February 4, 2010
Here’s the situation: It was a big networking event, and the speaker was introduced as a networking guru, brought in from another state. The speaker began her presentation with a funny story about how someone bored her by talking only about himself over a get-to-know-you lunch. The speaker then announced that she would share five important networking tips with the audience.
Here’s the stupid mistake: “But,” the speaker said, “first I have to tell you more about my personal story.” The audience members let out a collective sigh. Fifteen minutes later, the audience still hadn’t heard the five tips, and people began to discreetly leave the room. I confess that I was one of the ones who left. A person I met just outside the room gave me an unsolicited comment. “I don’t care a bit about her personal story!” The speaker had broken her own rule about considering herself a bit too interesting!
Here’s the solution: Organize your comments, spoken or written, by beginning with whatever is most relevant to the receiver. Give the punchline first or as soon as you possibly can. The temptation to present a message chronologically is a trap. People don’t care how you came to know something. They just want you to tell them what you know and why it is important.
Yes, your personal story can add some interest and context–when it is kept to the minimum. Avoid leading up to your key points–start with them! Once you’ve established the message, you can add examples, illustrations, or humor. This is the way to keep your audience members “present” and engaged.
January 23, 2010
Here’s the Situation: Okay, I was complaining. I was describing a frustrating situation at work with a professional friend. I had had a rough day and needed to vent before I dusted myself off for the next day.
Here’s the Stupid Mistake: I’d barely finished my story before my friend began with a story of her own. She delved into details of her own challenges and frustrations at work. I’ve heard the behavior described this way: “She stepped on my story.” As a result, I felt “cut off.” At the end of the encounter, I felt worse than at the beginning–because my friend did not listen to me or offer understanding.
People step on the stories of their conversation partners all the time. For example, we step on stories of success, failure, frustration, illness, relationships, etc. At minimum, this mistake makes for an unpleasant conversation because the person who initiates the conversation doesn’t feel listened to. If you make a habit of stepping on stories, you run the risk of being judged insensitive, self-centered, and even narcissistic.
Here’s the Solution: A good listener allows a speaker to fully finish his or her story, acknowledging both the details of the story and the feeling behind it. Once the original speaker feels acknowledged and understood, it can be appropriate for the listener to share a similar story of his or her own. This builds a common ground–but only once the original story has had the opportunity to stand on its own.
October 2, 2009
Here’s the Situation: A professional colleague and I were discussing an incident that occured in the association we both belong to. It was one of those incidents that ocur in every organization that involves volunteers. Leadership on the board had turned over with a new year, and the outgoing leadership had neglected to provide the recognition my colleague felt she deserved.
Here’s the Stupid Mistake: The colleague began several of her sentences with the words, “I don’t care about the recognition, but . . . ” Other sentences began with, “I wouldn’t say this to anybody but you . . . .” What’s worse is that these type of statements consistently pepper the conversations I have with this individual. As I result, I am quite sure she does care about the recognition and she does make these statements to me and to others.
When a person is indirect about feelings such as being hurt, it results in the person seeming petty. When a person claims she won’t say certain things to anybody but you, it results in the person seeming like a true gossip. These statements erode trust and make the listener cautious about interactions with the person making the statements. We tiptoe around people who have a high need for recognition. We withhold confidences from people we perceive as gossips. We certainly lose respect for these folks.
Here’s the Solution: If you are slighted by someone’s failure to recognize you in a professional context, deal with it directly, with the person who committed the error. If you don’t feel it’s worth it to confront the person directly, then shut up about the whole thing! If you talk about it behind someone’s back, don’t kid yourself into thinking you don’t look petty.
Gossip is never attractive, and it never builds respect and trust. Avoid it at all costs. If you have to say, “I wouldn’t say this to anyone but you . . . , ” reevaluate the comment. Chances are it should remain unsaid.
