Category Archives: Messaging

A Presentation is like a Love Letter

Doing a presentation without thinking of your audience is like starting a love letter with “To whom it may concern”.

Even if you’re trying to convey the same messages to different audiences, you will be much more effective if your presentation is personalized to the people you are trying to engage.

Whenever I’m asked to speak, I ask a lot of questions about the audience; what’s the age range, the gender makeup, experience, background and more. I want to be able to form a mental picture of the people I’ll be speaking to so that I can bring stories and examples they will understand and enjoy.

Then, I start at the end of my presentation. I think about the audience and decide what I want them to be thinking or doing when my talk is over. I set a goal. I imagine their acceptance of a concept or an idea that they hadn’t considered before. Everything in my presentation must lead to that conclusion and the more my material is relevant to my audience, the more persuasive I will be.

If I’m speaking to employees of a specific company or organization I try to understand its work and look for recent examples either directly from the group or from their field of interest. If the company works in aviation for example I will illustrate my points with examples taken from that industry.

Even including recent events of significance to the audience is useful. Right after an election or a major news event, I might make reference to it where appropriate to my audience.

If I can’t find out much about my audience, I will often start my talk by asking them a few short questions. Someone will likely tell me of a key event or situation that I can reference back to throughout my talk.

So to go back to my imaginary love letter, imagine how effective it would be if you waxed on about your partner’s beautiful brown eyes . . . and they were blue.

Leave a comment

Filed under Communication, Messaging, Public Speaking

3 Signs You’ve Hired a Horrible Media Trainer

1) Tells War Stories. Years ago, when ex-journalists became media trainers they would spend a full day or even two days revealing the mysteries of their craft. The journalist sometimes spent a full morning talking about how great an interviewer he or she was and revealed “behind the scenes” secrets of interviews with famous people.

Sometimes the media trainers would show a funny video from the Bob Newhart show of the affable doctor being cornered with tough questions from a TV host. It was all very entertaining but not very useful.

Clients today are busy people and not as star-struck with the media as they were in the past. A good media trainer today talks about interview objectives, message development and reporters’ agendas and then gets you to practice specific techniques. Most of my sessions are with small groups for a half-day, sometimes with a couple hours of follow up practice at a later date.

2) Tells You to Ignore the Questions. Going straight to a key message and repeating it over and over just doesn’t work anymore. It makes reporters cranky and they might even do something nasty like string all your answers together to make you look foolish. This trick is often used on politicians.

I tell my clients to listen very carefully to the question, answer the essence of it and look for a connection to their own message. I show them ways to appear to be answering the question. Although you can’t ignore the question, that doesn’t mean you have to provide an exhaustive response. Sometimes the easiest way to answer a reporter is with a simple yes or no. It can also sometimes catch them unprepared for their next question.

3) Beats You up With a Tough Interview. The theory used to be that the toughest interview you ever had was in media training and if you could survive that you’d survive anything. Don’t believe it. A media trainer who goes hard core on you right away is just showing off.

Media training should teach you a skill, not replicate an unpleasant experience. People learn when something is hard but accomplishable. If it’s too difficult they shut down and tend to avoid the situation. Of course if it’s too easy they’re not prepared for the tough interview.

Over the years I’ve had many people approach me with trepidation because of a bad previous training experience. A good media trainer should help you understand and practice the techniques and then leave you confident that you can execute them in a real interview.

Once you get the hang of things, a good media trainer will definitely turn up the heat but never give you more than you can handle. Unless you’re being arrogant.

 

3 Comments

Filed under Communication, Media, Messaging

Good Stories are True Stories

Story telling is all the rage these days. It’s touted as the new best way to give presentations and to be persuasive.

I agree that stories can be powerful and I’ve shown many clients how to work them into their speeches with great results. A good story, well told, is powerful because it connects with the emotional side of the brain. When we bombard people with facts and figures we engage the logical side of the brain which is inclined to examine the veracity of those facts rather than trust the credibility of the speaker.

Good stories also make us feel good. And they are easier to remember than a long list of facts and figures. So, I am a strong proponent of using stories in speeches and presentations. But they have to be true stories.

Politicians, I think, were the first to pervert the art of story-telling into a way of getting across a specific message. When a politician says, “I was door-knocking the other day and met a woman who told me she fears international monetary agencies will lower our credit rating if the government doesn’t balance the budget,” you know that it isn’t true because real people just don’t talk that way.

Good stories, true stories, are messy. They have very specific details but not too many details. They lead us to larger wisdoms, not specific messages. Good stories paint with a very broad brush and set the scene for us to fill in the detail or message that we want to convey to the audience.

