Slam Tennis tournament winner Novak Djokovic has some good advice for public speakers. “I believe that half of any victory in a tennis match is in place before you step on the court. If you don’t have that self-belief, then fear takes over. And then it will get too much for you to handle. It’s a fine line. The energy of those moments is so high: how are you going to use it? Are you going to let it consume you, or are you going to accept it’s presence and say, ‘OK, let’s work together’. ”
What he is saying is we don’t worry about having fear or not having it, we look for how to control it. When we feel fear, our psychological fight or flight response provides energy to our major muscle groups in the chest, arms and legs. This is great energy to tap, in order to bring our belief and our passion to our messages. If the energy is a bit too high and you are feeling too hyperactive, then try and burn some energy off before you go on stage. Out the back, out of sight, pace up and down strenuously for about 5 minutes and take some of the edge off those nerves.
The opposite feeling of “butterflies in the stomach” is a result of the blood being directed away from our internal organs to our major muscle groups. The body is getting ready for survival mode. To overcome the butterflies feeling, just find a quiet place off stage, sit down and do some slow, deep breathing from the diaphragm to inject more oxygen into the brain. Take it slowly though, because if you do it too fast you may become dizzy. This oxygen hit will sharpen us up, get us concentrated and ready for the speech. The slower breathing will also help to slow down the pulse rate.
We should accept that fear is part of the process of public speaking. Let’s use the adrenalin coursing through our veins as a power source to hit key words, have more energy, use bigger gestures than normal and send our power vibe out to the audience.
Speakers who look tired, bored or uninterested, are never going to be persuading anyone of anything. I hate those presentations. I saw the head of a huge division of a major global resources company, give a totally lifeless presentation. This guy was rich, immaculately groomed, in charge of thousands of people and billions of dollars of revenue. Yes, he spoke in concert with the slide deck, was not nervous, spoke slowly and clearly but with absolutely no energy, passion or commitment to his message. It was seriously painful to watch and his audience was lost to his message about his company. Despite his big title and big bucks he was a dud. We judge the entire organization on who we see in action. Sadly that day, his organisation’s reputation was harmed as a result of his lifeless presentation.
I read that Frank Sinatra felt fear every time before he performed. He always worried that the first note would not be there. Once he got going however, he could relax and enjoy the process. That applies to us as well – we have to get that first couple of minutes settled down and then we can relax and enjoy the opportunity to help the audience through providing our message or our valuable information. Fine, but just how do we do that?
Here are some do’s and don’ts.
Don’t put unbelievable pressure on yourself by trying to memorise your talk. Do have some key points you can elaborate on though and have them in a logical sequence, that will be easy for an audience to follow.
Being able to speak to your points is a basic requirement. You have knowledge of your subject, you have experience in this field of expertise, you know stuff we don’t. You know what you want to say, so you can glance at notes briefly for data points as you need them.
Remember, in the room, only you know the order of the talk and the content, so if you get it mixed up, keep going, as no one else will know. Keep any disasters, errors and mistakes to yourself.
A recent speaker I saw got herself into serious trouble by trying to read the line by line from the screen on her laptop and also simultaneously make eye contact with the audience. Looking to and fro, she was losing her place, this triggered an attack of nerves, such that she had to stop speaking and try and regroup. The problem was obvious to all and she then compounded the error by telling us she was nervous.
She lost 100% of her credibility at that point. She should have paused briefly, taken a slow (silent) deep breath and carried on. We would have just imagined it was a pause. Nobody is going to dismiss a speaker who takes a pause or reflects before they speak. It is a very natural thing to do and we accept it.
Don’t spend all of your preparation time putting together the slide deck. The slides are not the main game – we speakers are the main attraction. Our face is one million times more convincing and more powerful than whatever is up on screen. Even when trying to use slides for impact, there are usually too many, too much text, too many different colours, poor sizing of graphs (too small and too many).
The tool itself is misused. If you can use photo images with no text and just speak to the point that is ideal. One or two words with the photo is also good. We don’t need a lot of text every time in order to be persuasive. Apart from our face, photos and images are the next most powerful mediums.
