Читать книгу Simply Said - Sullivan Jay - Страница 7

We communicate in a professional context to accomplish one of two goals: we either want to convey a specific point, or we want to build rapport with someone. Both involve focusing on the needs of the person or people with whom we are communicating.

I recently attended a conference on current economic conditions in New York City. The speaker was a senior leader of a global banking institution. He clearly had taken a great deal of time putting together his slide deck, which included complex graphs and charts. He spoke with a booming voice and had a strong presence in front of the room. He was clearly very intelligent, and he knew his content. The audience of 150 people included banking professionals with a wide range of experience. I was picking up occasional interesting data points, but was having difficulty following any themes. It turns out I wasn’t alone. At the end of the talk, the speaker asked for questions. A 40-something audience member raised his hand and asked, “This is all very interesting, but what do you want us to know?” The speaker seemed baffled.

“Do you want me to repeat my whole presentation?” he asked.

“Not at all,” the audience member said. “I just don’t know what you want us to know from all this. Are you hopeful for the economy? Are you concerned? Is there some specific action or approach you think we should adopt? What do you want us to know?”

“Oh,” the speaker said. He paused, looked at the screen where his last complicated slide was still projected, and said, “I guess I want you to think about the following.” He then gave a two-sentence statement that summed up what he wanted the audience to know. It gave context to all of the data he had been sharing. Without that statement, attendees would have left the room with their own ideas of what the talk was about, or worse, befuddled by what they had heard.

At Exec|Comm, over our 35 years of experience, we have helped tens of thousands of people hone their presentation skills, often in one-on-one coaching settings. When coaching someone, I usually start by having him run through what he plans to say to his audience, whether the person is meeting individually with an important client or speaking at his company’s quarterly “town hall” meeting. The person often arrives with a complete set of notes or slides he has spent hours preparing. After he has delivered his content, I’ll start by asking, “What’s the key take-away for your audience? What is the one sentence you want resonating in everyone’s head when you are done talking?” I’m surprised by how often the presenter says, “Hmm. That’s a good question. Let me think about it for a minute,” which means he hasn’t verbalized it for himself and therefore didn’t tell his audience his main point. Think about that. If the speaker himself doesn’t express his main point very clearly, his listeners don’t know what they are supposed to hear. Since we all take in information through our own filters, each person in the audience may have picked up on a different point in the speaker’s talk, and each person leaves with a different impression of the speaker’s intent. As a result, the speaker has no ability to control the message his audience hears.

Most of the time, we only have impact if the person to whom we are speaking can convey our message to someone else. If you are a lawyer and you’re speaking to the Assistant General Counsel for your client, that person has to convey your point to the General Counsel. She has to convey your message to the company president. He has to convey it to the chairman, who has to tell the board. There is a better chance that your message will be conveyed consistently if you are clear about the message yourself. If you aren’t clear about what you want them to know, there is no hope the message will get through.

Now think about it from the audience’s perspective.

We all make snap decisions. The “we” applies to everyone: to us as professionals, to our clients, to our teams, to our colleagues. Many issues we decide on the fly should be decided that way. Fax the document or email it? Delegate the assignment to a junior person or just do it myself? Mustard or mayo?

Unfortunately, we also make snap decisions about important matters. “Which client’s work is a priority?” “Is Jack the best associate for this assignment?” “Should I recommend ‘buy’ or ‘sell’?” We make snap decisions because we have so many things to decide in a given day. Since everyone makes snap decisions, each of us has a better chance of influencing others if we have clear, strong messages that can be easily understood. Honing your message therefore becomes crucial to your success.

Whenever you are participating in a discussion with clients or colleagues, craft a clear message. A clear message:

● Is short

● Uses simple language

● Is focused on the needs of audience