CHAPTER 35
HOW TO TALK
We all know how to talk. Talking to a big meeting turns some people into quivering wrecks, but the big meeting is where the big bosses will form their opinion about you. As with most management disciplines, practice makes perfect. But there are three consistent principles to observe that will make you a better presenter:
- Enthusiasm
- Expertise
- Empathy
Enthusiasm
If you are not enthusiastic, no one is going to be enthusiastic for you. So dare to be enthusiastic. Enthusiasm is not a certifiable disease: even in the most reserved organisation, enthusiasm is like a dose of fresh air.
Long after you have finished your presentation, people will have forgotten what you said. But they will not forget how you appeared. Do you want to be remembered as dull, boring and cynical or as being positive, energetic and enthusiastic?
Expertise
If you have been asked to speak on a topic, it is probably because you are seen to be the expert on it. Even the CEO will want to hear what you have to say: in your area of expertise you know more than the CEO. Rehearse your presentation. A good way to structure it is as follows:
- Have a good start. Script your opening so that however nervous you may feel, you have a clear and confident start to get going.
- Find some choice and memorable phrases which can act as way markers on your presentation.
- Script a finish, so that you do not finish with the limp “any questions?”
Empathy
Before you talk you have to answer three questions:
1. Who am I talking to? In an audience of 100 people there may only be one or two people you want to impress or convince. Focus your talk on those two people. The other 98 will not feel disenfranchised: they will enjoy a presentation which is unusually tight and has a focused logic with one clear argument.
2. What do they need to hear? See the world through their eyes. Do not say what you want to say; say what they need to hear and gear your argument to their expectations. If you know they have some concerns and objections, address them before they can raise the concerns themselves.
3. Why should they listen to me? Establish at the start of your objective the experience and knowledge you will draw on.