The two-letter secret to making your audience love you

Matt, an executive I’m coaching, recently gave an all-hands presentation to the employees who report to him, an audience of 750.  He received 100% 5-star reviews for his talk. Amazing.

When I congratulated him, he said, “Well, it was an easy audience.”

I couldn’t stop laughing.

I asked him, “Isn’t this the same audience that about six months ago was giving you a whole lot of 3’s and a bunch of 1’s and 2’s?”

He thought about it for a moment, and said, “Oh yeah! They were doing that, weren’t they?”

It was the same audience.

What this shows is it doesn’t matter what your starting point is.  Whatever it is, you don’t have to be stuck there.  You can develop your skills to the point where the audience gives you 5-star reviews.

What was the big difference in Matt’s presentations?

There were many. We covered a lot of ground during the six months of regular coaching. But let me talk about one of the most important things that happened during our work together:

Matt went from talking at his audience to talking to them.

You wouldn’t think that a couple of simple two-letter words would have such a profound impact, but they make all the difference when it comes to the foundation of your presentation ability.

At means in the direction of.

To means so as to arrive.

You don’t go at New York. You go to New York. It’s a destination, a point you reach.  You ARRIVE. 

You don’t look to a wall. You look at a wall.  In the direction of.  You don’t arrive there.

Big difference.

Most people are talking at their audiences. Their audience is a wall.  They’re just talking in their direction.

These presenters don’t have their ideas or messages actually arrive.  And they suffer the consequences.

What you’re doing in a presentation is getting an idea from your mind over to the minds of your audience. If you just project it in their direction, it will not arrive.

It takes deliberate awareness, intention and skill on your part to get it to arrive.

Matt’s message didn’t change.  Matt’s audience didn’t change.

Matt started talking TO them.  This woke them up and they got it.  Matt’s ratings completely changed.

Developing this skill to the level that Matt did takes focused work best done in a coaching-type environment where you’re getting real feedback.

The good news is that you can take the first few steps on this journey all by yourself, starting right now.

Here’s how:

This week, notice when you’re talking at, and switch gears and talk to them.  Get your idea to arrive.

See how this simple change makes you focus your attention and intention. See the extra power that it gives you.

Be the cause!

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Presenting to skeptics

Mara’s first “practice run” of her presentation in the workshop rubbed everyone the wrong way. She was too forceful.  And her voice had an edge to it. 

I asked her what she was doing and Mara said, “My audience is somewhat closed to what I’m presenting. This is a big deal and I need to persuade them.  A lot’s riding on it.”

Mara’s story highlights the importance of being able to communicate effectively with someone you anticipate will be closed or skeptical.  Especially when a lot is riding on it.

When you allow yourself to focus your attention on the expected skepticism, it changes you.  You are now talking to their skepticism, not to them.  You start to resist the other person.  You may even feel you need to overcome their skepticism. 

The kiss of death is when you start to feel the need to convince.

This is guaranteed to bring out the worst in you.

Many people are not able to “be there” comfortably and face a person or group they assume will be closed or skeptical.

Receptive means willing to receive or accept.

You create receptivity.

Whether your audience is 1 or 100, you have no chance of opening them up and making them receptive unless you can be there comfortably and face them. 

The ability to comfortably face another person is one of the highest communication skills there is.  There are a thousand ways to run away from it.

One person wrote me that her boss is really difficult to communicate with, and so she imagined she was talking to her cat while she looked at and talked into the camera during their virtual meetings.  She said that really helped her.

Well, okay.  I can imagine that it would be more comfortable than thinking she was talking to a boss she didn’t like, but it’s a long way from being aware of the real person who IS there, a long way from being able to be comfortable, and face them in the moment, with the full power of your awareness.

In Mara’s case, it was even worse.  People create anxieties and problems, and make it difficult for themselves to face others, when they anticipate what’s going to happen, rather than being in the moment. 

In the corporate world I live in, people are constantly anticipating.  This keeps them on edge, slightly anxious.  Rarely in the moment. 

When you worry someone will be closed, skeptical, stubborn, or any of a hundred other adjectives, you’re anticipating.

That anticipation alone is enough to change you, to make you try to convince, resist or overcome.  This only makes the other person wary, closed, skeptical or stubborn.

Only when you are fully in the moment and aware are other outcomes possible.  The truly positive outcomes.  The happy transformations.

In other words, you will be most creative, most powerful, when you are in the moment.

That’s what Mara did with her real audience (which was about as closed, skeptical and stubborn as they come).  She emailed me this morning:

“We had this morning the meeting and it REALLY worked! I kept looking into the camera and had a very relaxed voice and they fully opened up… we had phenomenal interaction and are having a next meeting and I have all required information we need to make that successful!  THANK YOU!!!”