Also, don’t rely too much on video. There is always that break in the flow while the video is retrieved, the sound adjusted etc. I often see visiting big shot CEOs get up to talk, then abrogate responsibility for their presentation by going straight into the corporate video. What a wasted chance. They do this because they are scared, shy, lazy or out of their comfort zone. Unless the video is demonstrating something that can’t be shown at the venue, like a new technology etc., then don’t use it at all or make it very short.
We want the audience to connect with us, to become our fans, our supporters. We have limited time in which to do that, so don’t squander opportunities to connect with people.
Do allocate time for rehearsal. The amount of time spent before our speech is the key to success. Incredibly, most people spend zero time rehearsing and wonder why presenting is so stressful. Ideally, during rehearsal, have supporters provide feedback. Don’t just let them do this without any direction or they will start critiquing your performance and undermine your confidence. Rather, ask them for two pieces of feedback only – what was good and how to make it better.
If you can’t have a live audience during rehearsal, then watch yourself on video if possible. Most of us have video on our phones or iPads, so the technological barrier today is pretty low. If that isn’t available, then use a mirror and record the audio on your device, so you can review how you sound.
I have found that when travelling to give a presentation, the windows of the hotel room become mirrors at night when the room lights are off and this provides the visual feedback I need. Rehearse as you will give it, looking around at all sectors of the audience, gesturing, using voice modulation, inserting pauses etc., while talking to your imaginary listeners.
When live, don’t look down at your notes or laptop screen for too long. Do look at the people in your audience and make eye contact with individuals, one by one, so you can speak directly to as many people as possible. Around six seconds each works well – not too short and not too long. Look around the room but not in an easily predictable way. Don’t always going from left to right. Instead break it up, so you are looking at the back, then the front, the right, then the left. If you use predictable eye contact, people know what is coming and they mentally switch off. Keep them guessing.
Don’t make eye contact however, with audience members who are scowling, doubtful, unhappy, angry, negative, laughing at you, cynical or sneering. Do ignore them completely and look for the audience members who are nodding, smiling, agreeing and look either supportive or at least neutral. This will help to maintain your confidence and equilibrium.
I was giving a speech in Kobe in Japanese to a room full of 100 salesmen and one guy about half way down on the left, sat through my one hour talk and had the angriest expression on his face you can imagine. He did not seem to be buying one word I was saying. At the end of my talk, he jumped out of his seat and bolted up to the front. I thought he was going to punch me. Instead, he shook my hand and told me how great the presentation was and how much he appreciated it. I was almost speechless, given how hostile his face appeared during the presentation. So we never know how to interpret what appears to be negativity, but let’s be on the safe side and only look at our supporters.
Don’t be thrown by anything unexpected - the show must go on. So unless it is an emergency and we have to leave the building, keep going no matter what. This is not always easy. I was giving a speech to 300 people in Nagoya arranged by the local Japanese Chamber of Commerce. Again, I was speaking in Japanese, had barely gotten into my first sentence, when a senior official of one of the Japanese Government Ministries, sitting in the front row to my left, suddenly erupted into raucous laughter upon hearing my first burst of Japanese.
Being a non-native speaker of Japanese and always a bit shy about my dubious command of the subtleties of Japanese grammar, you can imagine how debilitating that very public outburst was for me. I looked at the guy incredulously, but kept going for the next 40 minutes.
In that instant, I had to put all of my linguistic self-doubts and paranoia aside. I purposely only made eye contact with audience members who looked like they were supportive. There were others in the audience who seemed to be impressed that I was trying to speak their language and that really helped me to keep going. I will never forget that rude outburst and when I think back to that incident, I am reminded that there is never a dull moment in Japan!
Like Novak Djokovic let’s tap into our nervous energy and work with it, rather than try and fight it. We need energy to be a successful presenter, so let’s try and surf the wave of our nervousness, rather than have it wipe us out.
Action Steps
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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.