Two minute video story -transcript follows below-
…of the first democratically elected president of Mexico (…really admired him).
Hey, tell you what…
Have you ever read a story that you could not get enough of? I just did, and it’s about the first democratically elected president of Mexico; his name is Benito Juarez.
Here’s the thing about Benito Juarez.
He was pretty keen about his height and how the crowds reacted to his it; he was not a tall man. He was around 5 foot and he began to observe that when he would address crowds and about to give a speech –they would be distracted and wouldn’t automatically pay attention to him; they were trying to avoid his eye contact.
So, he started something fascinating.
He started to use the mechanism of silence when speaking. He would take the stage, take the podium, and instead of immediately launching into his speech he would for 60 seconds gaze across the crowd…lock eyes for 60 seconds of silence.
His use of silence began to be his presentation signature. He also saw his sense of command from the podium and the stage really increase. I mean, one full minute, it’s a long time from an audience perspective!
What about 10 seconds?
It just makes me think what type of impact could just 10 seconds make in terms of amplifying audience connection or really framing words and their meaning.
…an on-the-go photo from tonight’s workshop led by CompassPoint CEO Nicolette Pizzitola. Topic: process to set service and product pricing.
Great crowd and questions with super research & formula ideas from Nicolette. Meeting up at these Fabulous Women Business Owners events is regularly a useful, fun time.
…rich in examples and relevance with even insight from Dr. Suess(!)
Thus describes what it’s been like reading Karen Friedman‘s new book Shut Up and Say Something (Praeger). For full disclosure, her team invited Women Grow Business to review her book and offered a complimentary copy for this purpose. I provided a review on behalf of the Women Grow Business community.
It continues to be a resourceful read, focusing on diverse business communication strategies like:
Public speaking “no-no’s” – with a favorite tip as:
No matter how strong your expertise, avoid winging it before a presentation.
Trust with stakeholders and the power of perception – with a favorite tip as:
Communicate problems quickly. Friedman cites Toyota’s dramatic recall of faulty vehicles last year and the media’s perception the company potentially knew of the malfunction for two years before deciding a recall had merit.
-Which leads into one of my favorite sections of the book: handling Q&A from audiences and the press.
Frankly there have been instances in watching speakers engage audiences during Q&A where my first perception would sometimes be: “C’mon! That’s a nutty question that’s a waste of time.” But dismissing questions, especially as the person fielding them in this type of dynamic, isn’t the name of the game.
What is the name of the game, according to Friedman:
Perceiving all questions during question/answer sessions as relevant. And after reading her stories and anecdote-heavy chapter on the topic, she converted me to the same belief.
These insights below stood out on how to prepare as a public speaker or company representative leading a Q&A session:
#1. View each question as a chance to expand conversation with key audiences.
Consider each question as a viable opportunity to disclose information and create benefit to relevant publics. Even when questions inspire a bit of dread in you or the company spokeperson handling the Q&A, avoid the limited “yes” or “no” responses. Friedman offers dialogue examples throughout this chapter.
#2. Know key messages and how to speak from the heart, especially unexpected questions.
Should an immediate answer not come to mind, use that moment to simply lead into the core message you most wish to impart. But bottom line, at least know – emphatically – what that core message is.
A stellar example from media history:
Friedman underscores the value of being absolutely clear on key messages and being prepared to articulate them in the face of surprise lines of questioning. She cited the famous (…infamous) interview between U.S. Senator Edward Kennedy and CBS correspondent Roger Mudd. In the late 1970s, Mudd posed an unanticipated yet basic question to the senator: “Why do you want to be president?”
The senator – normally a swift, precise communicator – replied with legendary abstraction…and offered an unlyrical ramble. That interview occurred a few days before Senator Kennedy planned to officially announce his bid for the presidency against President Jimmy Carter. To watch the critical interview and wealth of pundit commentary on it, here ’tis:
Clarity is king.
#3. Prepare two lists of questions beforehand and develop answers to shape clarity of mind.
What stood out here are the types of lists she suggested (the book includes hearty examples too): prepare and be able to answer a list of questions the audience will most likely ask — the easy schmeezy ones. Yet expand preparation to include a second list that reflects emotionally-centric questions related to your audience’s interest.
Friedman’s communications experience comes across as well informed and pretty resourceful. She includes steady examples throughout the book especially for the C-suite. I’d be interested in her offering more examples from a small business vantage point yet I’m still progressing through the book; so possibly that craving will be satiated.
What tips would you add to these?
What memorable moments have your Q&A sessions produced?