One of my clients made a presentation to his senior executives and had to explain some complex relationships that the organization had with its customers. He started with a drawing and a story from his five-year-old daughter. When he connected the dots to the customer relationship everyone in the room got it.

Stories are metaphors and they don’t need to be long or complicated. The way you were treated when you bought your morning coffee, missing your train on the way to the office or even your daughter’s art work can be used to illustrate some greater truth in a way that a mountain of data never can.

Good stories are all around you every day. Train yourself to recognize them. And don’t make them up.

Leave a comment

Filed under Communication, Messaging, Public Speaking

Communicating in a Crisis

I’ve been asked to teach a one-day workshop at a local university this fall on Communicating in a Crisis so I’ve been spending hours reviewing my notes and materials from the many high profile events that I’ve worked on over the years. I’ve written in the past about the three things the public expects to hear in a crisis. They are; I’m sorry, I’ve fixed it, it’s never going to happen again. Those refer specifically to the event that has caused the crisis.

Here are three more essential actions that every organization needs to do when a crisis presents itself;

1. Act quickly but not impulsively. The first things you do and say in a crisis will set the tone for everything that follows. The longer you delay in responding, the more you allow someone else to set the agenda. Make sure, however, that your messages are sound. And don’t speculate.

2. Remember internal as well as external audiences. Employees can be your advocates or your enemies in a crisis. Keep them in the loop as much as you can. Also, if you already have a solid reputation among your stakeholders, be prepared to draw on your advocate army to help preserve that reputation.

3. Make every decision defensible. At some point the crisis will be over and you may be judged more on how you handled things than on what really happened. As chaotic and confusing as things may be when the crisis strikes, things will eventually calm down and the rebuilding of your reputation will begin. There may also be regulatory or customer fallout to deal with and decisions made during the crisis will be scrutinized.

Leave a comment

Filed under Communication, Crisis management, Messaging

Hey You Reporters, Get off my Lawn! Why the CEO Won’t Talk to You.

When I was a journalist, I pretty much believed that everyone had an obligation to answer my questions. In the grand tradition of 60 Minutes, people were assumed to be guilty unless they could come out of an interview unscathed. Back then, mainstream media was a major conduit to a company’s stakeholders so, like it or not, CEO’s often had to put themselves under the media spotlight. But things have changed. Now, there are many more ways to connect with stakeholders. And frankly, reporters just aren’t as scary as they used to be.

Since crossing over to the dark side, I have worked with dozens of CEO’s to help them through both positive and negative media interviews. Less than a handful looked forward to the experience. A lot of my work is crisis communications and, contrary to conventional wisdom, presenting the CEO for a public flogging by the media is not always the best course of action.

So this post is for journalists, here are five good reasons why the CEO may not want to talk to you;

  • It’s not free publicity. Reporters who think they are doing the CEO a favour by publicizing the company don’t understand marketing or public relations. Publicity is the distribution of a controlled message with measurable results. Unless it’s a start-up company with no track record, an ad hoc story isn’t of much value. The CEO doesn’t know which clip you’ll use or what context you’ll put it in which can be dangerous so he’ll probably hire someone like me to help develop messages and practice delivering them as answers to your questions. If you take a strange angle or misunderstand the business, there will be more work to communicate the real message to stakeholders. So your interview is anything but free publicity.
  • It’s someone else’s job. You may think the buck stops on the CEO’s desk and in most respects it does. But companies have executive teams and it’s quite possible that someone else is better able to answer your questions. Although it might be fun for the reporter, no one in the company wants the CEO to look foolish and that can happen if he didn’t have daily involvement in the issue you’re asking about. There is also an implied importance attached to an issue when the CEO speaks and his availability (or lack of) may be a strategic decision. During a crisis, it may not be appropriate for the CEO to be the first to comment because that could make the situation appear more serious than it really is.
  • You’ll get it wrong. You frequently do, much more than you realize. That’s understandable because there are very few beat reporters any more. Reporters might report on forestry, aerospace technology and the ballet all in one week. Your job is to simplify the story for a broad audience. Your generalizations may work for your readers or viewers but sometimes they have different implications for an industry audience. Your reporting errors may not be grievous enough for the CEO to demand a correction but they might be enough to affect the credibility of the company. I once knew a business reporter who complained about having to deal with “icky numbers”. Those numbers mean a lot to the CEO.
  • Someone else is listening. Companies have competitors as do media outlets. A newspaper or TV station won’t phone its rival to discuss their main story that night so why would you expect a CEO to spill all of his or her secrets? Even general cover footage in a company plant can give competitors clues that might have major impact down the road. That’s why we often provide handout photos or video. The CEO might be in complex negotiations that his competitors are unaware of. There could be layoffs coming, restructuring or a major contract in the works. Companies time such announcements very carefully and don’t want details revealed inadvertently during an interview. Your scoop of leaked information lasts about a day but the repercussions for the CEO go on for a while.
  • CEO’s have bosses too. They report to Boards of Directors, investors and shareholders. They also need to comply with sometimes strict and complex regulatory regimes set out by various governing bodies. A publically-traded company, for example, has to follow strict disclosure guidelines when it reveals any information that would affect its share price. And then there’s performance. A CEO needs to project confidence and leadership while reporters are often just trying to trip him up. If the reporter holds all the cards and there is more to lose than to win, why would a CEO talk to the media?

