These tips will help you feel confident that you know your stuff, and also that you know why and how it will be relevant to your audience.

Tip 1: Imagine you are speaking just to me and answer this question: What do you want me to know?

Tip 2: Why should I care about what you want me to know?

Tip 3: Why do I need to hear it from YOU? What’s your special connection with the message?

Tip 4: Would you pay to hear YOU speak?

Tip 5: Record your voice and ask yourself and some close friends if your voice is attractive.

Tip 6: What’s your reason for speaking? Money? Influence? Ego? Passion? Just be clear about it.

Tip 7: When you have credible answers to tips 1-6, write your Core Message (the ‘carry away’) in a single sentence.

Tip 8: Develop your message in 3 streams of argument or thought, e.g. Problem / Consequence / Solution.

Tip 9: Decide on your call to action. What do you want people to do when you have finished speaking?

Tip 10: Create an opening ‘Hook’ — something unexpected or dramatic that grabs attention right at the start.

Tip 11: Write out and learn your opening and closing paragraphs. Just use prompts for the rest, to sound more natural.

Tip 12: Decide on the ‘point of arrival’ or climax of your speech or presentation and build up the energy to that point.

Tip 13: Practise in front of a mirror or camcorder. Watch your gestures and body language.

Tip 14: When you are confident of your text, answer (aloud) the questions in Tips 1-3.

Tip 15: Unless you are in a speech contest, don’t try to give a world class performance. Just be sincere and passionate.

For more detailed help, go to www.pkpcommunicators.com or call 0845 165 9240     (local rates).

Phillip

The three factors that work in story telling are:
1. They illustrate the point and are easy to understand and remember
2. We are all conditioned, from childhood, to like stories
3. They can connect with your listeners’ backgrounds

The first two are fairly obvious, but the third one often surprises people when I raise it during my training courses. Backgrounds?

Let’s take an extreme example, just to make the point. Suppose you are pitching to the owner of a small business. Did you stop to consider why he started that business? One such small business owner told me, only the other day, “I started this business because no one would give me a job.”

Another (geeky) micro business owner told me his technical expertise is such that he is always in demand, and he doesn’t have to market himself.

For people like them, you may want to avoid stories about gregarious situations and talk, instead, about self sufficiency and the virtues of independence. Talk about the injustice of bureaucracy and the triumph of the ‘small’ over the ‘large’.

At the same time, be aware of your own background story, and avoid pleading your own position. Remember, the main purpose of the story is to advance your business case, not to entertain or to beat the drum of self interest.

Think about how movies can touch your own emotions. That’s the power of story telling.Go ye and do likewise

When her husband was alive, he registered with the Job Centre and was led to believe that they would pay his gas bill with British Gas. It was a mistake and Jane was eventually faced with a debt of about £4,000, which she has managed to bring down to £2,500.

In the colder months her gas charges are £70 a week, including a £10 debt repayment. Being in debt to British Gas she is on the highest tariff and unable to switch to a cheaper supplier.

She spent many hours and a lot of money trying to speak to someone in British Gas about the problem, calling their premium rate number and hanging on interminably.

Eventually they noticed and called her to set up the repayment scheme.

On the second anniversary of her husband’s killing she had absolutely no money, not even a penny, and therefore could not buy even the smallest bunch of flowers for his grave.

Jane, and probably thousands like her, are suffering from the tyranny of poverty. When you have no money, you cannot easily sort out problems like the one with British Gas, you cannot assert your rights, you cannot deal with the obstructive bureaucracy and mini hitlers that make life even more difficult.

Perhaps the worst consequence of having no money is the effect on your morale. The self-employed will have some understanding of this. When times are hard, as at present, and orders dry up, the dwindling bank balance can be dispiriting and cause a person to lose the confidence to go looking for business. It affects your self esteem when you can no longer afford the things you used to buy without a second thought.

Jane has long since passed that point. She is scratching around to survive and to provide the occasional treat for her children, often compounding her debts in the process.