Notice your conversations this week…

How much of the time are you anticipating what’s going to happen?

See if you can stop the mental noise and just be in the moment with that person or group.  See if you can sustain it throughout your meeting or conversation. 

Get ready to be surprised.

Let me know what happens.

Be the cause!

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Activating new channels of awareness

Last week, I wrote about Carla whose virtual audience during the workshop completely changed as she gave her presentation.

Their faces in the little squares on the screen went from coldly severe to eyes shining with intense interest and some unbelievably warm smiles.

I heard from many of you when I asked for your thoughts on how Carla created that.  Carla faced a challenge that many in the world of virtual presentations face.  And few have mastered.  This can help you.

Putting yourself in Carla’s shoes, the difficulty is that when you look into the camera lens, you don’t SEE an audience.  And, if your audience is skeptical like Carla’s was, when you look at the computer screen, all you see is a wall of unconvinced faces.

In other words, you’ll get no encouragement from cold machinery or from an icy audience.  Especially at the beginning of your presentation.

Everything must come from you.

Not easy in this environment.  Talking directly to the camera lens is necessary, but it throws many people.  They freeze up.  They’re stripped of all that makes them comfortable in conversation.  It feels like “no one is there.”  No one to connect with. 

That becomes reality.  An ugly one. 

Being causative is all about creating the reality you want.  About transforming the “reality” in front of you into the highest ideal you can envision.  Creating a new reality.  The one you want.

Carla took one audience reality, one audience experience, and created another one, a completely different one.  The one she wanted.

Here’s what you need to know:

Just because you can’t see the audience, doesn’t mean they aren’t there.  They ARE there.  They ARE real people.  And they WILL respond like real people when you become someone they can connect with.

Your first step in this transformation is to move from “needing to see them” to simply KNOWING they are there.

It has to be real to you that they are there.  They have to be real to you AS PEOPLE.

Otherwise you’re just going to be talking, but you won’t be talking TO anyone. 

You’ll talk too fast, you’ll be disconnected, they’ll be disengaged and you won’t reach them.

Even beyond that, you need to be aware of them as you talk.

Effective communication is all about awareness.

Even through all the virtual machinery, people can tell whether you’re aware of them or whether your mind is somewhere else. 

They can tell whether you’re self-conscious, overly aware of yourself, whether your attention is consumed by anxiety, or making sure you cover all your material, or trying to remember what you want to say next.  All of these lose the audience.

The people in your audience can tell exactly how aware of them you are.

When you are aware of them, it greatly perks up their attention and they tune in.  They get interested.  They engage.  First with their minds.  Then with their eyes.  Then with their smiles and their words.

It all starts with your ability to really BE there and be aware of the person or persons in front of you. 

Stop telling yourself that you “need to see” them.  You are perfectly capable of being aware of them.  They are there.  Start KNOWING they are there.  Start opening up your other channels of awareness.

Notice your conversations this week.  See if you can stop the mental noise and just be fully aware and in the moment with that person.

When you can do that, you’ll get a glimpse of the power you have to impact others.

Let me know how it goes!

Be the cause!

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The quickest way to warm-up a cold & skeptical audience

Carla was practicing her presentation in a recent Mastering Virtual Presentations workshop.  The audience was a grid of cold squares arranged across the computer screen.  Faces grim, mouths turned down at the corners, flat, dead eyes.  A detached virtual audience, completely unmoved by Carla’s words.

Three minutes later, Carla presented again.

She offered the very same presentation, with the very same words, to the very same audience.

Everything was the same.

Everything except the results. Those were very different.

This time the audience was leaning forward, looking at their screens with love.  Smiling.  And several of them were smiling so big, you could see dimples. Their eyes were glowing with interest and affinity.

I took screenshots of both audiences and when Carla asked me, “How did I do?”  I showed her both of the dramatically different screen shots of the exact same audience.

What changed that audience in less than three minutes?

Imagination.

Carla’s imagination.  

For you, it would be your imagination.

Here’s what happened.  I was helping Carla prepare for a very large presentation she’ll be giving this month.  It’s not large in terms of number of people.  There will only be 5-10 people in her audience. But it’s for a contract that’s worth billions of dollars.  Competition is fierce. Carla’s competitors are way ahead in the industry. Carla’s company is a new player. Some of the features she’ll be presenting are unproven.

Carla told me before I started coaching her, “They’re going to be very skeptical end closed-minded.”

After the first time she gave her presentation, the one to the very frosty audience I described above, I asked Carla, “What were you imagining about your audience?” 

Carla said that, as she was speaking, in her mind’s eye she could see the face of the most skeptical and closed-minded person in the audience that she knew would be there.

