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Casual Articles - Dump Your Speeches For Leadership Talks
As a result of the dot com meltdown and the decline of the NASDAQ in 2001, many organizations had no alternatives but to lay off many talented IT professionals. Currently, the pool of available talent in the labour market is large. Over the long haul, the impact of shifting population demographics on the labour pool will be staggering. As the baby boom generation continues to age, we can expect acute labour shortages similar to the ones we experienced in the high technology sector during the dot com boom. While the
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
<Have you used Yahoo!’s new local-search function? If you haven’t, you owe it to yourself to check it out. They’ve upgraded it with fantastic features geared to make searching for local businesses and services a breeze. Some of these features include user recommendations and reviews of businesses, real-time updates on local event information, and the ability to search for businesses, events, and more within specific neighborhoods rather than forcing the user to wade through the search results for an entire city.
Indeed, it was the business equivalent of a lion's den that he was entering. Hired from a competing firm, he was a stranger to the company, a company hobbled by declining market share and bad morale caused by the arbitrary actions of the previous CEO, an isolated dictator.
"This is the first time most of them will see and hear me," he said. "I'll give a presentation on the state of the business."
"Hold on," I said. "Don't give a presentation. Give a Leadership Talk instead."
There is a difference, I explained, between a presentation/speech and a Leadership Talk. A presentation/speech communicates information, but a Leadership Talk not only communicates information but makes a deep, emotional, human connection with the audience.
Most leaders give presentations and speeches most of the time when they should be giving Leadership Talks.
"You're facing an important leadership situation," I said. "The old saying, 'You never get a second chance to make a first impression' applies here in spades. You've got a great Leadership Talk opportunity. But to have people believe in you and follow you, they must be emotionally committed to you and what you say. So understand what their emotional needs are."
I went out into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.
Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
How much time do you spend actively marketing your business? Do you spend more than a couple of hours per week?How much time should you spend actively marketing your business? Many small business owners and service providers don't know what their answer to this question should be? They're not really sure how much time they should be spending on marketing. But, a majority of the professionals I ask say they're only spending a couple of hours per week.In working with clients one-on-one and
"Hold on," I said. "Don't give a presentation. Give a Leadership Talk instead."
There is a difference, I explained, between a presentation/speech and a Leadership Talk. A presentation/speech communicates information, but a Leadership Talk not only communicates information but makes a deep, emotional, human connection with the audience.
Most leaders give presentations and speeches most of the time when they should be giving Leadership Talks.
"You're facing an important leadership situation," I said. "The old saying, 'You never get a second chance to make a first impression' applies here in spades. You've got a great Leadership Talk opportunity. But to have people believe in you and follow you, they must be emotionally committed to you and what you say. So understand what their emotional needs are."
I went out into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.
Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
<Q & A - Is It Necessary? YES - Absolutely - No Doubt About It! •Do you run out of time therefore leaving no time for questions? •Do you have time for questions but not enough time to answer everyone? •Do you end your presentation with questions? If you answered yes to any of these questions (no pun intended) then you need to read this article. The goal of your presentations is to be able to answer "no" to each one.Why questions are important 1.You need to give your audience
Most leaders give presentations and speeches most of the time when they should be giving Leadership Talks.
"You're facing an important leadership situation," I said. "The old saying, 'You never get a second chance to make a first impression' applies here in spades. You've got a great Leadership Talk opportunity. But to have people believe in you and follow you, they must be emotionally committed to you and what you say. So understand what their emotional needs are."
I went out into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.
Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
<Fear is probably one of the greatest obstacles in entrepreneurship. However, there is another great obstacle that can hold you back almost just as much. That obstacle is outcome dependency. If every time you get rejected or a client doesn’t like your ideas and you take it out on yourself, it means that you are still outcome dependent. The only way to succeed is to completely kill your outcome dependency. The way to do this is to go all out. Pitch that VC you’re sure is going to shut you down.Ask that girl ou
I went out into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.
Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
<For most home buyers, selecting the right mortgage lender and the right home loan package may seem like an overwhelming task. There are so many rival lenders promising so many different things. They see advertisements for wonderful interest rates and mortgage packages. Of course, those packages are only available for a small percentage of home buyers who fit very particular criteria.So when you're talking with a mortgage lender you should always feel relaxed to ask questions. The lender may not always be abl
The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.
That Leadership Talk marked the beginning of a turnaround for that company.
The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.
Make that analysis happen this way:
* Know the difference between a presentation/speech and Leadership Talk then view every speaking situation you encounter as either a presentation/speech situation or a Leadership Talk situation.
* Know that you rarely give presentation/speeches and that The Leadership Talk should be your primary leadership communication tool.
* Analyze the emotions of your audience by asking what they feel at the time you speak, what they fear, what angers them, what inspires them.
* Structure your talk around emotional-talking points. For instance, list three things that angers your audience. Make those things the main headings of your talk.
* Speak to them about their emotions. Tell them, for instance, that you realize they are angry and what they are angry about. Tell them what you realize they are feeling.
Speak thus, and you are revealed in powerful motivational ways. Furthermore, they are revealed to themselves.
These revelations can create strong bonds between speakers and audiences.
Understand the speaking situation in terms of its emotional content, and you understand that situation in new ways. Understand it in new ways and you speak in new ways. And when you speak in new ways, your audience acts in new ways.
2004 © The Filson Leadership Group, Inc. All rights reserved.
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