There are days when she wonders if it’s worth carrying on. So how does she cope? Anti-depressants.

That’s the tyranny of poverty.

It is the ability to solve a problem, see something that others do not see, represent a commonplace thing or notion in a new or novel way. That’s similar to one of my favourite terms: perspicacity.

It is ‘discernment’ or the ability to spot an ‘angle’ – some unexpected or beneficial attribute that has the potential to produce a desirable outcome. It does not have to be completely original, except in the way it applies to the current situation.

Here are some pointers to awaken your own creativity. It can give you the edge in business.

The Art of Problem Definition

Technical people are often self-limiting: they believe that the facts speak for themselves. This is known as the ‘engineer’s mentality’.

Engineers, however, need to be creative. They need to look for new solutions, and use their training to solve riddles and substantiate their findings.

Marvin Minsky, co-founder of the Artificial Intelligence Laboratory at Massachusetts Institute of Technology, believes creative thinking involves two components: courage and critical thinking.

Burt Swersey, lecturer in mechanical engineering at Rensselaer Polytechnic, teaches students a methodology for creative product development, including these steps:

1. Define the problem. Get past the obvious, and find answers that are valid all the time.

2. State the objectives. Don’t limit yourself by considering only what seems possible. Be visual, create flow charts.

3. Generate multiple alternatives. What other means are there of achieving the same result?

4. Evaluate alternatives. Create models and determine how each meets customer needs.

5. Build. Turn theory into practice.

A good starting place is to sit with another person somewhere other than your usual desk, (a) to get free of your ‘usual’ mind set, and (b) to get someone else’s perspective on the issue. Choose a topic that excites you, or a problem you need to solve.

Next, write the topic at the top of a sheet of paper and brainstorm the matter together, writing down all the ideas that you can think of in relation to that topic. No editing, as that can interrupt the create flow. See what emerges.

Practise brainstorming regularly. It will open up your creativity.

Phillip

These days much of our business correspondence is conducted by e-mail rather than the conventional ‘snail mail’. Unhappily, certain conventions have been lost or overlooked in the process, and can get in the way of doing business, especially when there are cultural differences involved.

TYPICAL PROBLEMS:

• Sloppy layout
• Poor spelling / typing errors
• Incorrect grammar or punctuation
• Wrong forms of address
• Lack of formal opening and closing
• Missing reply information
• Wrong tone for the person being addressed
• One country’s conventions not acceptable in another country
• Risk of virus infection
• Divulging others’ email addresses
• Manners

Sloppy layout: Get professional help to establish templates. If possible, use a header, to make your email look like a regular letterheading. Otherwise how will it look different from the many spam messages?

Spelling/Typing: Always use the spellchecker, but also use an English dictionary (spellcheckers are American). Be especially careful to avoid writing “their” when you mean “they’re” and “your” for “you’re”.

Grammar/Punctuation: If in doubt, ask someone who knows. Phrases such as “between you and I” will diminish you in the eyes of some clients, and so will misplaced apostrophes. Never use one for a plural.  “I received your letters” is correct. “I received your letter’s” is wrong.

Language: The phrases and vocabulary you use will pigeon-hole you, perhaps at the wrong level. For example, “some cool stuff” and “Cheers” are not ideal for business letters.

Forms of address: When approaching a business contact for the first time, it is unwise to write “Hello there” or “Hi” or even “Dear John”.

Opening/Closing: Some emails leave out the salutation altogether. Others omit the name and title of the sender. If you are running back and forth with reply after reply on the same topic, and to someone you know well, it’s all right to omit the salutation.

Tone: Err on the side of caution. Don’t be familiar with a client or someone senior, and never write what you may regret the next day.

Conventions: See Opening/Closing. In some countries you are expected always to use a salutation.

Virus & Junk: In business circles, it is considered very bad manners to send a virus, so install and regularly update your virus checking software. It is also bad form to pass on chain letters, however well-meaning they may be. And never pass on email advertisements.

