Communication: Footprints of Great Leaders

May 29, 2012

Communication.

60% of all management problems are the fault of bad communications: not bad people, not bad policy, just bad communications. Peter Drucker

Great leaders leave indelible footprints in the passage of time, often spanning generations. Unmistakable evidence, markers of where they have been.

Regardless of when, and where they walk, great men and women leave their footprints, revealing with clarity their spirit, courage and the direction they were going, along with encouragement to follow in their footsteps.

Throughout history humans, people, have needed to communicate with each other. For all sorts of reasons ranging from social, because we are naturally gregarious, to survival as there is without question strength in numbers.

Early on, humans realized that they were individually and collectively better off by relating to other humans. They could harvest, hunt and live more productively if they worked together. To hunt in packs, if you will. Of course, this meant that they had to be able to transmit information between each other, as and when needed.

Generally, the parties involved were fairly close to each other, most often within sight, allowing each other to accurately gauge both the content and context of the intended communications, often as much by what they saw as what they heard.

Fast forward a few thousand years and the quest for better communication, combined with incessant innovation meant that we have moved on from the simple means used millennia ago to today’s wireless and electronic knowledge and message transfer. The only Twitter observed in 5000 BC was that heard from winged residents in the trees, and the only Facebook they could relate to was that which was literally in their face.

The downside of efficient, modern communications is that, generally, the sender and receiver are no longer face to face, although increasingly we can be virtually face to face almost anywhere now should we so desire. Therein lies the root of much of today’s organizational dilemma, since science tells us that most of our ability, our effectiveness in communicating comes not from our words, as in the actual words used, but the audible way they are spoken, and the visual body language we employ when we are communicating.

In fact, regarding our message, it is claimed that people only get 7% of it by the words we say, 38% by the way we say those words and 55% by the body language we employ whilst saying them.

In modern communications amongst businesses, organizations, and of course in relationships, so much is left to the imagination or more particularly to the interpretation of the sender and receiver that the intent of the message is often lost in the transmission and translation of the message.

Quite apart from intentional false information a.k.a. lies, rumors, and sometimes statistics, the potential for even legitimate communications to be misunderstood in this environment is substantial. This of course means that the purpose for which those communications were instigated can be at best compromised, and at worst negated or even become counterproductive.

In any arms length communiqué today it is imperative to be clear, succinct and not leave room for doubt. Whether using post, email, video or perhaps more importantly social media we should be very, very careful to accurately tell the story and clearly speak the message in order to get that message across.

When conducting any discussion of significance, it pays to always conduct the business or relational communication in person. Face to face is best, voice is second best. Then, and only then, should we use electronic means to confirm what has been agreed already. It is then wise to reinforce those verbal communications by repeating the thrust of what was discussed, what was agreed, and then ask for confirmation. Was that your understanding of our discussion and agreement?

Many of today’s problems, inefficiencies and disagreements in business, organizations and indeed in life arise because of misinterpreted communications. Frequently this is not intentional, and the parties start out without malice or bad intentions, but the different wave lengths of the sender and receiver mean that what is said is simply not what is heard.

The footprints of great leaders, who spanned generations and who have previously travelled these paths will often reveal simply, yet profoundly, the steps we should take to ensure our success, to communicate effectively.

Author Neil Findlay

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Succession: Footprints of Great Leaders

May 22, 2012

By Neil Findlay

Succession.

The function of leadership is to produce more leaders, not more followers. Ralph Nader.

Great leaders leave indelible footprints in the passage of time, often spanning generations. Unmistakable evidence, markers of where they have been.

Succession is an inevitable part of any leadership role, since none of us live for ever, or fulfill our roles as leaders forever. The greatest difficulties occur however when succession discussions and planning take place at, or after the departure of a leader, regardless of whether that departure is voluntary or otherwise.

In ideally structured organizational environments, succession planning begins with the appointment of a new leader to their role. At the front end of their tenure, not as the last thing they do. Some leaders have been known to state that their mission to find a successor began the day they assumed their new role.

Great leaders are generationally focused and understand that their leadership role is akin to taking hold of the baton in a relay race, and their role is to carry that baton safely and efficiently right to the hands of the next runner. They understand that their leadership is a privilege, not a right: an honour, not a possession.