And that’s exactly what she got.  Her audience was grim, cold like statues. Their faces totally skeptical. Closed-minded.  Not sold.

Then I told Carla to look into the camera lens and imagine a person who really got what she was trying to tell them, who really got how good her product is and who was thinking, “I really want that. I love what she’s saying. I’d love to work with a fresh player.  It’s perfect.”

It took her a moment, but Carla did it.  And I took a screenshot of that audience as she was speaking.  Same people. Completely different audience.

Leaning forward.  Connecting.  Completely engaged.  Intense interest.  Warm smiles and great warmth in their eyes.

I would show you the screenshots, but it would be a complete violation of privacy, not to mention the non-disclosure agreement I signed!  But trust me, it was a dramatic night and day transformation.

Can you figure it out?   Carla said the same words.  Why did the audience transform?

Tell me what you think.  I’ll dive deeper into this next week.

Be the cause!

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The decision every great speaker must make

“Now, everybody look handsome!”

These words were tradition, Duke Ellington’s final command to his band backstage right before they walked out front together to face an audience and begin one of their legendary performances.

They lived on the road, the tiresome road, bedraggled nights spent far from home in lousy cheap hotel rooms, food on the road more rotten than good, each night a new restless crowd of unknown strangers.

“Now, everybody look handsome!”

And they did.

Duke Ellington.  For over forty years he was one of the most loved and longest lasting of America’s star performers.  He made a real performer out of everyone who played with him.  Some of them heroin junkies, and even they performed brilliantly under Duke’s command.  Musicians who left his band often came back because only Duke knew how to dazzlingly bring out the full glory of the music they felt inside them, to showcase their personal performances like brilliant diamonds on black velvet to loving audiences.

When it came to audiences, Duke Ellington had genius.  

Duke Ellington knew how you face an audience.

You don’t face them with doubts about yourself.

You don’t face them with doubts about your ability to create. 

You don’t face them with questions about your ability to deliver an outstanding audience experience, about your ability to craft an experience they’ll be glad they came for, an experience they’ll remember.

There’s a decision every great performer, presenter or public speaker must make:

It’s the decision about who you want to be.

Duke Ellington made that decision easy for every member of his band.  He made the decision for them:  You are a handsome and outstanding musician.  For the women:  You are a beauty and your song will penetrate their hearts like a hot knife through butter.  There were no other options when you worked with Duke. 

He commanded it.  He demanded it.  He gave them a last look that said, “Be it.”  They did, and then a split second later they were on.

And audiences loved them. The world over.  They loved Duke.  They loved his band.  They loved his singers.  They bought all his albums.  They sold out his concert halls. For over 40 years.

Skip the angst. Skip the doubt. Skip the self-criticism. Skip trying to find out what’s wrong with you. Skip thinking about how unprepared you are. Skip wondering how you’ll do. Skip being afraid.

Handsome is an attitude.  Beautiful is an attitude.  It’s a decision.  Your decision.  It’s a command you give yourself.  It’s how you carry yourself.

Look handsome.  Look beautiful.

Be the genius, be the great artist that you are.

Be the cause!

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The First Law of Executive Logic

Harry was gritting his teeth.  The SVP of Sales was (yet again) derailing Harry’s presentation to the Execs on the Senior Leadership Team, smoothly undermining Harry’s credibility.

Even worse … the execs were listening to the Sales guy.

How does Harry gain control?

Harry, the new VP Technology, prides himself on being logical.  Logic is a system of thinking that enables you to reach conclusions and then take action.

Logic runs on assumptions and data.

Harry’s mistake was thinking there was only ONE system of logic:  his. 

To Harry, things were either logical, or they weren’t. Simple.

Harry’s assumption was that everyone runs on the system of logic that’s so obvious to him.  And he was frustrated when they didn’t.

Harry’s second assumption was that others (legitimately) require robust quantity of data in order to buy into his conclusions.  It was offensive to him to hear a conclusion without having ALL the data first.

So Harry had NO CLUE why senior execs multitasked while he presented every bit of his (to him vital) data.

Harry ESPECIALLY didn’t understand why the panel of Execs perked up and paid attention when the Sales SVP simply said, “I think this is a good idea.  Customers will like it and it will increase revenue.”

Only after hearing the Sales SVP chime in did the Senior Leadership Team look at Harry in unison and say, “Good idea, Harry.  Go ahead.”

Harry should have been happy they supported his recommendation, but he was miffed that they had to hear it from the Sales SVP.  He was especially fuming because the Sales SVP didn’t present ANY data to support his statement.

Here’s what Harry’s was missing:  Executive Logic™. 