September 8, 2009
Here’s the situation: Jack Simms, owner of a speaker’s bureau had booked a speaker to give an inspirational talk for faculty and staff as a new school year began. Jack, attending the talk, received a signal from a key administrator to cut the talk short. The speaker was boring his audience and was completely unaware!
Here’s the stupid mistake: Although Jack tactfully informed the speaker that his presentation did not go well, the speaker did not encourage further feedback. Jack, a successful speaker at an international level, was prepared to give this individual some very valuable feedback and advice. Because the speaker didn’t welcome the feedback, he missed a golden opportunity to improve!
Here’s the solution: Feedback is a priceless gift, especially constructive feedback that points out how you can improve. It’s a priceless gift because most people we encounter feel too uncomfortable to give anything but praise. Express appreciation for feedback; welcome the information and ask for details; and remain non-defensive. Reflect on the the feedback later and ask others if the message is valid. occasionally a person will provide feedback with a desire to hurt or offend, and you’ll quickly know the difference. Remember that not everyone has the skill to deliver feedback tactfully. This doesn’t detract from the value–it just makes the message harder to receive!
March 29, 2008
Here’s the situation: As my husband and I were watching a movie, I was reminded of an important rule about how to conclude a presentation. We were watching the movie, The Manchurian Candidate. As this film came to its close, I felt my jaw drop open. Beside me, my husband shook his head in disbelief, “Is that all?” The movie had ended abruptly. The hero (Denzel Washington) stood gazing blankly over the ocean, his feelings and his future unresolved. There we were, still on the edge of our seats, and the movie was over. It had stopped on a dime.
Shuffling out of the theater, I felt dissatisfied and frustrated. A thoroughly suspenseful movie had left me hanging at the end. Testing out a theory, I asked my husband about his feelings, “Do you feel angry?” “Yes,” he answered, “I do.” I realized that I felt angry too.
Here’s the stupid mistake: What holds true in a movie holds true in a presentation. An audience expects an ending. In fact, an audience expects a cohesive package that moves smoothly from beginning to middle to end. A good presentation does not end on a dime.
Here’s the solution: As you prepare the close of a presentation, keep the following points in mind:
Audience members expect you to provide closure or tie things together at the end.
Audience’s perceive an unspoken contract with speakers. When you start a story or a line of logic, they expect it to come to a satisfactory conclusion.
The conclusion is the final impression of your speech. If you do a great job throughout and then flub the conclusion, the audience is left with a negative impression.
The most powerful speeeches end with an action statement.
Now I invite you to view a free longer version of this article–with practical suggestions for closings: http://www.incrediblemessages.com/Articles/pp-10-dime.htm.
For more stupid mistakes that sabotage your speech, check out this special report: http://www.incrediblemessages.com/products.htm#howtowin.
January 9, 2008
Here’s the situation: Recently I attended a presentation that was relevant to me. I wanted to be there. At the same time, a thousand other things were clamoring for my attention that day. I’m sure you have the same problem. We all feel we are too busy, and we give our time and attention as a gift. Effective speakers let their audiences know they are aware of time constraints and will stick to them.
Here’s the stupid mistake: Several times, the speaker said “in summary” and then kept talking. Each time, I began mentally ready for the presentation to be over. When the speaker kept talking, I became irritated. It was like he made a promise and then broke it.Looking back, I think this speaker was using “in summary” as a transition between one point and the next. The problem is that listeners are conditioned to hear this phrase as “this speech is coming to an end!”
Here’s the solution: Think of the words, “in summary,” or “in conclusion” as a promise that the presentation will be over momentarily. The audience hears these words as a promise—don’t say the words unless you intend to k Think of the words, “in summary,” or “in conclusion” as a promise that the presentation will be over momentarily. The audience hears these words as a promise—don’t say the words unless you intend to keep the promise. When you need a transition, choose a different phrase!
For more stupid mistakes that sabotage your speech, go to http://www.incrediblemessages.com/products.htm#howtowin.