Successful leaders understand that leadership is most effective and productive when it is given to, not taken by the leader. Inevitably, leadership that is taken by force or by unethical means is doomed to failure. History records the accounts of leaders who seized power and held onto it whatever the cost, and their ultimate demise where they were rarely missed. The old adage that he who lives by the sword dies by the sword rings true for leaders in any role.

Successful men and women know that their tenure as a leader is an investment in the future of their people, team or business: that they are custodians of the present, for the benefit of their successors in the future. They know that their mission is to use their knowledge, experience and perhaps most of all their good judgment to execute their leadership in the best interests of their followers and successors.

Great leaders in this position are normally selfless, caring more for their families, people and their team more than themselves.

Without question they will be secure in their role, able to devote their full energy to the task at hand, knowing that their team, their subordinates, their peers are watching their back and supporting them in all they do. These leaders are already planning, openly, transparently and confidently with the support of those around them, who will succeed them.

Not so the insecure leader, who is constantly distracted and drained of creative and productive energy merely trying to retain their position and are thus unable to fulfill their role effectively.

Ultimately, the strengths of a great leader lie in their foresight and security in who they are, where they are going and what they do. And their efforts to mentor their successors.

The footprints of great leaders, who spanned generations and who have previously travelled our paths will often reveal simply, yet profoundly, the steps we should take to ensure our success.

Author Neil Findlay

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Innovation: Footprints of Great Leaders

May 20, 2012

By Neil Findlay

Innovation.

Innovation distinguishes between a leader and a follower. Steve Jobs

Great leaders leave indelible footprints in the passage of time, often spanning generations. Unmistakable evidence, markers of where they have been.

Individuals, organizations, teams and brands all aspire to be leaders in their chosen field. Whether it’s in the market place as a manufacturer or service provider, at the ballot box for a political party or in the arena for a sports team, the goal is the same: to excel and demonstrate their superiority over the competition. That they have what it takes to be a winner.

In this regard, in this generation, the competition is fierce. The pressure and demands placed on leaders in this environment to create, improve and deliver can be overwhelming.

In these times the rules are simple: continually innovate or die, because the half-life of new products, ideas, even of success itself is shrinking rapidly. Where once a great idea could be brought to market and sold successfully for decades, today the life span is years, even months or less, such is the competition we face.

Now, in an ever shrinking world, there are fewer and fewer places for leaders to hide from the competition, and nowhere for complacent leaders to hide. Any person or organization that sits still in this new environment will be relegated to history, or worse, to obscurity. As Will Rogers noted: even if you’re on the right track, you’ll get run over if you just sit there.

Leaders today must be consummate thinkers, creators, men and women who see things before others do and understand the dynamics of timing, location and their reason for existence. They are people who are intuitive, who understand the times they live in and have the requisite judgment, wisdom and influence to reshape their world.

Whilst this leadership potential abounds, ultimately it is the domain of few, and those few bear the responsibility to step up and lead the many who follow.

Leadership, however, is not just the domain of the leader. In many, if not most cases success is attributed to leadership, but it is usually multiple tiers of leadership within organizations, acting in concert, that deliver success.

Latent leadership and innovative capacity can be found dormant right through the stratum of most organizations, and usually the future of an organization is contingent on its leaders ability and willingness to identify, harness and release this embryonic capacity. Inevitably the leadership culture of an organization, as measured by its creativity, ingenuity and innovation has a direct bearing on that organizations success, and ultimately its longevity.

Most successful leaders are not just innovators alone, but are leaders, mentors, hosts and incubators of innovators, of future leaders. Enduring organizations will always have at their core secure leaders who understand, facilitate and support continuing and innovative leadership renewal.

Whereas insecure leaders, generally leaders by default, will always feel threatened and try to subvert and hinder the development and rise of emerging, and potentially threatening leaders within their ranks, secure leaders consider it their greatest success to have identified and mentored innovative leaders to rise up and take their place.

The footprints of great leaders, the great innovators who have previously travelled our paths will often reveal simply, yet profoundly, the steps we should take to ensure our own success.

Author Neil Findlay

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Persistence: Footprints of Great Leaders

May 18, 2012

By Neil Findlay

Persistence.

Always bear in mind that your own resolution to succeed is more important than any other. Abraham Lincoln

Great leaders leave indelible footprints in the passage of time, often spanning generations. Unmistakable evidence, markers of where they have been.

Most people want to succeed, and perhaps for some, to be seen to succeed by those around them: it’s how we are wired up, part of our DNA.

Yet as individuals, our concept of success differs widely. For some, success relates to their family, for another it’s business, sport or politics: the list goes on.