Over to you reporters, want to give me five good reasons why a CEO should talk to you?

3 Comments

Filed under Communication, Media, Messaging

Four Ways to be a Better Consultant

A few years ago I was asked to speak to a firm about how they could better interact with their clients. Just recently I came across my speaking notes and the advice is just as valid now as it was then.

  1. Leave Your Ego at the Door

As an ex-journalist this one was hard for me. But good consulting is not about trying to impress the client with your knowledge and experience. Don’t keep selling after you’ve made the sale. It’s not about saying something smart and – most importantly – it’s not about how you would do it. It’s about how the client can do it and your job is to make that happen.

  1. Ask Questions Before Giving Answers

If you are at all good at what you do it doesn’t take much information to understand the problem and start to see a possible solution. There are two things wrong with that. The client may not tell you everything right away. Careful questioning will often reveal pertinent details that the client thought were not important. Also, more and more I find that text-book solutions don’t always fit real life problems. Find out as much information as you can and, whenever possible, take time to think about the client’s situation before recommending action.

  1. Sometimes, the Client is Right

As consultants we need to be as persuasive as possible with our advice BUT if the client chooses another path then it becomes our job is to make that path work (see tip number one). My expertise is in communication, coaching and reputation management, not business so I have to recognize there may be other factors that affect what the client is able to do. I also strive to be open to good ideas no matter which side of the boardroom table they come from.

  1. Better, Not Best

If you were building a house you wouldn’t keep messing with the foundation while the drywall was going in. By that I mean you must know when to move on and stop revisiting the same issues. Accept the decided course of action even if you believe it’s not the best and try to make it work. If you do performance coaching, as I do, you must also understand when to switch from Teaching to Training. I work my clients to high standards but when they are about to do a speech or an interview I am most concerned with instilling confidence.

Leave a comment

Filed under Communication, Media, Messaging

Three Tips to Help Google Find Your Web Site

Today, I spoke to a group of travel writers and travel-related public relations people on managing your on-line reputation. The group is called TMAC which stands for Travel Media Association of Canada. Members of that group, like many others, can benefit from being on the first page of a Google search.

Getting prominence on Google and other search engines is known as search engine optimization or SEO and has a lot to do with how your website or blog is set up. But apart from the technical details like Meta tags and HTML tricks, there are simple things that anyone can do to make their on-line presence more accessible.

1.      Let Google Know About You.

Go to http://www.google.com/submityourcontent/website-owner/# and type in the URL for your website or blog. This will make it easier for Google to find your site. If you sign up with Google, you can also use Webmaster Tools to enhance the visibility of your site. If you’re not comfortable “opening up the hood”, ask your web person to add the Meta tags needed to optimize your site. This will also allow you to gather information about visits to your site and to further enhance how search engines will find you.

2.      Link Your Site With Others

If other people are putting a link to your blog or web page on their site, Google takes notice and you are more likely to move higher in the rankings. You can help others by putting links to them on your site and asking them to do the same for you. If you comment on or write anything for other sites, make sure the link to your site is included. If you tweet your new posts on Twitter and get re-tweeted, you also increase your linkage. Although links are a very effective way of raising your profile, beware of Link Farms which charge a fee and promise multiple links from “ghost” sites back to your site. Google frowns on the practice and pushes back down websites that use it.

3.      Create New Content

If Google knows where to find you and you are linked to several other sites, the next thing you need is fresh content. It can be difficult to write regular blog posts but new content keeps people coming to your site and that makes Google pay attention. Try writing quick snippets on a topic or taking another run at a topic you’ve covered in the past. Recycle or revisit material that you may have prepared for another venue. If you’re stuck for an idea, write three tips on how to do something.

Leave a comment

Filed under Communication, Messaging