Divulging addresses: If you send an email to a whole group of unconnected people, use the BCC (blind carbon copy) to avoid exposing others’ email addresses without permission.

Manners: Capital Letters in emails are regarded as SHOUTING. Use *stars* for emphasis.

For a confidential course in Business Writing, email admin@pkpcommunicators.com

Phillip

I went for an eye test, returning to Specsavers in Bromley, where I got my previous specs. I was greeted warmly by Sanchoy, the dispensing opticians whose professionalism last year prompted my return. I told him so and, with a happy laugh, he called out my remarks to the store manager, who said something like, “That’s what we like to hear” and returned to staring out of the door.

Who was speaking for Specsavers?

I contacted a car repair shop to ask about some remedial re-spray work and was told, “We only do MGs, and sometimes some other sports cars. If we want to. We have so much work.”

Would you give them any business?

I rang a well-known organisation that sells things online. When eventually I managed to speak to a person, she told me, in her Sarf Lunnon voice, “If you wanna order anyfink you have to do it online.”

Who was speaking for the company?

When certain organisations started painting “How am I driving?” on their vans, they were trying to integrate every public contact with their expensively created image. They were also, subtly, telling their drivers to behave as representatives of a public-friendly organisation. The message bypassed the Sainsbury driver who was competing aggressively with other traffic this afternoon in Sydenham.

Every single person who is in contact with your public is the one who speaks for your business, and is the one who determines how your business is perceived in the market place. In some ways, more than the Chairman, the MD or CEO, the PR company, or the sales team. Because it is the attitude shown in day-to-day transactions that will matter more than polished presentations or Press Releases.

Every surly shop assistant, every curt telephone manner, every unhelpful tax inspector, reveals a serious training need. In these days of harsh economics, who can afford to ignore it?

The prevailing culture in a company can be determined my a single person. In West Wickham High Street I called at what was once  a family-run business, and which was renowned for the helpfulness of everyone there. The owner’s approach had been adopted by all the staff.

Sadly, things have changed. A new culture prevails: not so helpful, weak on welcome, critical of competitors. I kept my wallet in my pocket. They seemed to have little business. Is it any wonder?

Phillip

Some years ago, I had an office in Charlotte Street, central London. One lunchtime I was walking down the street when I came face to face with the head of a TV Channel. He made eye contact and looked, for a split second, like he wanted to speak.

For some reason I never figured out, I put my face into neutral and passed him by. Perhaps I didn’t want to seem a ‘fan’, an ogler of the famous. I don’t know. And it was not the first time.

I once did that when I encountered Sir John Gielgud, even though I had always admired his work and even won an elocution contest at school by copying his delivery of a Cassius speech from Julius Caesar. He looked at me as I entered the cafe where he was sitting, and I passed him by without speaking.

What could I have said … “Oh Sir John, I’ve admired you for so long …” No. I don’t think so.

Fast forward a number of years to this very week. Monday morning started chilly, and I was striding through Mayfair in the early morning. Passing one of those discreet hotels in a side street, I noticed a doorman in full uniform, rubbing his hands against the chill. I caught his eye as I passed and smiled. He smiled back and his shoulders lifted immediately.

I was still feeling the pleasure of that fleeting exchange when I arrived at my destination. It made me beam at the receptionist, and she added a megawatt or two to her returning smile.

The doorman, the receptionist and I all had a great start to our days. Our spirits lifted, and I’m sure we all related better to those we met. Just because of that smile.

It was so easy to do. And it cost absolutely nothing.

The exception is when you call the meeting yourself, when your purpose will usually be to enable or progress some project, in which you are the prime mover.

Here are some general guidelines to help you run the meeting efficiently and get the best possible outcome.

