Calling Things by their Proper Name

May 13, 2013 in Author, Greg Owen-Boger, Presentation, Talent Development

greg 200x300“The beginning of wisdom is to call things by their proper name.” Confucius

I’ve heard this quote used in many contexts. I suppose that’s for good reason. What we call things matters.

For example, many types of communication are called “presentations,” and that’s caused a lot of trouble for business people.

A TED talk is very different from an industry conference breakout session, which is very different from a getting-work-done presentation to your team, which is very different from a sales presentation one might give sitting down across a desk to a single person. Unfortunately, each of these has been called a “presentation.”

To muck things up even more, our university system and the Learning & Development industry don’t differentiate. They use speechmaking rules and techniques when training for all types of presentations. As you may have read in The Orderly Conversation Blog before, it takes a very different set of skills to plan for and initiate these different types of communication events.

Add all the bad advice and chest thumping over PowerPoint (see this discussion on the ASTD LinkedIn Group) and we have a real mess on our hands.

So, what to do?

Here are my thoughts: Let’s agree to name the types of communication events we’re talking about. We’ll start by figuring out how formal they are and how much interaction is involved. Then we’ll figure out what skills and techniques are useful for each.

If it’s a one-way communication event without interaction from the audience and a rather high degree of formality, then it’s a speech or a lecture.

TED talks and keynotes fall into this category. While these events, in order to be effective, need to feel conversational, they actually aren’t because there’s no real dialogue taking place. The speaker does not react to the audience in a way that changes the course of the speech.

Learning to master speechmaking requires a certain type of training and rehearsal.

On the other hand, if it’s a two-way communication event with genuine interaction from the audience, it’s a presentation.

Most getting-business-done presentations fall into this category. They are, of course, prepared but because of their reactive nature, they also zig and zag in response to input from the audience.

Because of the conversational nature of these types of presentations they tend to be informal. The role of the presenter in these situations is similar to that of facilitator.

Learning to master these types of presentations requires a different set of skills. Rather than rehearsing to get it just right, presenters prepare to be flexible and responsive to the individuals in the audience.

The Beginning of Wisdom is to Call Things by their Proper Name
We’ve found it useful to take it one step further and define business presentations as Orderly Conversations. Orderly because they need to be carefully thought through and prepared. Conversations because they only succeed when a genuine dialogue takes place between speaker and audience. Once presenters are comfortable with both sides of the Orderly Conversation concept, their ability to manage the process is assured.

Dale Ludwig, Turpin’s founder, and I are in the process of finalizing our new book entitled “The Orderly Conversation: Business Presentations Redefined.”

Our goal is to clear up the confusion so business presenters everywhere will gain a better understanding of what it takes to be an effective communicator.

By Greg Owen-Boger, VP at Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Why We Do What We Do (Part 3 of 4)

April 29, 2013 in Author, Dale Ludwig, Delivery, Facilitation, Posts for Buyers, Presentation, Training

A Discussion of Turpin Communication’s Core Principles:
Engagement

Part 1, Part 2, Part 4

Dale Ludwig, President & Founder of Turpin CommunicationThis is the third in a series of four posts focusing on Turpin’s core principles. In the last entry I talked about how every presenter brings a Default Approach to the process and that understanding what it is focuses your improvement. In this post, I’ll focus on what it means to be engaged in an Orderly Conversation.

It seems that everyone is talking about engaging people these days. Businesses use social media to keep customers engaged. Managers want their employees to be fully engaged. Trainers want to engage learners. Each of these uses of the word have to do with how someone else (the customer, employee or learner) responds to something you do. It has to do with motivating them or maybe just keeping them interested.

We use the term to describe what happens when a two-way interaction begins. When presenters engage in conversation with their audience, they are not pouring information into passive listeners. They are not merely grabbing that person’s attention. An engaged presenter initiates a genuine connection with the audience. Both presenter and audience member share a moment in time, both equally engaged.

This level of engagement brings the audience into the conversation, of course, but it also affects how the presenter feels and thinks. Engaged presenters are able to think and speak spontaneously because they are reacting to the people they are speaking to, just as they do in everyday conversation. This, in turn, makes presenters feel confident and comfortable.

It’s for this reason that all presenters, especially nervous presenters, need to take command of the skills that help them engage. Once the conversation begins, the anxiety, self-consciousness, and second-guessing associated with nervousness melt away. You are able to stay focused and rein in the discomfort and distraction of nervousness.

So by focusing on engaging listeners in the conversation, we accomplish two things. First, we help presenters develop the skills they need to work through their nervousness. Second, we release presenters from the generic, prescriptive rules found in traditional training classes. Engaged presenters trust themselves to be confidently self-aware and in control.

Part 1Part 2, Part 4

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Just Because You Said It Doesn’t Mean It Was Heard

February 13, 2013 in Author, Delivery, Greg Owen-Boger, Presentation, Training

greg 200x300“I swear I said that they’d see incremental sales growth,” said Angela as she sat down to review her video with me.

Angela was a participant in a recent Mastering Your Presentations workshop. Dale Ludwig was the lead instructor. I was the participants’ video coach. My job is to guide participants through video review, focusing on (a) what they’re doing well, (b) where they could improve, and (c) identifying skills and techniques that will work for them.

So, there was Angela (not her real name). She was confused and frustrated because her classmates claimed she hadn’t mentioned how her buyer would gain incremental sales growth if he would approve the promotion she was recommending. “That was the whole point of the presentation!” she said.

“Let’s watch the video and see,” I said. So I popped the video in and we watched.

About 20 seconds into her presentation, there it was. “See?” she said. “I knew I’d said it.”

So, if Angela had said the words why then hadn’t her classmates heard them?

The problem is that Angela wants to be perfect. She’s very concerned about looking silly and mentally monitors everything she says and does. She described it as “being in my head.” Unfortunately, this has led her to rehearse every presentation to find the “right” way to make a point.

This graphic shows a distressed presenter. Angela sees herself in the image. This presenter is thinking:

  • Did I say that correctly?disengaged-presenter
  • My voice sounds strange.
  • My hands feel heavy.
  • What’s on my next slide?

As I coached Angela, I helped her realize that merely getting the words out isn’t enough. She must say them to SOMEONE. She needs to look people in the eye (not over their heads as she’d been told), see their faces, look for their understanding, and react accordingly. This is the same thing that happens in everyday low-stakes conversations. But for Angela, the pressure of having to deliver a perfect presentation pulls her out of the moment and into her head.

On the other hand, this presenter has an outward focus. He’s:engaged_presenter

  • Speaking with his audience, not at them
  • In the moment
  • Seeing faces and responding
  • Self-aware
  • Connected with the individuals in the room
  • In control
  • Comfortable

In short, he is engaged. He knows instinctively what to do and say, just as he does in everyday low-stakes conversations.

“This all makes sense to me,” said Angela, “but how can I do it?”

“The answer lies in turning your focus outward, toward the individuals you’re speaking with,” I said. “Take a moment to breathe and survey the room. Look them in the eye. Make the connection. Look for their reaction. Remember, this has nothing to do with your performance and everything to do with their understanding.”

“I like that,” she said. “I’m going to write that down. It’s not about my performance. It’s about them.”

Luckily for Angela, the class wasn’t over and she had another opportunity to deliver her presentation later that day. And what a difference. She was terrific. She was engaged. She made her points clearly and conversationally. She wasn’t nervous.

The proof of her success came from one of her colleagues when she said, “I finally understood what you were trying to say. Your buyer would be nuts not to approve this promotion.”

Indeed.

By Greg Owen-Boger, VP and Trainer at Turpin Communication