And without exception we all differ in the lengths we will go to, the effort and energy we will invest to achieve that success.

Philosophically there is a wide, wide gap between opposing views of just how to be successful. These perspectives will variously range from the need to be educated, to work hard, be connected socially and politically, to marry the right person, right on down to the infamous get rich quick schemes promoted by some. Or just be lucky.

Of course, let’s not forget those who really should be listened to: successful people, for they carry the very mantle of success with them.

Amongst these successful people, irrespective of who they are, what they are or even where they are, there are inevitably common success traits.

Successful people are future focused, not stranded in their past. Every successful person will be able to relate a story, sometimes painful, of how they failed in a project or activity at some point in their past, perhaps more than once, yet they moved on. Many people compromise and diminish their future success by continuing to live in a past failure, never moving on from that low point of their life.

Successful people always carry through what they set out to do, no matter what the obstacles or what tries to stop them.

Successful people never confuse stubbornness with persistence. They understand that stubbornness binds, but persistence releases. Stubbornness blinds, but persistence reveals.

Ultimately our personal will power and persistence can overcome past failures, shortcomings and deficiencies, a lack of education, even a lack of finance.

Ray Kroc, the founder of the global McDonald’s empire started out with no money, massive obstacles, and a simple, three-ingredient recipe: Never give up. Always persevere. Never forget ingredient number one.

The footprints of great leaders who have previously travelled our paths will often reveal simply, yet profoundly, the steps we should take to ensure our success.

What has been your experience?

Author Neil Findlay

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Continuous Improvement: Developing the Speaker Within You

March 8, 2012

By Neil Findlay

Continuous Improvement.

The objective of every speaker is to not only execute their task to the satisfaction of their audience, but to commit to continuous improvement with their performance.

However, without establishing some formal process for this improvement it becomes very difficult to quantify just how we are going.

The recognition that we can improve is without doubt the first base, followed by the determination to take every reasonable measure to improve.

There are some simple steps to take that can deliver the objective critique that is needed if we really want to improve. And, if we have the courage to do so.

Sometimes it can be a little damaging to our ego to subject ourselves to external criticism, but better a damaged ego than continually delivering below our capabilities, and less than our audience expect.

This quest for continual improvement can be aided by the following means:

Whenever possible source an audio recording of our presentations. It can be very revealing to reflect on our delivery after the event, when, away from the thick of the battle, we can digest every element of how we performed.

Granted, sometimes this can be a little disconcerting as we listen to the very mistakes that we thought were not made.

From an audio perspective this will reveal each and every detail of our strengths and weaknesses. We will be able to hear and analyze just where, and when and how our delivery was executed. Did we fail to pause, or were there too many pauses. Was our voice tone boring or captivating. Did our message flow evenly and progressively.

Better still, source some video recordings of our presentations. Not only will we hear how we performed, but now we will see it in all its glory. Or not.

Remembering that the visual elements of a presentation are as important, if not more so than the audio components, a video will show us in detail how we delivered. Right from our ascendance to the lectern, we will be able to carefully scrutinize how we performed.

Reviewing a video of our presentation a few times over will acquaint us with most of the steps we need to take to improve.

Given that we should be continually improving it can be very useful and sometimes encouraging to review video content sourced over a period of time to note just what areas we are improving, our strengths, and the weaknesses we still have to build on.

A great asset will be to have a critic in the audience that we can call upon to give us an objective review of our performance. It is highly desirable to establish a relationship with an impartial person who will give us honest feed back on how we are going. This should be someone who is totally objective and prepared to be candid: preferably not a near friend or relation, but importantly, someone whom we can trust.

One of the greatest assets we have is the host for whom we have presented. It is highly desirable to schedule a post event debrief at the outset, even while negotiating the terms of the engagement. The feed-back gleaned from this meeting, ideally conducted in person, but often by telephone or email, is invaluable in measuring our effectiveness as a speaker.

This post-event discussion should provide us with a good understanding of how we measured up against the outcomes sought by our host, and how we can improve in the future. Helpful questions could be: did we add value, was our content clear and informative, was our delivery up to expectations, if we used PowerPoint did it clearly support our presentation.

Joining organizations like Toastmasters is also a great help as we are then able to get valuable experience and council while speaking in the company of our peers.

Of course, many events provide speaker feed-back forms for attendees to complete. These are frequently not completed, but do take the time to seek out the results as they are usually impartial and can add another dimension to improving our performance.