Preparation:
• What’s the purpose of the meeting? Is it to make decisions or just to discuss things?
• Who called the meeting? (If it is a regular one, you could question its purpose)
• What’s the agenda, and who is responsible for composing and circulating it?
• Who will be invited to attend … and why?
• What notes will you need from last time?
• Have the minutes of the last meeting been circulated in time for people to consider them?
• What outcomes do you want from this meeting?
• Plan a timetable for the agenda so that you can keep on track

Timing

Always start and close at the declared time. If people are late, too bad. Start on time.
Finish on time too. People have other commitments. Also, poor time keeping tends to diminish the status of the meeting and its chair person.

Procedures

Start by explaining the Agenda and how you want the meeting run. For example, you may wish only one person to speak at a time, and that no one should speak until asked to do so by you. You may want all remarks to be addressed to/through the Chair (i.e. you).

Ensure that someone else is going to take notes and issue the minutes of the meeting.

You must establish your authority at the start, and whenever participants:
- speak over one another
- speak for too long
- stray from the subject
- become angry or abusive

Take a vote if necessary, to resolve an argument.

Action

Summarise every issue before moving on, and get agreement on the action to be taken. That is what must go in the minutes. Arrange for the minutes to be circulated very soon after the meeting, especially if certain people have to take action. The minutes will remind them, and everyone can comment on their accuracy while the meeting is still fresh in their minds.

Avoid
… getting involved in partisan issues
… arguing with any participant
… taking sides in a dispute

Finally, remember that it is best to hold meetings to make decisions, not to discuss things. Of course you will have discussions, but only so that you can make decisions. And if you can achieve your purpose by meeting with three or four people for ten minutes at the water cooler, that’s preferable to a formal meeting in the boardroom.

For more guidance, contact admin@pkpcommunicators.com

Phillip

He watched the hawks glide in the sky,
He heard the hum of insects’ wings,
And as he sat he wondered why
A man must seek material things.

A paradox came to his mind,
That man will seek to be content,
Not waiting, but going out to find
What only comes when search is spent.

Contentment is a state of being,
Of letting go, releasing stress.
Acceptance is the only thing
That brings a lasting happiness.

The most important thing to remember about visual aids is that they should assist the message, not become the message. A visual aid may be a flip chart, a slide, or some other prop. Its purpose is to aid understanding and recall. That’s all. It is not a substitute for the Presenter.

PowerPoint has seduced many presenters into overdoing the number of slides. They might as well put on a video! Here are a few simple rules.

1. Each visual aid/slide should have a single purpose — one message.

2. How many words? Follow the 7×7 rule. No more than seven lines and no more than seven words per line. Even better is the 5×5 rule, because you have five fingers on each hand, and each finger can be used to correspond to the five bullet points, as you present.

3. A slide must be a legitimate summary of what you will be saying in that part of the presentation.

4. In general, each slide must be a brief and clear summary that can be instantly understood. Its design should not send the eye in several different directions.

5. Projected slides are the brightest objects in the room. So beware of becoming subsidiary to the screen. Unless you are describing a graph or reading a quotation, do not face the screen and read the words of your slide. Your audience can read it faster, and will resent being read to.

6. Use the visual aid to make the point, then switch it off. If you are using PowerPoint, press letter ‘B’ and the screen will go black. When you need the visual to reappear, press ‘B’ again. You will then retain attention.

7. If you are using a flip chart, write in letters at least 2 inches (5cm) high. Do not write on a flip chart for audiences of more than 25 — those at the back will not be able to read what you write, unless you write HUGE with a broad nib marker.

8. Make sure the type for every word on your slides is large enough to be read from every part of the room. Check in advance. Do not rely on the tolerance of your audience.

9. Use pictures. A presentation with text-only slides is visually boring.

10. Practise the presentation, so that the slide changes are slick and unnoticeable. It helps to have a print-out of the slides in front of you, so that you know what’s the next slide and can lead up to it.

Finally, please remember that your focus should be on the message you want to impart – a message that arises within you, and one that you could, if necessary, put across without any slides at all.

What people want from you is your Wisdom, not your PowerPoint slides.

Phillip