The logic Execs use to make decisions was foreign to him.  I’ll give you one component of it.

One of the assumptions executives operate with is this:  They hired you to worry about the details. 

Yes, Execs ABSOLUTELY want hard data.  But Harry was confusing hard data with details.  Big mistake.

They TRUST you with all the details.  And they don’t want to hear the them all.

If they want to hear the details, they’ll ask you questions about them.  But it’s a SAFER assumption to assume that the less detail, the better.

Here is a law of Executive Logic:  The further down the organization you go, the more concerned about details you should be.

The higher you go, what Executives are increasingly interested in is your EVALUATION of the data.

The details aren’t valuable.  Your evaluation of the data and the details is.

That, very simply, is WHY they listened to the Sales SVP. They easily got the main point of Harry’s hard data.  The Sales SVP saved them from all of Harry’s details.  He evaluated Harry’s data for them and offered an easy to understand conclusion:  Customers will like it.  It will increase revenue.

The trust Execs had placed in Harry to evaluate the data and manage the details, very simply, was not part of Harry’s logic.  Trust was not logical in Harry’s universe. 

He couldn’t fathom how the Execs could give him so much trust without seeing all the data themselves. As a matter of fact, it was illogical.

Harry also had a hard time wrapping his head around the fact that the Execs were not the least bit interested in the details.  How could that be?  Personally he found the details fascinating, so this was doubly hard for Harry to grasp.

So much for Harry’s logic. 

Harry got that his logic was PERFECT … at his level and below.  But NOT when he needs to communicate UP.  I taught him how to think like an Executive.  He caught on quickly.

Harry’s presentations to the Senior Leadership Team became tight, brief, concise.  

He said much in few words.  Although he was ready with details if they asked, Harry presented only critical hard data.  His conclusions were precise.  His recommendations were easy to understand.  It was enough.

Even the Sales SVP was nodding in support.

For the first time they said that Harry was, “Clear” and, ”Compelling”.

Harry was blown away.  He made a brilliant observation:

“I use my logic to get to the table.  I use Executive Logic to win the poker game.”

Wishing you a winning hand for your next presentation!

Be the cause!

Ingrid

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The real secret to presenting to senior execs [Part 1]

“Too many words.” – a Senior VP’s answer when I asked why he sent Frank, his new VP, to me for coaching, hoping for more effective presentation skills.

Right off the bat Frank complained the Senior Leadership Team only gave him 12 minutes to present his team’s complex research.  He’s a technology genius.  But it’s difficult for him to “compress everything important”.

I asked him to give me a typical presentation so I could see what he was doing.  He managed to keep it to 8 ½ minutes.

Frank started out with the most commonly used –the most overused - sentence in corporate presentations: “I want to talk to you a little bit about….”

Yawn.

It took Frank 5 ½ minutes to get to, “The biggest issue we have is…”

At the 7 ½-minute mark he said, “The most important thing is…”

He ended without a recommendation, closing with the words, “So, I would like your input …”

It would have been a GREAT presentation …. IF Frank had a lower-level technical audience.  But he didn’t.  He had the CEO of a major multibillion, multinational corporation with his direct reports.

And here’s the effect this kind of presentation has on senior execs:  Most tuned out, openly multitasking, until the 5 ½-minute point.  And the rest didn’t engage until the 7 ½-minute moment, a minute from Frank’s closing.

From their point of view, Frank hadn’t said anything meaningful until then.

Why is there such a disconnect?

Frank is a brilliant technical guy.  What has he been taught? 

The current overpowering, but misguided, system for educating brilliant technical guys almost always guarantees that their communications will be misdirected when presenting to execs.

It’s both HOW Frank organizes his thoughts AND how he communicates them.

Brilliant technical professionals use brilliant technical logic. This logic requires that great quantities of minute detail be discussed.  It mandates that not only should ALL this detail be laboriously presented and defended, it should ALSO be comprehensively duplicated on every accompanying slide. 

This logic blindly follows the mandate, “Prove it!” 

In a technical world where absolutes are unobtainable, this logic builds slowly, painfully, systematically, to a plausible conclusion like, “Most probably this is what we should do ... unless you think that we shouldn’t.”

Executives find it excruciatingly frustrating.  This isn’t how they think.  This isn’t how they decide.  This isn’t how they act.  Yet they have to rely on the person giving the presentation to help them make good decisions and act intelligently from an executive level.

Both sides feel defeated when it’s over.

How do you cross the divide keeping technical genius from reaching the executive mind?  Next week I will talk about the presentation structure that follows Executive Logic™ and creates the language of success.

In the meantime, notice if this goes on around you.  I’d also love to hear your war stories of the battle for minds in presentations.

Be the cause!

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