Unless we make the effort to improve, and actively seek constructive criticism, we probably will not improve. We should take every opportunity to avail ourselves of these resources and apply them in the interests of our betterment, and our audience benefit.

Author Neil Findlay

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Voice Projection: Developing The Speaker Within You

February 15, 2012

By Neil Findlay

Voice Projection.

Oh to be a speaker whose voice projection seems natural; to have one of those clear sharp voices that seem to travel forever, that everyone can hear and that never seem to fade no matter how long they speak for.

Now, back to reality!

We all, thankfully, have our own unique DNA that determines how we live, work and perform the everyday functions of life.

This includes our voice.

Some of us have natural, and enviable voices that seem perfectly matched to public speaking.

Others have voices that are variously soft, that don’t carry, that don’t have the stamina to maintain peak performance beyond a few minutes.

And, most of us have voices that range somewhere in between these extremes, and have to work at it to achieve success with our voice.

For those of us who don’t have really strong voices, who perhaps find it challenging to project our voice loudly enough, or far enough, there are things we can do to improve.

Realistically, few of us will ever need to speak to an audience greater than a few hundred without the benefit of a microphone.
Technology today has given even those of us with softer, perhaps more fragile voices the ability to reach out to multitudes without over extending ourselves.
If speaking at events where our reach is a problem, and there is no PA system on site, quite reasonably priced portable systems can be bought that will do the job to improve our performance, and save our precious voice.
It can be daunting for a speaker if they are doing an after dinner presentation, and the audience becomes rowdy.
Unfortunately, alcohol tends to step up audience volume and step down their behavior at times.
In a perfect world, our hosts will control unruly elements that start getting too noisy or disruptive making it hard for us to speak over, but sometimes it is up to us.
Experience is the best teacher here, but at times it can be necessary to exercise a blend of tact and authority to personally settle them down from the lectern.
Self confidence is just as important in this practical area of voice as it is in the fact of getting up to speak.
The confidence to launch out and speak with boldness is an important part of being heard.
Careful preparation, practice and ultimately experience will largely solve this problem.
It is important to overcome any feelings of nervousness that may limit our ability to speak out boldly.
As with many other aspects of successful public speaking, adequate preparation will go a long way to preventing these negative feelings.
For all of us, our voice is a resource: one to be valued.
For many of us, our voice is an asset that must be conserved: and cared for.
For those of us in this category, if we work our voice hard it will often run out of puff.
To the extent that we may actually lose our voice while speaking to an audience. Not a good outcome.
This does not necessarily mean there is something physically wrong with our vocal chords, just that they have limitations that we should be aware of, and need to manage carefully.
Whenever speaking publicly it is really very important to be ourselves, to be natural and not attempt to imitate someone else.
Our best performance will always be achieved when we deliver the real us, when we are genuine, not flaky.
Speaking naturally means not speaking or behaving artificially, in effect acting.
Usually this will mean not shouting or conducting ourselves in any outlandish manner.
Frequently, simply speaking louder does not improve the way our voice is perceived.
The right mix of verbal and non-verbal communications provides a powerful message to the listener.
Remember, if our body language and voice tones are in sync, and expressed well, our words then become only a minor component of our address.
To get the very best out of ourselves it is profitable to get someone to work with us, to listen to us and provide comment and guidance.
This necessarily needs to be someone who we can trust implicitly to provide accurate comment and who will remain objective, with no emotional ties.
So, preferably not a relative or close friend.
This person will listen patiently while we speak and then provide guidance on how we came across. Could we be heard? Could we be understood?
Equally, it is highly advisable to arrange some audio copies of ourselves speaking and replay these to assess how we are delivering.
If necessary get a simple recorder and record our own voice. All the better if we can get someone to video our performance.
If speaking at an event where it is being videoed, ask for a copy and review it carefully.
Oh, and be prepared, because sometimes when listening to, or watching ourselves we will cringe and respond ooh, did I really say or do that?
These are great tools to identify bad onstage behaviour or habits. The important thing then is to act on what we know: do something about it.
Some speaking trainers advise imagining that we are speaking to a specific person out in the audience and speaking directly to them (whilst not overtly staring at them) in order to position our voice volume at the right level. This can be very effective.
Whilst it may be confronting and feel a little odd, it really does work to practice in front of mirror.
This can help greatly to get our voice performing effectively, and of course to get our non-verbal communications, gestures and so forth in sync and effective.
Our breathing will significantly influence our vocal performance.
Once we understand that sound travels on air, which is our breath, we can begin to practice stronger breathing techniques to empower our speech.
It is very helpful to practice breathing deeply and rhythmically both before we speak to help settle any nerves, and while we speak to enable those thoughts to become words and be expressed so that people can receive them.
Don’t be afraid to get some professional voice training if we feel it is necessary.
Any effort or expenditure to improve ourselves should be regarded as an investment in our speaking ability, and by extension in our future.

