• handshake

    And what do you do?

    In this age of Networking, there are many versions of how a person should introduce themselves.

    Some Networking groups (Breakfast meetings, typically) start with a round robin, with everyone given between 60 and 120 seconds to make what they call their “Elevator Pitch.”

    This is fundamentally flawed thinking for two …read more

    Source: PKP Communicators

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  • what do people hear

    The Naive Customer

    By phillipkp

    I believe people.

    That makes me a sucker for sales pitches and confidence tricksters, many of whom infest the internet.

    I am also an early adopter. When something new comes along, I’ll take it up. And when I come across a good deal, I want it NOW.

    Such tendencies have repeatedly got me …read more

    Source: PKP Communicators

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  • When is a Yes not a Yes?

    When I introduced Michael to Derek, a Methodist minister, the conversation turned to ethics and morality. “Are you allowed to lie?” asked Michael, a little aggressively.

    Pausing just fractionally, Derek replied, “In certain circumstance, yes. It’s called Situational Ethics. That’s when your answer is simply a way of saying Mind Your Own Business.”

    Michael was not satisfied. “A lie is a lie,” he maintained, “and a clergyman should set the example by never telling a lie.”

    A lie is defined as telling an untruth with the intention to deceive. However, if someone asks you a personal question, when they are not entitled to know the truth, do you have to answer truthfully? Do you have to empower them with the knowledge?

    Now imagine a situation in another country, somewhere in the Far East, for example. Your boss has written an article and asks your opinion of it. To tell him the truth would not only upset him but cause him to lose face. You are, after all, less senior to him, and it would be presumptuous to indicate that you could do a better job.

    What would you do? Would you lie? Of course you would, because you would be giving him the respect of his position, and you’d want to avoid hurting his feelings.

    In every case, telling an untruth carries the intention to deceive, but it may be to avoid empowering the other person or to prevent discomfort or loss of face. It may even be to protect someone from the person asking the question.

    The philosopher Immanuel Kant argued that lying is always morally wrong. In the examples I have given, you may feel that there are exceptions, but some will argue that there is a change in the moral climate that makes lying more common these days. They may also claim that lying corrupts the process of free rational choice. A third consequence may be that it subordinates a person through fear of the questioner.

    In cultures that avoid saying “No” the distinction may be less well defined. In the Bahasa Indonesia language there are a dozen ways to say “No” and many ways to say, “I’m saying Yes but I mean No.”

    And when I’ve been training in cross culture abroad, some other nations have said they feel that way about Britain and ask, When is a Yes not a Yes?

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  • Ever been asked to get to the point?

    What’s the point you’re making?
    Get to the point.

    All within 3 seconds. That’s all the time you have to grab or lose your listener’s attention. Let me help you understand why it happens and what you can do about it.

    First, let’s consider why.

    Every day, each of us is assailed by thousands of messages – in print, in sound, in pictures, and even in person. It’s a deluge that overwhelms the senses, closing off those private moments of reflection that once we knew, forcing us to react to the demands of the moment.

    Result: we have been trained to switch off.

    As fast as we respond to those demands of the moment, we tend to lose interest and turn our minds to some other pressing matter. Attention Deficit has reached epidemic proportions.

    It is therefore vital to be able to make your point in just a minute, because two of the dominant characteristics of advanced nations in the 21st century are a short attention span and instant gratification.

    In the early ’90s, Steven Silbiger wrote a best-selling business book called “The 10-Day MBA”. He wrote that his aim was “to cut to the heart of the top MBA programs’ subject matter clearly and concisely – the way only an MBA can, and the way academics would not dare.”

    An MBA in only ten days?! It struck a chord with thousands of people who rushed to buy the book. I know many of them. I’ve seen the book on their shelves, and heard them confess that they had not actually read all 348 pages.

    The book is excellent. It offers what many people want: a step-by-step guide to mastering the skills taught in top business schools. In a hurry. Yet it is not “instant” enough for those who cannot, or will not, spare the time to sit and read the book, digest its information and decide how to apply it.

    So how is that relevant to spoken communication and making your point in just a minute?

    The relevance lies in the time pressures that govern our lives in the western world, and the need to decide quickly what is useful and discard what is not. We live in an age of Information Overload.

    The important consequence is that we are being conditioned to tune out and switch off the information we do not want. It has become a universal conditioned reflex. It means that most people cannot concentrate for very long. Our brains can think several times faster than people speak, so even while we are listening to someone else, our brains are dealing with something else, especially if what’s being said is less than riveting.

    In conversations, speeches and presentations, people drift away. That’s why we need to develop the skill of commanding and retaining the attention of our listeners. That’s why we need to be able to make our point in just a minute.

    Why contain your message in just a minute?

    The most important reason for being succinct is that it makes you and your message more acceptable. “Get to the point!” is the anguished cry in everyone’s head (including our own) when others launch into a long-winded account of an event or a proposal. A common variation is, “What’s the point you are making?”

    In contrast, it is truly refreshing when we receive a communication that is brief and to the point. Even our language has changed. In the previous paragraph I first wrote “discursive account”, but changed it to “long-winded” – not shorter, this time, but it reaches your understanding quicker.

    First impressions

    The same principles apply to face-to-face meetings. As you know, you never get a second chance to make a first impression. That first impression may be created in a fraction of a second. It’s part of the process of communication.

    Think back to the last time you met someone you instantly liked or disliked. Why? What did they say or do? And are you letting others make similar snap judgements about you?

    So what can you do about it all?

    In a business context it is important to think through your positions and your propositions. Know what you believe and why, and be clear about the benefits of your offerings. Practise making your point, using simple structures such as Problem, Cause, Solution, as though a resistant business prospect has said, “You have 60 seconds to tell me why I should listen to you.”

    At the 2009 meeting of world leaders, Gaddafi was given 15 minutes to speak, and rambled on for an hour and a half. Most of us don’t have that luxury.

    When you know how to make your point in just a minute, you create a communication style that projects a sense of purpose. You’ll connect better at networking meetings. Your opinions will be better received. Strangely enough, you’ll even learn to listen more.

    And that’s what wins friends and influences people.

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