Some excellent resource on this subject can be found at:

Author Neil Findlay

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Don’t Lose the Plot: Developing The Speaker Within You

February 7, 2012

By Neil Findlay

Don’t Lose The Plot.

I’m sure we have all sat through one of those addresses where the speaker lost the plot, and the audience was left wondering just where is this speaker going? Or worse, after the event asking what was that all about?

Usually this is caused by either the speaker losing their way with the presentation, or, failing to take the audience on the journey with them.

It should be obvious to all that it is essential to have a core plan, a theme, a message and stick to it, making sure that we don’t deviate too far from this central core of our message as we deliver it. That we don’t lose the plot along the way.

OK, I know I know, sometimes the strategy of a speaker is to keep the audience in suspense until just the right moment, maybe right at the end, and then voila! All is revealed.

But that is a different thing to what I am writing about now. What I am referring to are those occasions where the speaker wanders around and gets so far off their theme that the whole message is lost. Or, perhaps they continually change course throughout the address onto seemingly different subjects, such that the audience is left wondering where are we going now?

No matter how diverse our content may be for an address, there must be a central strategy that we continually reference right the way through. That way the audience can relate to where we are, and the direction we are taking them.

After all, constructing and delivering a successful address or speech is really no different to going on a journey. The keys are to know where am I now, where am I going, and how am I going to get there.

First, it is important for a speaker to know what they are trying to convey to their audience. To have a game plan. To be able to see strategically, from beginning to end, how it is all going to come together. If the speaker can’t visualize this themselves, there is little chance that the audience are ever going to get it.

It is equally important for the speaker to continually keep in mind the destination they are taking their audience to. Focus, is key to making it all work in harmony.

To use another analogy, I sometimes liken a speech plan to a tree, where the trunk can be seen all the way from the ground to its lofty heights. The trunk here represents the central theme of an address.

All along the way as we run our eyes up the trunk there are branches that stretch out from the trunk. But these branches only go so far before they end. Just like any example or thought that we explore in a well designed speech. They all end, even though they are intrinsically attached to the main theme. To go higher we then have to fix our attention on a higher branch, which will also only take us so far, before it ends. Ultimately, our attention is fixed on the very top of the tree, the crown, the pinnacle of our attention.

A good speech is designed just like this. There is a central theme, upon which the whole delivery depends. There may be multiple thoughts, branches if you will, all of which only reach so far from the trunk before they end.

If however, we continue running out onto a tree branch without stopping, well, the outcome is obvious: sooner or later we will crash. Just so, within any well structured address, our thoughts on a particular example or idea do have to end, lest we crash.

At all times the object is to take our audience to the top of the tree, our theme, or message.

Our thoughts and examples, like the branches in this analogy must be connected to the trunk, and by extension to each other to survive, always.

At this point some speakers simply get lost. Their points are not clearly related to the central theme, or not in any conceivable order. The audience then cannot follow where the speaker is going and begins to wonder where is this going?

Some keys to success in this area are:

Be sure to have a single, clear purpose or theme for our address. And continually reference that with our thoughts as we progress. Write it down in advance, and rehearse it.
Be very clear in our own mind where we are going, for if our message is unclear to ourselves, it will certainly be invisible to the audience.
Don’t have too many illustrations or dot points if we are using PowerPoint, and be sure they are really, clearly relevant. Otherwise, we increase the risk of confusing, or boring (or both) our audience. It is not good to have our audience studying their watches to see if they have stopped.
Be sure to incorporate clear bridges or links to tie our material together.
This will assist our audience to come on the journey with us.
Of course, be careful not to run over time. This can lead an audience to wonder if the speaker really knows where they are going.
Never find ourselves in the position of having to apologize to our audience for going over time. And of course, avoid the trap of telling our audience just two more points to go, or just a few minutes more.
Never, ever repeat this line. All credibility disappears when a speaker does this.

Put simply, a well designed, well structured and well delivered address will ensure that we don’t lose the plot, or the audience.

Author Neil Findlay

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Using Fillers: Developing the Speaker Within You

February 6, 2012

By Neil Findlay

Using Fillers.

Audiences hate speakers who populate their address by using fillers such as umm…ahh…you know….like…well….sort of….

When listening to a speaker addicted to using fillers in their speech, it can become seriously tedious.

Often this occurs when someone is being interviewed, where the microphone is thrust in their face without warning and they become lost for words.

But far worse are those occasions where a scheduled speaker is presenting and they over use these speech characteristics.

It is important to understand that the use of fillers per se is not the problem: it’s only when used excessively that problems arise. Just like adding salt or tabasco to a meal may be very useful, too much will definitely spoil it.

In manufacturing sectors like the food industry, fillers are often added to a product in the interests of bulking up the weight of the final product with cheaper ingredients in a bid to improve profits. Frequently this leads to a deterioration in product quality and sometimes the user experience of it including the taste or texture. Generally, a cheapening occurs such that not only is the product of lesser quality, and value, but its reputation is noticeably damaged as well.

In speaking, the inclusion of fillers can lead to the same outcome.

A presentation is compromised by swapping quality content and replacing it with words of lesser value, or simply bulking the speech up by adding the sorts of expressions, or terminology as those found in the opening line above.

There are many reasons why speakers over-use speech fillers, and fortunately, once these are identified there are generally solutions for them.

Let’s look at some of the common causes, and how to deal with them, so that we can all deliver quality speeches free from the distraction and annoyance of fillers.

Some speakers are simply in too much of a hurry.
Their mind and words are firing rapidly like a machine gun, so a change of sentence or thought requires a pause in order to regain composure and their train of thought, so a filler is added to give them time to think.
In this case, the problem can be cured by simply pausing…..stopping for a few seconds without saying anything.
Even a pause of 4-5 seconds is acceptable to think, to gather our thoughts for our next words.
This also provides critical audience time to process what we have been saying, so there is a double benefit.
It does no harm to slow down a little.

One of the challenges speakers face is that of maintaining momentum, of being seen to keep going.
The perception of momentum is usually greater than the reality however in the mind of a speaker.
It does no harm to pause and think a little, as mentioned above and not resort to using fillers just to keep the words flowing.

Closely allied to momentum is the problem of impatience. Some speakers are in such a hurry to get their message out, they become very impatient. As mentioned a number of times, the solution is to simply slow down. Especially early in our speaking career, no-one will criticise us for taking a little extra time to deliver our message (cut the content down, don;t just extend the delivery).

Interviews can be especially challenging, because we don’t always have the luxury of knowing in advance what questions we will be asked, or what we will have to comment on.
The temptation to gain time by adding fillers such as umm, or ahh can be overwhelming.
Nothing is worse than listening to someone being interviewed who resorts to using these fillers ad nauseam.
Just take our time, pause when necessary, and give a simple answer, as short as possible.
Remember, media and reporters will usually only report a couple of short one-liners from any interview.
So keep our answers short, keep them simple, and be as relevant as possible.

Nerves can lead to a perceived need to use fillers: to stall for time and get us on track.
Knowing our subject, and having our key thoughts or lines well documented and highlighted will help put our nerves at ease.
Of course, experience will help greatly in managing nerves, but thorough preparation is key.

A real challenge can be arise when a speaker just feels awkward.
There can be multiple causes from things like a lack of confidence right through to a speech impediment.
Practice and experience will eventually overcome any lack of confidence that we may have.
If an acknowledged speech impediment is identified, don’t hesitate to seek professional help.
In most cases this can be overcome and we can develop into an accomplished public speaker, just allow some time.
The recent movie The Kings Speech is a classic on dealing with these types of issues.
Remember, we should never feel embarrassed by these impediments, just quietly and confidently set about finding a solution.

Self confidence is an age-old problem with many people, including speakers.
Again, experience, common sense, training and hard work can overcome even the most stubborn lack of self-confidence.
Self confidence doesn’t only revolve around our words and speaking, but includes the sound of our own voice and our appearance.

Perhaps the most common cause of people using speech fillers is simply that of habit.
Once we use them for a time, they become ingrained in our speech delivery and difficult to resist.
A really good practice is to listen to a recording of ourselves speaking, for all sorts of reasons.
One of the reasons is to see just how many unnecessary words we add into an address.
How many umm’s and ahh’s we actually use.
Like any habit, these can be reduced or even eliminated with some practice and work.

We should, of course, be mindful that changing culture and fads will bring, like, particular fillers in and out of vogue.
Don’t be too, like, concerned about this because they will inevitably become, like, uncool in time and the problem will, like, go away.

Of course, it is important to not beat ourselves up if we use fillers now and then.
Feel free to use them when necessary, but don’t overuse them.

So, umm, like, if ever we, sort of, need to use a filler, don’t be afraid to, but use them, like, carefully.

Author Neil Findlay

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Sleepy Audiences: Developing the Speaker Within You

February 3, 2012

By Neil Findlay

Sleepy Audiences.

One of the most difficult things a speaker has to contend with is to speak mid afternoon, or in the graveyard shift as some refer to it to sleepy audiences. There are few more disconcerting sights than standing before an audience studying their body language, as speakers do, and seeing some of them yawning or dozing with eyes closed and heads drooping.

Contrary to popular opinion, this is usually has nothing to do with the captivating nature of our address, or the lack of. Nor has it anything to do with what we just ate for lunch.

OK, many people think that if they have just had a heavy lunch it will make them sleepy. The science of this will disagree. It is true that some foods do contain natural Tryptophan that can lead to some drowsiness, but these effects are generally overstated.

The prime culprit for giving us a sleepy audience is not what we ate, how old we are or our gender and so forth, but is a natural function of our bodies called the Circadian Rhythm. Every human on the planet has this inbuilt cycle, often referred to as the Body Clock that runs on an approximate 24 hour cycle. It is hard-wired, and cannot be disconnected.

All of us have a natural sleep/wakefulness cycle that makes us sleepy during the early hours of the morning, and to a lesser but measurable extent in the early afternoon, say between 2:00 PM & 4:00 PM. This impairment of our alertness, the Post Lunch Dip as it is sometimes referred to is a very real occurrence that affects us all. All of us at some time experience bouts of sleepiness during the early to mid afternoon. Many people around the world in fact customarily have a siesta during this time.

This is where our problems as a speaker begin to cause trouble.

Developing The Speaker Within You, Sleepy Audiences, Circadian Rhythm, Post Lunch Dip, — Sleepy Audiences

If our appointed time slot to speak spans this period, we are presented with an audience that is inherently disposed to nodding off to sleep. At best, the audience’ alertness levels are compromised leaving us struggling to maintain interest, and not being able to get our message across.

Prevention is better than cure, so what can we do to mitigate these risks and problems?

First, try to avoid the highest risk times to speak.
Not many speakers do this, but when asked to speak at an event, reply early and ask the organizer to schedule a time slot late morning.
The best time is immediately after morning tea, or just before lunch.
It is surprising how many organizers are only too pleased to work in with a speakers preference if asked.
As the old saying goes you have not because you ask not.
If the event is running into the evening, then a speaking slot between 6:00 PM & 8:30 Pm is perfect.
The same body clock that makes us sleepy in the early afternoon, also is responsible for providing us with peak alertness at this time.
If it is a multi day event, use a little wisdom and think about things like:
Are attendees travelling far to get to the event (are they tired or jet-lagged to begin with),
Are there scheduled social events in the evenings that will keep attendees up late (try not to be speaking the morning after as the stragglers may not arrive in session before lunch)
What time does the event conclude (try not to be one of the last speakers as many people will have left already to catch early flights)
A bit sneaky, but if there are keynote speakers presenting (assuming we are not one of those) try to get a time slot beside, them as most people will be in attendance for their address
Try not to be speaking if the audience has had much alcohol.
Tough I know. Especially if we are doing an after dinner address.
Alcohol and sleepiness do go hand in hand.

If all else fails, and we have to present mid afternoon:

Keep our address short & punchy. Without fail. No exceptions.
Take extra care to be in our best possible condition personally.
Avoid being tired.
Have a regular coffee or the like 15 minutes or so before we get up to speak. (The caffeine will give us a lift for an hour or two).
Accept the fact that if attendees at the event are being worked hard, as is often the case at conferences, some of them will quietly slip away to their room for a nap and skip our session mid afternoon. Don’t take it personally.
Be prepared to work hard to maintain audience interest.
If the room temperature is too high, or air flow is restricted leading to stuffiness, this will lead to increased drowsiness. air-conditioning, if available will assist with this.
Before even starting to speak, get everyone up onto their feet and do some quick exercises, stretches for a minute to dispel any sleepiness in attendance.
Perhaps get everyone involved in a fun game to get them thinking and alert while on their feet.
In exceptional circumstances be prepared to do this again briefly midway through our address to get people awake.
Unconventional: Yes.
Does it work: Yes!

Ultimately, we are dealing here with natural human behavior that has existed for thousands of years, so we won’t change this anytime soon. But we can be smart about how we avoid the high risk times, and how to mitigate those risks if we can’t avoid them.

The final option, of course, is to simply be unavailable to speak for the event if the time doesn’t work for us. Sometimes this is the best option.

Author Neil Findlay

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Translation: Developing the Speaker Within You

February 1, 2012

By Neil Findlay

Translation.

Many of us will get to experience speaking using translation at some time. It can be daunting the first time around, but once we understand the principles and techniques required it can be very interesting and fulfilling.

The actual circumstances will vary enormously, ranging from a pre-planned and scheduled presentation to another language group where we have plenty of time to sort out all of the details, right through to one of those impromptu speeches where we have no warning, no time to get acquainted with the translator where we just have to follow our skills and instincts.

We’ll try to cover off on both of these situations in this post.

I have been in these circumstances before, and made many of the common mistakes, embarrassed myself somewhat, and probably embarrassed my host in the process. All this can be largely avoided by following some sound and proven steps along the way.

It always helps if we actually know what we are going to say, and to whom we are going to say it to, on the day. This means we have spent some time to acquaint ourselves with the language and culture we are about to be involved in and have ensured in advance that no obvious cultural or language mistakes are about to be made.

Not so easy if we are in unknown territory, perhaps in a travelling group, and we get asked without warning to speak to an unknown group of people. In these cases we need to be very, very perceptive, quick thinking and agile with our words to ensure that we get the right message across, and don’t cause offense by our choice of words or visual communications.

It is imperative that we take all reasonable steps to ensure that we observe local customs with our presentation. Always. Our job as a speaker is always to benefit our audience, not ourselves, and to make our hosts look good. If we remember just this principle alone, we will do much better when communicating with another cultural or language group.

If at all possible, it is good to have an arranged translator, and to meet them in advance. At the latest, before we get up to speak. OK, I know this is not always possible, but try to do this: it will save lots of hassle and misunderstanding. Trust me. In potentially the few minutes we have to speak with our translator, our mission is to build a communications understanding, and a bond of trust. See, easy isn’t it?

Once we have made their acquaintance, make it a firm point to run through our key thought for the address, and also our key words that we will be using. This is very important. Get them to repeat back to us what we mean in their words, to ensure that they have got it. Make sure that they understand the direction we are going with our address. If our translator doesn’t understand us, be sure our audience won’t either.

Remember that when using and translator, our address will take roughly twice as long, depending on the language used on the day. This is good, and bad. It means that we may have to cut down our words by up to half: that’s the bad part. But then, most presentations can be delivered effectively using half the words anyhow. Right?

It also means that we have much more time to think on our feet whilst the translator is speaking: that’s the good part.

It’s also really helpful to have at least a basic understanding of the language structure of the group we are presenting to. Do they speak in long phrases, or short ones? This means, do we speak to our translator in 10 word or 30 word phrases?

It can be quite unsettling when we have just delivered a 30 word phrase, and our translator then delivers it in 5 words. Or the other way around. It makes it a bit uncertain whether we are in fact speaking the right words for our translator to translate. This is why it is so important to try to discuss our message with our translator before we get up to speak.

Equally, when we have just made some really important point, that seriously impacts our message, and our translator stands there looking lost: we haven’t given them enough information to go on. We have to be really, very perceptive in these situations.

Usually, while I am speaking I am alternating my eye contact from the audience to my translator, gauging the body language of both to ensure I am getting through.

This is why it is best to keep our translator really close, right beside us, so that if we have to coach them a little with a particular word or phrase we can do it quickly and confidently without creating a fuss.

When speaking through a translator we really are out there on the edge. We rely greatly on their perception and translation of our words.

And there’s always an element of unpredictability: I have had a host grab another translator literally from the crowd and swap them while I was speaking. We just have to be flexible in these matters.

Remember, if we are doing our job well, the audience will get much of our message directly from our non-verbal communication, even though they cannot understand our words.

Author Neil Findlay

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